By Cotney Consulting Group.  

Fix the process. Standardize the work. Define ownership. Then use AI. 

Artificial intelligence can help contractors work faster, organize information and reduce administrative effort. What it cannot do is repair a business process that was never clearly defined in the first place. 

A contractor with inconsistent estimating, weak project handoffs, poor field documentation or unclear accountability may be tempted to believe that new technology will solve those problems. In reality, AI often exposes the weakness of the process more quickly. 

If the information entering the system is incomplete, inconsistent or inaccurate, the output will reflect the same problems. If responsibilities are unclear, AI will not decide who owns the result. If a company does not know what a successful process should look like, the technology cannot create that discipline on its own. 

AI can accelerate a good operation. It can also accelerate confusion. 

Technology does not create discipline 

Contractors have faced this issue before. A company purchases new estimating software, project management software or a customer relationship management platform with the expectation that performance will improve immediately. The software may be capable, but the company has not agreed on how information should be entered, who is responsible for updating it or how the data will be used. 

When employees use different systems, enter information inconsistently or create workarounds, the technology becomes another layer of confusion rather than a source of control. Some people use the system, while others continue to rely on spreadsheets, text messages or memory. Reports become incomplete. Management loses confidence in the information, and the tool is blamed for problems that began with the process. 

AI will not change that pattern. If the company has not defined its workflow, adding AI may create another point where information is entered, summarized or misunderstood. Technology does not create discipline. It reveals whether discipline already exists. 

Start with the process, not the tool 

Before introducing AI into any area of the business, contractors should be able to explain the current process end-to-end. Who begins the task? What information is required? Where is that information stored? Who reviews it? What decision is made from it? What happens next? 

If the company cannot answer those questions clearly, the process is not ready for automation. A process should be clear enough that two qualified employees can follow it and produce substantially the same result. That does not mean the process has to be perfect. It does mean the contractor should understand how the work is supposed to flow before asking technology to make it faster. 

For example, AI may help summarize a project handoff meeting, but it cannot determine which information the meeting should include. The company must first define the required scope of review, production assumptions, material needs, scheduling concerns, customer expectations and known risks. 

Once that structure exists, AI can help organize the discussion and capture the follow-up. Without the structure, the summary may be polished but incomplete. 

Broken estimating processes produce faster mistakes 

Estimating is one of the areas where contractors are most interested in AI. That interest is understandable. Estimators manage large amounts of information, work under deadlines and make decisions that directly affect profitability. 

AI can assist with document review, scope comparison, clarifying questions and proposal preparation. But it cannot overcome an estimating system that does not use reliable labor data, accurate material pricing or consistent assumptions. 

If production rates are estimated, AI may help produce the estimate faster, but the number is still a guess. If exclusions are not reviewed, the final proposal may sound more professional while still leaving the contractor exposed. If the estimator does not account for access, mobilization, equipment, supervision, cleanup or project risk, technology will not automatically correct the omission. 

Speed has no value if the estimate is built on weak assumptions. The process must first define what information is required, how costs are calculated and who reviews the final number. AI can then support that structure. 

A weak handoff remains a weak handoff 

Many projects lose profitability between when they are sold and when they reach the field. The estimate may contain important assumptions, but those assumptions are never clearly communicated to the project manager or field supervisor. Known risks may remain in the estimator’s notes. Customer commitments may not be documented. Production is left to discover the scope one problem at a time. 

If critical information exists only in the estimator’s memory, it is not part of the company’s operating system. AI cannot repair a handoff that never happens. It may summarize the information provided, but it cannot identify every missing conversation or unwritten commitment. If the estimate, proposal, schedule and customer expectations are not brought together in a structured review, the project team will still begin with incomplete information. 

A strong handoff requires a defined agenda, the right participants and clear accountability for unresolved items. Once those pieces are in place, AI may help capture decisions, assign follow-up tasks and produce a useful project summary. The technology can improve the handoff. It cannot replace the meeting. 

Poor field documentation cannot be automated away. 

Field documentation is another area where AI can provide significant assistance. Voice notes can be organized into daily reports. Photos can be connected withdescriptions. Observations can be summarized for project managers and customers. But AI cannot report what the field never captured.  

If workers do not document delays, changed conditions, extra work, damaged materials or customer requests, the technology has nothing reliable to organize. The field should know exactly what must be documented, when it must be submitted and who reviews it. 

