Our Level Up series shares the strategies that help landscape and lawn care companies get to the next level.
In the next 10 years, Monarch Landscape Management, based in Houston, Texas, is looking to become a $100 million company. Currently, the company is at $14+ in annual revenue.
Jason Mathers, president of Monarch, says the company has been growing steadily for the past few years, but they’re laying the groundwork for a major leap.
“We’re always working toward growth — but we’re intentional about building a solid foundation first,” Mathers says. “Rapid growth without stability can be risky and unsustainable.”
Mathers says success for his organization is achieving a 95% client retention, a consistent and predictable growth rate year-over-year, and all while promoting from the bench. The company’s current client retention rate is between 88 and 90%.
Launching the Business and Serving Commercial Clients
Mathers started out mowing neighborhood lawns when he was 10 and continued through college. In 2002, he started Monarch with a truck and trailer as a part-time passion while he worked as a full-time public accountant.
“The collapse of Enron was the turning point, and it opened my eyes to the volatility of corporate America, and I knew it was time to do something I could ensure culture would sustain a healthy business,” Mathers says. “I knew landscaping was the right path because it is a lot like playing football in the sense you have small teams working together for a common good that required regular pivots to succeed.”
Monarch specializes in serving only commercial clients, and 85% of their revenue comes from HOAs. They provide landscape management, irrigation management, landscape enhancements, and have recently added an arbor care division.
“In the past, we performed plant health care and smaller arbor jobs in-house but used a network of subs for larger projects,” Mathers says. “Finding the right partner was an ongoing challenge, and as a leadership team, we wanted to provide more for our clients, and in 2025, we made the investment in equipment and people.”
Mathers says their focus on safety, quality and the level of attention they give each client sets them apart. He says most property managers’ top concerns are communication, pricing, and reliability.
“They need to know their landscape will be taken care of without having to constantly follow up — and we pride ourselves on delivering that peace of mind,” Mathers says.
Keys to Success
Mathers says some of the keys to their success include the loyalty of their team members and clients, the quality of their work and their commitment to safety.
“Landscaping is inherently dangerous,” Mathers says. “We work with heavy machinery, chemicals, and in extreme weather conditions. Our team’s well-being is non-negotiable, and safety is at the heart of everything we do.”
He says their company participates in NALP Safety Recognition awards as a way to hold their company accountable, keep safety top of mind and reinforce their commitment to their team’s well-being. Mathers says that as an NALP member, they also take advantage of the safety tailgate talks, training resources, certification opportunities, and industry events. He says these resources have played a key role in developing their team and strengthening the company.
“It has been incredibly valuable from online tools, events and personal relationships we have built by being engaged,” Mathers says. “We utilize the full suite of tools — from training and safety talks to certifications and conferences — which help us continuously improve.”
He says even participating in the Awards of Excellence helps them uphold their high standards and strive for excellence every day.
If he had to start over from scratch, Mathers says he’d prioritize continuous learning and actively seek advice from others who have walked this path before.
“Learning from others’ mistakes can help avoid many of your own,” Mathers says.
Recruiting and Retention
Across their two branch locations, Monarch employs around 120 team members currently. Mathers says in the past they used the H-2B program, but have now transitioned to a local workforce.
“Our workers were delayed in 2016, but more importantly, we stopped because of the program’s uncertainty each year,” Mathers says.
He says they rely heavily on employee referrals for recruiting. They offer a referral bonus program with payouts that range from $1,000-$2,000 and are split between the new and existing employee after 60 days.
“Our existing team members bring in great candidates who fit our culture and values,” Mathers says.
Monarch is able to retain their employees with their competitive benefits program, which includes full medical benefits, 401(k) with matching up to 4%, vacation days, sick days, maternity/paternity leave, continuing education and performance bonuses.
Mathers says they also have a positive, loyal culture.
“We value our team, and they value being part of Monarch in return,” Mathers says.
He says it has been a challenge to maintain their culture at times, as not everyone they’ve brought on was the right fit. While that turnover has been humbling, Mathers has remained committed to helping the team understand their long-term vision.
“We’ve stayed focused on our core values, encouraged patience, and emphasized the long game,” Mathers says. “Growth takes time, and keeping everyone aligned with the bigger picture has been crucial.”
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