Ivan Giraldo founded Clean Scapes Landscaping, based in Austin, Texas, with Rex Gore in 2005. He has more than 30 years of experience in the industry and served as a branch manager with TruGreen before starting his company.
In 2021, Giraldo and Gore transitioned Clean Scapes to an Employee Stock Ownership Plan (ESOP).
Did you ever expect Clean Scapes to grow to its current size?
Big growth was not the main focus when we started Clean Scapes. We knew we were going to get to a good size but not to where we are in such a relatively short amount of time.
What made you leave the first landscape company you worked at in Miami?
It wasn’t my company; my two older brothers owned it, and I worked for them. I learned a lot about the industry and my brother taught me about the importance of client relationships. I decided to leave because I was ready for a change and for the “next step” for me. Also, I realized that it was going to be difficult to learn English there, so I moved to Texas.
What are some of the lessons you learned as a branch manager that you were able to bring over to Clean Scapes?
Working in a small private company at first and then transitioning to being part of a large company was very beneficial. I learned the importance of processes and procedures and the business portion of what we do. All this gave me confidence and direction on how to run Clean Scapes.
What caused you to decide to transition your company to an ESOP in 2021?
My business partner and I are not getting any younger and started to think about the next phase of Clean Scapes and how it was going to affect our future and financial liability. We considered many options, but in the end decided that the ESOP business structure was the least disruptive option for our employees and clients.
What advice would you give to others looking to go the ESOP route themselves?
There are many options out there; ESOP is not for everyone. It is not an easy business structure and requires a lot of work and expenses. I feel that the first step is to really be clear on your motivation for making a change like this and do your research. Once that is clear in your heart, make the decision. Nothing is as easy as others make it sound.
How would you describe your leadership style?
I would say that it is about giving encouragement. I am very passionate about what we do. I may seem intense to some people but I’m all about giving everyone the support they need.
What’s a strongly held belief you’ve changed your mind on over the years?
I would say that something that has been done one way for a long time, even for generations, can also be done in other, perhaps better, ways.
What has been your biggest challenge leading Clean Scapes?
With certainty, I would say keeping everyone involved and believing in why we do what we do and why we decided to become an ESOP versus other options.
Where do you see Clean Scapes in the next five years?
I see Clean Scapes growing and getting stronger as a leader in the industry. Although we are just in Texas and our clients have many options, being the best option for their landscape service. Also, leading the effort to operate with the latest technology coming into our industry.
What changes would you like to see in the industry?
Technology and automation are here to stay and I love it. We, landscapers, as direct users need to become very open and comfortable using it. Landscape architects will have to start designing to accommodate robots and autonomous mowers in the landscape.
What advice would you give to others trying to grow a successful business?
Work hard, be honest and surround yourself with smart people who will help you make your dream a reality.
This article was published in the July/August issue of the magazine. To read more stories from The Edge magazine, click here to subscribe to the digital edition.