A company that wants better AI-supported documentation must first define what information the field is expected to provide. Crews need to know when photos are required, which delays must be recorded, how extra work is reported and when the information must be submitted. 

The reporting process also has to be realistic. If the company asks field employees to complete long, complicated reports after an exhausting day, compliance will remain inconsistent regardless of the technology. 

A better process captures the right information at the right time with the least unnecessary burden. Because AI can make that information more useful, but it cannot create the original observation. 

AI cannot assign accountability 

Contractors often focus on the task without defining ownership. A report may need to be completed, a change order prepared or a customer updated, but no single person is clearly responsible for ensuring it happens. 

AI can produce reminders and action lists. It can summarize who said what in a meeting. It cannot accept responsibility for the result. Every AI-supported process still needs a person who owns the outcome. 

If a project update is generated, someone must verify the information before it reaches the customer. If AI identifies a possible scope gap, someone must decide whether it affects pricing. If a meeting summary includes unresolved items, someone must follow through. 

Automation does not eliminate accountability. It makes accountability more important. 

Bad data creates confident answers 

AI works from the information it receives. If job-cost data is incomplete, the analysis will be incomplete. If labor hours are charged to the wrong project, the production conclusions will be unreliable. If customer records are outdated, the communication may contain incorrect information. 

If labor hours are not entered correctly, an AI-based productivity analysis may confidently point management in the wrong direction. The output may still look polished. That is what makes poor data especially dangerous in an AI-supported system. The presentation can appear more accurate than the information behind it. 

Contractors should not introduce advanced analysis into an area where basic data is not trusted. Before using AI to identify trends, compare performance or recommend action, the company should review how the underlying information is collected. Timekeeping, material tracking, project status, change orders and customer records must be reasonably accurate and consistently maintained. 

AI does not improve the truth of the data. It improves the speed at which the data can be processed. 

Standardization must come before automation 

Contractors often resist standardization because every project is different. Projects differ, but many of the processes used to manage them should remain consistent. 

Every estimate should address labor, materials, equipment, access, supervision and risk. Every handoff should review scope, schedule, customer commitments and known concerns. Every project should have a defined reporting process. Every closeout should confirm completion, documentation, billing and lessons learned. 

Standardization does not eliminate professional judgment. It ensures that judgment is applied to the same critical areas each time. AI performs best when it is working within a defined structure. A standard checklist, report format or workflow gives the technology a clear framework. 

Without that framework, the company may receive different results from similar situations simply because employees provided information in different ways. Consistency in the process creates consistency in the output. 

Do not automate waste 

One of the most important questions contractors should ask is whether the current task should exist in its present form. Companies sometimes automate reports that no one reads, approvals that add no value or duplicate data entry that developed over time. Making a wasteful task faster does not make it useful. 

Before introducing AI, management should review the process and remove unnecessary steps. Does the information need to be entered more than once? Does every approval serve a purpose? Is the report helping someone make a decision? Is the same update being created in several formats for different people? 

The first improvement may not be automation. It may be elimination. Eliminate what adds no value, simplify what remains and automate only after the process makes sense. A shorter, clearer workflow is easier to train, manage and automate responsibly. 

Management must define the expected result 

Employees cannot use AI consistently if management has not defined what constitutes good work. A project update may be considered complete by one manager and inadequate by another. One estimator may expect a detailed scope review while another relies on a summary. A supervisor may document delays differently from every other supervisor. 

AI cannot produce consistent work from inconsistent expectations. Management must establish the required content, level of detail, review standard and approval process. 

This is especially important when AI creates first drafts. Employees need to understand that a draft is not automatically a finished product. They must know what to verify and who approves the final version. The clearer the expected result, the more useful the technology becomes. 

Fix the process before expanding the technology 

Contractors do not need to delay every use of AI until the entire company is perfect. They should, however, avoid placing AI into a process they do not understand or trust. 

A practical approach is to choose one process, map how it currently works and identify where information is lost, duplicated or delayed. The company can then simplify the workflow, define responsibilities and establish the expected result. 

Only after that should management decide where AI can add value. It may help create a report, summarize a meeting, compare documents or prepare a communication. The use should be specific, controlled and reviewed. 

Once the process works consistently, the company can expand the technology into another area. That approach may feel slower than purchasing several tools at once, but it produces stronger results and less disruption. 

