The Landscaper's Guide to Modern Sales & Marketing
Oct 16, 2026 · 28 min · 12 segments
# What does it take to turn a struggling landscape maintenance department into a profitable part of your business? In this episode of The Landscaper's Guide, Jack Jostes sits down with Brad Irving…
Jack JostesHost
One of the things that we had talked about, if you're comfortable sharing, was the margins for maintenance.
it's been about three years ago, but we were, you know, looking at a gross profit margin of around 19%.
We had contracts that weren't basically at the price point that they needed to be.
And through coaching and then also through the hard work of Melissa on our team, going through those contracts, making sure that You know, we were meeting with clients, explaining to them why the contracts now needed to change when we haven't changed some since, say, 2015.
But then also looking at the amount of man hours that we're putting into our maintenance, making sure that maxed our agreements and just trying to make sure that we were working to the numbers, working to the scope.

So what are they now? So they were at 19, and what are you getting now? So we average now
Always in August for us, things are a little more labor-intensive because, you know, it's hot.
So last year we averaged right at, I think, right at 38%, and we should be right at 40%, 41%.

What are the things that you attribute that to? margin increase specifically that you said, Melissa, you gave a lot of credit to her.
Specifically going through our contracts and meeting with clients and either cutting out contracts that
just some stuff that we had taken on early on just because we were trying to get our foothold in the maintenance business

One of the things that we had talked about, if you're comfortable sharing, was the margins for maintenance.
it's been about three years ago, but we were, you know, looking at a gross profit margin of around 19%.
We had contracts that weren't basically at the price point that they needed to be.
And through coaching and then also through the hard work of Melissa on our team, going through those contracts, making sure that You know, we were meeting with clients, explaining to them why the contracts now needed to change when we haven't changed some since, say, 2015.
But then also looking at the amount of man hours that we're putting into our maintenance, making sure that maxed our agreements and just trying to make sure that we were working to the numbers, working to the scope.

So what are they now? So they were at 19, and what are you getting now? So we average now
Always in August for us, things are a little more labor-intensive because, you know, it's hot.
So last year we averaged right at, I think, right at 38%, and we should be right at 40%, 41%.

What are the things that you attribute that to? margin increase specifically that you said, Melissa, you gave a lot of credit to her.
Specifically going through our contracts and meeting with clients and either cutting out contracts that
just some stuff that we had taken on early on just because we were trying to get our foothold in the maintenance business
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