Oct 6, 2026 · 31 min · 12 segments
00:29 Rob welcomes Paul St. Pierre of Landscape FX (LFX Group), a Windsor-area operator in business since 1987. 01:15 Paul's origin story: a land developer dad, landscaping at 15, flying home from…
Rob MurrayHost
The scale of this company for somebody who's maybe sitting at two and a half or 3 million bucks listening to this is probably, like, out of reach in their mind.
When, when you talk about starting from a Chevette, which we'll get back to at the end 'cause there's a story we obviously need to hear.
She used to buy a two four at the beer store before we got to the cottage and I would sit on the front seat on top of the two four so I could see.
Anyway, as you start to experience this growth, 'cause this is the whole thing, right? Like, what's the primary growth constraint holding entrepreneurs back in the green industry? Now there's different levels you had to learn how to deal with.
So w- as you're going through this, you know, whatever, call it better part of 40 year journey, at what stage was it the hardest for you to figure out how to adapt yourself to the next level?
I know I shouldered a lot of it, but I mean, it's all about the team you surround yourself with and the team you're able to coach and train and mentor.
And I guess my biggest block, if I look back, that I had along the way was thinking I could do everything, thinking that I could be everything, thinking that I'm just gonna work harder, work more hours.
And at, at one point I remember thinking, if I'm gonna pay someone, and again, it's going back 80, 90, $100,000 a year and I'm gonna pay someone those kinds of dollars, may as well do it myself.
And the tipping point happened once I had a few key, uh, people join the team at an executive level or management level outside of a core that I had started with.
I really saw the tipping point really turn where that's where the growth really happened.
So investing into their team's been something I've been strong about my entire career, and even today, pushing more and more, wanting to see them grow, them succeed, grow their skill sets is something that really held me back, my own mind, making those investments early on.
A lot of us in the industry can make some sense of buying loaders, making some sense of buying equipment, making some sense buying of trucks, but you know, for some reason get held back on investing in that person or spending that extra dollar.
We've all seen the, you hire A players or B players or C players or two Bs, then you can hire an A.
Like, it's just, that probably was my biggest tipping point when I realized that having those right people, that really allowed us to scale and really allowed us to grow without it all falling on my shoulders.
The scale of this company for somebody who's maybe sitting at two and a half or 3 million bucks listening to this is probably, like, out of reach in their mind.
When, when you talk about starting from a Chevette, which we'll get back to at the end 'cause there's a story we obviously need to hear.
She used to buy a two four at the beer store before we got to the cottage and I would sit on the front seat on top of the two four so I could see.
Anyway, as you start to experience this growth, 'cause this is the whole thing, right? Like, what's the primary growth constraint holding entrepreneurs back in the green industry? Now there's different levels you had to learn how to deal with.
So w- as you're going through this, you know, whatever, call it better part of 40 year journey, at what stage was it the hardest for you to figure out how to adapt yourself to the next level?
I know I shouldered a lot of it, but I mean, it's all about the team you surround yourself with and the team you're able to coach and train and mentor.
And I guess my biggest block, if I look back, that I had along the way was thinking I could do everything, thinking that I could be everything, thinking that I'm just gonna work harder, work more hours.
And at, at one point I remember thinking, if I'm gonna pay someone, and again, it's going back 80, 90, $100,000 a year and I'm gonna pay someone those kinds of dollars, may as well do it myself.
And the tipping point happened once I had a few key, uh, people join the team at an executive level or management level outside of a core that I had started with.
I really saw the tipping point really turn where that's where the growth really happened.
So investing into their team's been something I've been strong about my entire career, and even today, pushing more and more, wanting to see them grow, them succeed, grow their skill sets is something that really held me back, my own mind, making those investments early on.
A lot of us in the industry can make some sense of buying loaders, making some sense of buying equipment, making some sense buying of trucks, but you know, for some reason get held back on investing in that person or spending that extra dollar.
We've all seen the, you hire A players or B players or C players or two Bs, then you can hire an A.
Like, it's just, that probably was my biggest tipping point when I realized that having those right people, that really allowed us to scale and really allowed us to grow without it all falling on my shoulders.
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