AI rewards operational maturity 

Artificial intelligence will become more common in contractor operations. It will appear inside estimating platforms, project management systems, customer communication tools and field applications. 

The contractors who gain the greatest value from AI will not be the ones who adopt the most tools. They will be the companies that understand how their work should flow, trust the information entering their systems and hold people accountable for the outcome. 

AI can reduce administrative effort, improve consistency and help management see patterns more quickly. But it cannot repair unclear expectations, missing information or weak accountability. 

Fix the process. Standardize the work. Define ownership. Then use AI to build a better system faster and more effectively. 

The 10P expands Pedoc's outdoor power pedestal lineup by bringing power distribution, circuit breaker mounting and multiple device configurations into a single adaptable enclosure

As outdoor infrastructure projects increasingly require higher-capacity and adaptable electrical service, the 10P provides a configurable platform that can evolve with changing site requirements. "Outdoor power requirements can change over the life of a project," said Mike Palmer of Pedoc Power Solutions. "The 10P was developed as a configurable electrical platform that allows engineers and facility owners to adapt power distribution as site needs evolve. Instead of replacing an entire pedestal, users can update the internal configuration and extend the value of the original installation."

Rated up to 125 amps, the 10P accommodates up to three 2-inch conduit entries to support incoming and outgoing feeders. A distribution block, neutral bar and ground bar are preinstalled, while an integrated 35mm DIN-rail bracket provides a dedicated location for field-installed circuit breakers.

A separate removable device mounting plate supports a range of receptacle configurations, including layouts with up to three devices. Receptacles and circuit breakers are selected and installed for the specific project rather than permanently defining the pedestal around one electrical configuration. If electrical needs change in the future, the configurable interior allows components and device configurations to be updated without necessarily replacing the complete pedestal enclosure.

Key 10P Power Pedestal features include:

• Up to 125A capacity for higher-demand outdoor electrical applications
• Configurable power distribution with an included distribution block and preinstalled neutral and ground bars
• 35mm DIN-rail bracket for on-site circuit breaker configuration
• Up to three 2-inch conduit entries
• Multiple removable device mounting plates supporting up to three receptacles or switches
• Removable front service panel secured with an included tamper-resistant security screw for convenient installation, maintenance and future reconfiguration
• Lockable, self-closing hinged cover to protect electrical components from weather exposure and unauthorized access
• Heavy-gauge welded stainless steel construction, with Type 304 stainless steel standard and Type 316 available
• Surface-mount or direct-bury installation using Pedoc's optional Direct Bury Adapter

The 10P is designed for outdoor environments where electrical access functions as part of the site's infrastructure. Applications include municipal and public works projects, streetscapes, vendor markets, food truck and mobile kitchen operations, RV parks and campgrounds, event and stage power, campuses, recreational facilities, marinas and other commercial outdoor installations requiring higher-capacity power.

The pedestal is available in 30-, 36-, 42- and 48-inch above-grade heights and a range of UV-rated powder coat finishes, brushed stainless steel and custom colors. Optional accessories expand installation and site-use flexibility, including a stainless-steel Cord Wrap Bracket for convenient cord storage and a Direct Bury Adapter that converts the surface-mount 10P for in-ground installation.

The 10P is cULus Listed to UL Standard 1773 and NEMA 3R rated for wet locations. Manufactured in Mt. Prospect, Illinois, the 10P complies with Build America, Buy America Act (BABAA) and Buy American Act (BAA) requirements, making it well-suited for federally funded and public infrastructure projects.

See the 10P Power Pedestal in action:

A 90-second product video demonstrates the pedestal's internal configuration, service access and installation features. Visit the 10P Power Pedestal product page to watch the video and access specifications, drawings and configuration information.

About Pedoc Power Solutions

Pedoc Power Solutions is a family-owned U.S. manufacturer of outdoor power pedestals for commercial, municipal and public infrastructure applications. The company has been manufacturing power pedestals since 2009, with products designed and manufactured in Mt. Prospect, Illinois. Pedoc offers stainless steel power pedestal solutions for new construction and retrofit applications, backed by U.S.-based sales and technical support.

By Jesse Sanchez. 

Choosing the right commercial-grade adhesive can help synthetic turf contractors improve installation efficiency, strengthen long-term performance and reduce the risk of costly callbacks. 

