In September 2025, Olive Branch, Mississippi-based Michael Hatcher & Associates and Raleigh, North Carolina-based GreenView Partners came together to form the new Hatcher Landscape Partners.
This landscape platform was created out of a desire to offer a new breed of commercial landscape company that blends operational excellence with authentic stewardship.
“Commercial landscaping has too often been treated as a transactional service,” says Russ Sneed, CEO of Hatcher Landscape Partners. “Contracts are won on price, work is delivered with little investment in people, and high turnover leaves clients and communities underserved. What truly sustains great companies isn’t shortcuts, it’s people who feel valued, trusted client relationships, and leaders committed to building something deeply rooted.”
Powered by Partnerships
Sneed notes that they are choosing to grow via partnership, not consolidation.
“We can provide shared resources like technology, systems, finance, HR, and training that help local teams thrive without losing what makes them special,” Sneed says.
Sneed says the partnership with Darrin Hockstra and the GreenView Partners team was several years in the making.
“We knew years back that the two businesses would be better together – with the ability to invest in technologies, create more team member growth opportunities/benefits, and ultimately build a healthy organizational structure to support each of our local teams and the commitment to our customers,” Sneed says.
Despite their geographical distance, the two companies’ shared values and extremely similar cultures have allowed them to unify and strengthen their teams.
HLP is also backed by private equity firm Walnut Grove Capital Partners.
“Given our long-term vision for MHA and GVP, this strategic partnership was the only logical next step,” Sneed says. “It allowed us to invest more deeply in our people, systems, and infrastructure – providing the foundation to achieve our long-term growth initiatives while maintaining our culture.”
Sneed says Walnut Grove stood out as a partner who understood their culture and valued their team as the true differentiator. Unlike other private equity firms, Walnut Grove has a long-term focus rather than concentrating on short-term returns.
“We lead the day-to-day business, and they help us think long-term about growth, structure, and capital allocation,” Sneed says. “They’ve been a sounding board, a resource, and an accountability partner, which has made us sharper as leaders and more disciplined in execution.”
The Best of Both Worlds
HLP’s model allows them to combine the scale and resources of a larger organization with the trust of a local partner. Both GreenView Partners and Michael Hatcher & Associates will maintain their brands in their regions.
Meanwhile, HLP’s branch support center centralizes tasks such as accounting, HR, technology and marketing.
“This enables our local teams to focus on serving our customers while growing their teams and expanding within the markets in which they operate,” Sneed says. “It’s the balance between local autonomy in the field and alignment of the back office functions under a unified structure. These backend processes allow the ability to provide the best support and benefits possible for each team member in a local branch.”
Sneed says HLP provides the best of both worlds with unity and flexibility.
“It allows us to operate as one aligned company behind the scenes with shared systems, strategy, and culture while still celebrating the distinct brands and leaders that make us strong locally,” he says. “It’s a structure that enables scale without sacrificing identity.”
Whether a company will keep their branding or be tucked into a platform brand is decided on a case-by-case basis. Sneed says they take their time making this decision.
“The process of evaluation is based on brand equity and market overlap,” Sneed says. “If a company has strong recognition and loyal relationships in a distinct market, we may preserve that brand. Where overlap exists or there is an opportunity to simplify under an existing name, we will likely integrate it. The goal is always clarity and confidence for customers, employees, and the community.”
Growth Strategy
Sneed says that when they enter new geographies, sometimes it makes more sense to partner with a local operator who can provide local market knowledge and leadership.
HLP has a small, dedicated team that handles outreach, due diligence and integration planning.
“Our goal is to be deliberate in our process – personable and efficient, relationship-driven rather than transactional, and built on trust and vision,” Sneed says.
As the organization’s reputation grows, they have more owners reaching out to them directly about partnerships, but HLP is also proactively seeking to connect with companies they admire in their target markets. Sneed says they seek out companies with strong local leadership, loyal customers, and a culture of accountability and care for people.
“We value businesses that have a commercial maintenance focus with consistent recurring revenue, good safety and retention metrics, and high employee and client retention,” Sneed says. “Most importantly, we look for owners who care deeply about their teams and communities.”
He says whether these companies are ready now or later, they’re always engaging with companies that share their values, as there are always things to learn from them.
HLP plans to complete several acquisitions per year, depending on fit and timing. Sneed says they are focused on quality partnerships that strengthen their culture, expand their footprint, and make them collectively better.
“If a company fits our criteria and aligns culturally, the broader economic conditions won’t deter us from investing for the long term,” he says.
HLP will not just grow through M&A partnerships but also via organic expansion to provide advancement opportunities for team members.
Tips for Success
Sneed says HLP’s employee and customer retention has been exceptionally high.
“We attribute that to our focus on people and stability through transition,” he says. “We don’t change what’s working; we enhance it. We take great care to integrate thoughtfully, communicate openly, and maintain continuity for both employees and customers.”
He says successful retention starts with trust. They take the time to listen and explain the why behind the partnership.
“We maintain local leadership, invest in training, benefits, and career pathways, and we celebrate what’s already working,” Sneed says. “For clients, we focus on consistency: the same faces and same standards, now backed by greater resources and stability. No sudden changes, just enhanced support.”
In most cases, former owners stay on and help lead after the transition.
“They know their markets best, and their relationships are invaluable,” Sneed says. “Some choose to transition out over time, but we view every partnership as an opportunity for mutual growth.”
Sneed says the biggest lesson he’s learned from acquisitions is that communication solves almost everything. He advises being honest early and often.
“Assumptions can derail great partnerships, but open dialogue builds trust,” he says.
Sneed advises being patient, people-focused and never compromising on values.
“M&A isn’t about deals – it’s about relationships,” Sneed says. “Integration starts before the ink dries, and culture must lead the way. When you get that right, everything else follows.”
This article was published in the January/February issue of the magazine. To read more stories from The Edge magazine, click here to subscribe to the digital edition.