Synthetic turf contractors face growing pressure to complete installations efficiently while delivering systems that perform over the long term. Labor shortages, rising costs, changing jobsite conditions and higher customer expectations make every material choice important. While turf products, base preparation and installation techniques often receive the most attention, NORDOT Adhesives highlights the equally important role adhesive selection can play in project success. 

Adhesives help maintain the integrity of seams and joints, areas where failures can compromise an otherwise successful installation. Prioritizing price over performance may reduce upfront material costs, but it can also increase the risk of repairs, callbacks and additional labor. Contractors should instead consider factors such as long-term bond durability, weather and moisture resistance, ease of application and compatibility with the synthetic turf system being installed. 

Green strength or the adhesive’s initial grab before it fully cures, is another important consideration. Strong initial hold can reduce movement and alignment issues during installation while helping crews maintain an efficient workflow. It can also reduce the risk of seam separation during curing, particularly when contractors are working under tight project timelines. 

Jobsite conditions add another layer of complexity. Synthetic turf installations may be exposed to rain, heat, cold, humidity and temperature fluctuations, making weather resistance essential. Contractors should evaluate adhesive performance based not only on ideal conditions but also on the environmental challenges a project may encounter. 

Application methods can further influence productivity and project costs. Systems that simplify application, improve coverage and reduce waste can help crews work more consistently while limiting unnecessary material and labor expenses. 

Ultimately, adhesive selection should account for performance, installation efficiency and real-world jobsite demands. Contractor experience, manufacturer expertise and ongoing feedback can all contribute to better product decisions and stronger project outcomes. 

Learn more about commercial-grade adhesive solutions for successful synthetic turf installations!

Managing growth with a long-term mindset.

When contractors talk about growing an outdoor or pool business, the conversation usually starts with selling more projects: more pools, more outdoor kitchens, more hardscapes more backyard renovations.

That can certainly increase revenue, but after spending decades working with construction businesses, I’ve learned that real growth isn't simply about doing more work. It is building a company that can generate stronger, more predictable revenue without creating unnecessary strain on people, cash flow or operations.

One of the best ways to do that is to expand the value you provide to the customers you already serve. A company that builds a pool may also provide ongoing maintenance, equipment upgrades, lighting, automation, water features or other backyard improvements. A contractor completing a major outdoor project may be well positioned to help the customer with future enhancements.

That does not mean trying to sell everything to everyone. It means paying attention to what your customers already need and identifying services that fit naturally with the work you perform.

I’ve always believed the easiest customer to serve is often the one who already knows and trusts you. That is why maintenance programs can be such an important part of business growth. A construction project may generate significant revenue, but it eventually ends. A maintenance relationship can continue for years.

Recurring service also helps companies stay connected with customers after the original project is completed. That creates opportunities to identify equipment issues, recommend upgrades and stay involved as the customer’s outdoor space evolves.

The same applies to enhancements. Homeowners rarely finish an outdoor project and decide they will never change anything again. They add lighting. They upgrade controls. They replace equipment. They expand entertaining areas. They add shade, landscaping or other features. Contractors who maintain that relationship are often the first ones called when the next project begins.

Partnerships can also create growth without requiring a company to become an expert in every trade. A pool contractor may develop relationships with landscape, electrical, outdoor kitchen, irrigation, or specialty construction professionals. Those partnerships can enable contractors to deliver a more complete experience to customers while staying focused on what they do best. But partnerships need to be managed carefully.

Your reputation becomes connected to the people you recommend. That means evaluating partners the same way you would evaluate your own employees or subcontractors. Quality, communication, scheduling and professionalism all matter. Growth should never come at the expense of the customer experience.

There is another side of growth that contractors sometimes overlook: cash flow. Outdoor construction is highly seasonal in many markets. Revenue can be strong during peak months and slow considerably during other periods. That creates a financial challenge because many expenses continue regardless of how much work is being installed. Payroll, insurance, vehicle and equipment payments, rent and administrative costs do not disappear just because the season slows down.

One lesson I’ve learned is that seasonality should be planned for, not reacted to. Contractors should understand their monthly overhead, monitor cash reserves and forecast when collections are likely to rise or fall. Strong summer revenue can create a false sense of security if the company spends as though that pace will continue all year.

This is another reason recurring service revenue can be so valuable. Maintenance programs, service agreements and smaller enhancement projects can help create a more balanced revenue stream between major construction projects.

The goal is not to eliminate seasonality. In many outdoor businesses, that is not realistic. The goal is to reduce the extent to which seasonality affects the company. The strongest growth strategies usually combine several things: larger project opportunities, recurring service revenue, additional customer solutions, strategic partnerships and disciplined financial planning.

None of those should be pursued simply because competitors are doing them. Every new service should answer a basic question: Does this make our company stronger and provide more value to the customer? If the answer is yes, it may be worth pursuing. Growth should create opportunity, not chaos.

The outdoor and pool companies that build lasting businesses will not necessarily be the ones that sell the most projects in a single season. They will be the ones who learn to turn individual projects into long-term relationships, build complementary revenue streams and manage the business well during both busy and slow periods. Because the best measure of growth is not how busy you become. It is how much stronger the business becomes as you grow.

By Cotney Consulting Group.

By working together, employers and employees can create a culture of safety that ensures everyone returns home safely at the end of the day.

Workplace safety rules are put in place to protect employees from potential hazards and risks. However, despite these rules being implemented, employees may not always follow them. This can result in serious consequences, including accidents, injuries and even death. In this article, we will explore the topic of employees not following workplace safety rules. We will discuss the reasons why employees may not follow these rules, the potential consequences of non-compliance, strategies for encouraging compliance and how to address non-compliance. By understanding these issues and taking proactive steps to address non-compliance, employers can create a safer work environment for everyone involved. 

There are several reasons why employees may not follow workplace safety rules, and understanding these reasons is important for developing effective strategies for promoting compliance. Some common reasons why employees may not follow safety rules include: 

1. Lack of training: Employees may not follow safety rules if they are not properly trained on how to do so. Without sufficient training, employees may not understand the importance of safety rules or how to follow them correctly. 
2. Complacency: Over time, employees may become complacent and start to take safety rules for granted. This can result in employees taking shortcuts or ignoring safety rules altogether. 
3. Pressure to meet deadlines: Employees may feel pressure to complete tasks quickly and may prioritize speed over safety. This can lead to employees taking risks or cutting corners to get the job done faster. 
4. Lack of consequences: If there are no consequences for not following safety rules, employees may be more likely to take risks or ignore safety rules altogether. 

Each of these reasons can contribute to non-compliance with safety rules in different ways. For example: 

1. Lack of training: Without proper training, employees may not understand the importance of safety rules or how to follow them correctly. This can lead to employees taking risks or not following safety rules altogether. 
2. Complacency: Over time, employees may become complacent and start to take safety rules for granted. This can result in employees taking shortcuts or ignoring safety rules altogether, as they may not see the importance of following them. 
3. Pressure to meet deadlines: When employees feel pressure to meet deadlines, they may prioritize speed over safety. This can lead to employees taking risks or cutting corners to get the job done faster, which can result in accidents or injuries. 
4. Lack of consequences: If there are no consequences for not following safety rules, employees may be more likely to take risks or ignore safety rules altogether. This can lead to a culture of non-compliance, where employees do not see the importance of following safety rules. 

Non-compliance with workplace safety rules can have serious consequences for both employees and the organization as a whole. The potential consequences of not following workplace safety rules include: 

1. Accidents and injuries: Non-compliance with safety rules can increase the risk of accidents and injuries in the workplace. This can lead to employees being injured, requiring medical attentionand even facing long-term disabilities. 
2. Death: In extreme cases, non-compliance with safety rules can result in the death of an employee. This can have a devastating impact on the employee's family and coworkers. 
3. Increased costs: Accidents and injuries can result in increased costs for the organization, including medical expenses, workers' compensation claims and increased insurance premiums. 
4. Legal liabilities: Non-compliance with safety rules can also result in legal liabilities for the organization. This can include fines and penalties for violating safety regulations, as well as lawsuits filed by injured employees. 

The impact of non-compliance on the organization can be significant. Accidents and injuries can result in increased absenteeism, decreased productivity and increased turnover rates. This can have a negative impact on the organization's bottom line, as well as its reputation.

In addition, non-compliance with safety rules can result in increased costs for the organization. Medical expenses, workers' compensation claims and insurance premiums can all add up quickly, placing a strain on the organization's finances. 

Non-compliance with safety rules can also result in legal liabilities for the organization. Fines and penalties for violating safety regulations can be significant, and lawsuits filed by injured employees can result in large settlements or judgments. 

Encouraging compliance with workplace safety rules is essential for creating a safe work environment. There are several strategies that employers can use to promote compliance with safety rules, including: 

1. Effective training programs: Providing employees with effective training on workplace safety rules is essential for ensuring that they understand the importance of following these rules. Training should be provided on a regular basis, and should be customized to address the specific needs of the workplace. 
2. Positive reinforcement: Providing positive reinforcement for compliant behavior can be an effective way to encourage employees to follow safety rules. This can include recognizing employees for following safety rules, and providing incentives for good safety performance. 
3. Consequences for non-compliance: While positive reinforcement is important, it is also essential to have consequences for non-compliance with safety rules. This can include disciplinary action, such as verbal or written warnings or even termination in extreme cases. 
4. Creating a culture of safety: Creating a culture of safety in the workplace is essential for promoting compliance with safety rules. This involves promoting safety as a top priority, providing employees with the necessary resources and training to follow safety rules, and encouraging employees to speak up about safety concerns. 

It is important to note that creating a culture of safety requires commitment from both employers and employees. Employers must lead by example and demonstrate a commitment to workplace safety, while employees must be willing to follow safety rules and report any safety concerns. 

Effective training programs are an important part of promoting compliance with safety rules. These programs should be customized to address the specific needs of the workplace, and should be provided on a regular basis to ensure that employees have a clear understanding of safety rules and best practices. 

Positive reinforcement can also be an effective way to encourage compliance with safety rules. Recognizing employees for following safety rules, and providing incentives for good safety performance, can help to reinforce positive behavior and encourage employees to continue following safety rules. 

Consequences for non-compliance are also important. While positive reinforcement is essential, consequences for non-compliance can help to ensure that employees take safety rules seriously and understand the importance of following them. 

Creating a culture of safety is essential for promoting compliance with safety rules. This involves promoting safety as a top priority, providing employees with the necessary resources and training to follow safety rules and encouraging employees to speak up about safety concerns. By creating a culture of safety, employers can encourage compliance with safety rules, promote a safer work environment and safeguard the well-being of employees. 

Effective training programs are an important part of promoting compliance with safety rules. These programs should be customized to address the specific needs of the workplace, and should be provided on a regular basis to ensure that employees have a clear understanding of safety rules and best practices. 

Positive reinforcement can also be an effective way to encourage compliance with safety rules. Recognizing employees for following safety rules, and providing incentives for good safety performance, can help to reinforce positive behavior and encourage employees to continue following safety rules. 

In conclusion, employees not following workplace safety rules can have serious consequences for both the individual and the organization as a whole. However, by understanding the reasons why employees may not comply with safety rules, implementing effective strategies for encouraging compliance and addressing non-compliance when it occurs, employers can create a safer work environment for everyone involved. It is essential for employers to prioritize workplace safety and provide employees with the necessary training and resources to follow safety rules. By working together, employers and employees can create a culture of safety in the workplace and ensure that everyone returns home safely at the end of the day. The tips and resources provided in this article can serve as a starting point for employers looking to encourage compliance with workplace safety rules and create a safer work environment for all. 

By Jesse Sanchez. 

Fox & Partners helped modernize financial systems, strengthen fundraising and establish a clearer long-term vision. 

"Hurley has been a huge help to me! He helped me with planning personal finances to business planning and finances. He thinks outside the box to solve problem pertaining to business growth which is very crucial for any size business. He also holds you accountable to put plans in motion and not procrastinate which can be a huge set back for business owners. I highly recommend working with Hurley on your journey as a entrepreneur." 

-Kelvin Hamlett 

A nonprofit organization doubled its cash reserves in two years after working with Fox & Partners to improve its financial reporting, banking systems and fundraising strategy. Fox and Partners provided the financial presence the organization needed at monthly board meetings, helping clearly communicate its financial position. At the time, the nonprofit was using outdated bookkeeping software, had scattered bank accounts and maintained limited investments. The organization also lacked a defined goal structure and needed support with fundraising, financial education and long-term planning. 

Fox & Partners began by consolidating the organization’s funds at one bank that offered modern banking capabilities. The firm then updated the nonprofit’s bookkeeping software, reconciled its accounts and developed monthly and annual reports designed to give board members a clearer understanding of both detailed and broader financial conditions. 

With improved reporting in place, the organization established a structured set of goals. Fox & Partners also enabled online donations and created resources to help donors better understand the nonprofit’s financial position. The engagement expanded to include work with donors and board members to establish an investment fund. Fox & Partners also supported the organization’s largest fundraiser to date and began preparing for future capital campaigns. 

In addition to bookkeeping, financial reporting and participation in board meetings, the firm provided support for updated financial and operational systems, fundraising, a new website and long-term vision building. 

According to the case study, the nonprofit increased its fundraising efforts, strengthened its online presence, educated donors, established an investment portfolio and created a clearer framework for future growth. 

Learn more about Fox & Partners’ outsourced chief financial officer services and approach to financial, operational and strategic support!

By Emma Peterson. 

How climate, competition, lot size and local market conditions influence pricing from coast to coast. 

Between 2024 and 2025, there was an increase in both annual lawn care spending and lawn care prices. But this increase, +$407/year and +6.6% respectively, weren’t necessarily felt the same across the country. In this article, we wanted to take a deep dive into LawnStarter’s 2025 data. To compile this data, the LawnStarter team looked at more than two million mowing jobs across over two thousand U.S. cities. The results were interesting.  

Overall, geography was the biggest factor in determining the cost of work. The highest cost came from the Northeast region, where Connecticut residents paid $63.74 per mow, New Hampshire residents paid $63.22, Massachusetts residents paid $61.91 and New Jersey residents paid $60.04. Overall, the Northeast numbers came together for an average cost of $58.17 per mow. This was a stark 14% higher than the Western region’s average of $50.90. 

Why is it so much more expensive to get a lawn mowed in the Northeast? LawnStarter dove into the data from the two most opposite states – Vermont and Arizona – to find the answer to this question.  

On average, Vermont residents paid $78.15 per mow in 2025. This is a whopping 75% more than those living in Arizona, who paid $45.08. The high prices in Vermont reflect “large rural properties with expansive yards, limited contractor competition in a sparse market and a compressed 6-month season that pushes pros to charge premium rates to cover annual overhead” while the low costs of Arizona are tied to “a major shift away from traditional grass lawns [due to] water restrictions and xeriscaping trends.” 

Using this as an example, we can extrapolate that the different costs between the Western states and those in the Northeast are likely also tied to climate/growing season, community wealth and labor costs. But this general cost difference is not the whole story. The LawnStarter team explained:  

Per-square foot pricing reveals true market cost differences that the headline mow price obscures...A $55 mow in Chicago covers a tiny 3,400 sq ft lot — that’s $15.70/1,000 sq ft. The same $55 in Nashville covers a 9,500 sq ft yard — just $5.80/1,000 sq ft.  

So, the per-square-foot pricing showcase in 2025 Atlanta, Nashville, Charlotte, Dallas and Houston — all major metro areas in the South — showed that they are the most affordable with prices that consistently come in below the national average of $6.30 per 1,000 square feet. Alternatively, the Philadelphia, Chicago and Washington D.C. markets in the Northeast remain at the top of expenses with costs per square feet that are upwards of 3x the national average. 

What does all this data reveal for outdoor lawn care professionals? Not only does it give pros a window into whether they are priced competitively for their market, but it also showcases where the best markets are.  

Want to learn more about your market? Visit www.lawnstarter.com/blog/statistics/lawnstarter-industry-report.  

By Jesse Sanchez. 

AvidWater’s Saul Medrano explains how data, automation and system understanding can help growers use water more efficiently. 

Smart irrigation technology can provide growers with greater insight into field conditions, but its effectiveness depends on the professionals who design, install and support those systems. As the Irrigation Association highlights the people advancing water efficiency, Saul Medrano, regional sales manager at AvidWater LLC, demonstrates how successful precision irrigation begins with giving growers practical tools they understand and trust. 

Saul has worked in the irrigation industry for seven years. He oversees sales along California’s Central Coast, from Santa Cruz County to Ventura County, as well as the Baja region in Mexico. His introduction to the field began through irrigation courses in the BioResource and Agricultural Engineering (BRAE) program at California Polytechnic State University, San Luis Obispo. 

After graduating, he joined AvidWater, then known as Irrigation Design and Construction, as an automation technician. That hands-on experience helped establish the focus that continues to shape his career. 

“My career in irrigation has primarily consisted of precision irrigation projects and automation systems. My goal for each of these projects is to provide the grower with a system that they understand and can use as a tool for maximizing their efficiency in beneficial water usage.” 

As drought affects communities and agricultural regions, Saul sees smart irrigation as a way to support both water and energy conservation. Data-driven systems can help growers better understand what is happening in their fields while providing greater control over irrigation decisions. 

However, technology alone does not eliminate every barrier to adoption. When asked what he would change to accelerate the use of smarter irrigation systems, Saul identified one central concern: “Grower confidence in ROI.” 

Building that confidence requires systems that deliver useful information, support efficient operation and remain accessible to the people using them. Through precision irrigation and automation projects, Saul continues working to connect technology with practical water-management goals. 

Learn more about how smart irrigation professionals are advancing water efficiency through precision, automation and grower education!

By The Coffee Shops™. 

Stop relying on old wives’ tales and guess work when it comes to dangerous weather; proprietary AI forecast tools are here to give the time you’ve always needed to make the right weather decisions.

In an episode of From the Ground Up™, host Karol Weyman sat down with Jameson Allen of Flash Weather AI to discuss the various weather risks labor crews might face on the jobsite and how to prepare with real-world safety protocols.  

When it comes to the safety and security of your employees, it’s always a good idea to prepare for the worst with solid safety procedures and protocols. When working outdoors, laborers often come face-to-face with the worst of what Mother Nature has to offer. Hail, thunderstorms, high winds, snow and more; they’ve likely seen it all, yet it’s vital to business operations that you’re prepared in the face of each of these conditions while on a job. 

“One of the biggest weather risks outdoor laborers need to prepare for is lightning strikes. Not because it happens the most often, but because it is the most devastating when it does occur. Close behind that is heat risk, heat illness,” Jameson noted. While these conditions can be daunting and should be taken seriously, advancements in new technology have allowed for contractors and business owners to prepare in advance with thoughtful precision, predicting what might happen next with the help of artificial intelligence (AI) models.  

With lightning, for example, being so unpredictable at times, it’s an incredible asset to have a predictive platform such as Flash Weather AI to help aid in preparing a labor team for what might lie ahead for a day where lighting strikes, but things still need to keep rolling. Jameson explained how Flash Weather AI does it, and noted, “The 30-minute rule for lightning doesn’t always work or give you the adequate time to evacuate indoors. But in the case of using our exclusive technology, the predictive model would have, well in advance, given users a more detailed look at lightning risk and timelines for when everyone should be indoors by.”  

On the job, that kind of prediction can save not only lives, but time and labor costs. If users implement the software and predict accurate conditions, they can properly schedule parameters for when to go on the jobsite and when to avoid it, taking out the guess work.  

Listen to the conversation to learn more about the power of predictive tools like Flash Weather AI.

By Emma Peterson. 

Through humor, business insights and real-world experience, Garrison Wynn showed Cultivate attendees how stronger communication can improve retention, performance and team alignment. 

Back in the second week of July (Saturday, July 11 – Tuesday, July 14, 2026 to be specific), AmericanHort brought thousands of horticulture, outdoor living and landscaping professionals together in Columbus, Ohio for their annual trade show – Cultivate! This show is the premier event for these markets, boasting more than 160+ educational sessions, a variety of hands-on workshops, production tours and events that are perfect for networking with peers.   

One standout session at the 2026 show was Garrison Wynn’s Jolt! Morning Keynote! Garrison is a well-known speaker, professional stand-up comedian and process designer. He got his start as a teen working on the world’s first video console gaming system, the Odyssey. From there, his career has taken him from stand-up tours to a role as the youngest department head in the history of a Fortune 500 company. Most recently, Garrison has been touring, presenting motivational business expertise to leading companies and organizations around the country. 

His Cultivate presentation, “Influence in Action,” centered on the importance of creating a culture of engagement within companies. In this presentation, Garrison highlights the following data, sharing, “engaged employees are 40x more likely to recommend & support your ideas & decisions, 43% more aware on the job (better safer record, less complacency and improved focus) and 86% more likely to be loyal to you, the customer each other, the vision and the culture.” In other words, people perform their best when they feel genuinely valued and appreciated.  

How do you help your employees feel important? Engage them! Garrison explained that building a culture of engagement is all about clarity. He recommends one specific question for owners and managers to keep asking, "Is there a question I didn’t ask you that you believe I should have?" 

By asking this, you not only find out if there is a lack of clarity in your expectations of employees, but it also shows that you want to listen and care about them. Overall, this is just one example of the points Garrison made about engagement during the keynote and attendees walked away “with simple yet powerful communication tools they can use to reduce resistance to change, improve behavior and strengthen retention [at their company].”