November 17, 2026 @ 9:00 am - November 19, 2026 @ 5:00 pm CST

Deck Expo is the premier gathering for decking and outdoor living professionals across North America. This dedicated event, proudly sponsored by NADRA (North American Deck and Railing Association), brings together industry leaders, innovators and experts to showcase the latest in outdoor living solutions.

• Make Connections: Meet the people behind the products, and make connections that could turn into your next big opportunity.
• Source Tough Products: Touch and compare products side-by-side, and get straight answers about installation, warranties, and what works in tough conditions.
• Learn from the Experts: Hear directly from successful deck builders who know what actually works in the field and how to build a business that lasts.

Learn more and don't miss this years Expo!

By Emma Peterson. 

Take professional development, education and networking further at this leading outdoor professional event. 

In 2018, backyards and outdoor spaces began to rise as a selling point for homeowners across the country. In response, Informa and North American Deck and Railing Association (NADRA) created the Deck Expo! This show creates a space for decking and other professionals to come together and learn about the latest products, trends and strategies in the outdoor living industry.  

This year’s show will be held from Tuesday, November 17, 2026, to Thursday, November 19, 2026, at the Ernest N. Morial Convention Center in New Orleans, Louisiana. It is co-located with the Pool Spa Patio Expo (PSP) and boasts a variety of events and opportunities for professionals, such as: 

• An exhibit hall full of innovations: The Deck Expo exhibit hall is where attendees can meet vendors from across the industry as they showcase their different products, programs and tools! The OutdoorCoffeeShop™ crew will be in the hall, specifically at booth #2440, so make sure to say hi!  
• A variety of education sessions: This year’s show has everything from hands-on demos and certification opportunities to classroom learning and seminars. In fact, the show is so packed full of learning opportunities; they have divided some of the sessions into two tracks. Track one focuses on business management, marketing and leadership while the other track focuses on landscaping tools and products that help you make client’s structural dreams come true.  
• Spaces to make connections: And you can’t forget about the benefits of simply being in the same place as a wide variety of industry experts and leaders. The Deck Expo is a great way for you to make connections with peers and mentors that can help you take your business to the next level.  

Overall, this show is the perfect way to set yourself up for success in the new year’s buying cycle and operation season. And if you use the code INVITES2392 at checkout, you can get a FREE expo pass or a 20% discount on conference passes.  

Learn more and register!

New 44-inch model brings dual-interface versatility and dependable clearing performance to compact equipment.

Clearing overgrown vegetation in confined spaces creates unique challenges for landscape professionals. Tight access can put traditional clearing equipment out of reach, even when the job calls for tackling tall grass, dense brush and small trees. Mini skid steer loaders offer a valuable alternative, combining a compact footprint and maneuverability with the capabilities landscape professionals need to take on demanding clearing and property maintenance work.

Ignite Attachments is expanding what landscape professionals can accomplish in tight spaces with the launch of its 44-inch mini brush cutter. Built for demanding vegetation management and clearing applications, the attachment gives operators a dependable solution for cutting grass, brush and small trees in areas where compact equipment excels.

“We’re not interested in adding attachments just to fill out a catalog,” said Darin Gronwold, product manager for Ignite Attachments. “We’re building a landscape lineup around how our customers work. Compact equipment is opening more opportunities for landscape professionals, and the mini brush cutter gives them another way to turn that versatility into productivity.”

Built to take on tough vegetation

Tight access doesn’t always mean light-duty work. Landscape professionals still encounter dense brush, overgrown grass and small trees, even when the job calls for a smaller machine. With a 43.9-inch cutting width and the ability to tackle tough vegetation up to 3 inches in diameter, the mini brush cutter gives operators the capability to take on demanding clearing work without giving up the maneuverability they need to reach it.

Clearing unpredictable terrain also means encountering what operators can’t always see. Two swing-away blades and an integrated stump jumper add protection when the cutter strikes stumps, rocks and other obstacles, helping crews keep working through challenging conditions. A lift restriction chain limits how high operators can raise the attachment, helping control debris discharge. An optional push bar provides added control when taking on taller brush and small trees.

Effective clearing is about more than knocking down tough vegetation. It’s about leaving a quality finish in as few passes as possible. A cutting height of less than 2 inches helps leave a clean, manageable surface behind, reducing the need for additional passes or follow-up work. At 451 pounds and 47.29 inches wide, the attachment maintains the compact footprint that makes smaller equipment valuable for tight-access landscape work.

A dual-interface mounting system adds another layer of versatility, allowing the mini brush cutter to connect with both mini bob-tach and CII carriers. For landscape professionals managing mixed fleets, that means one attachment can work across more machines, helping crews make better use of the equipment they already own.

Expanding landscape capabilities

That versatility extends beyond a single attachment. The mini brush cutter adds vegetation clearing to Ignite’s growing portfolio of landscape management attachments. From site preparation and grading to material handling and land management, the company continues to expand its offerings around the work landscape professionals tackle every day.

“Our customers are the ones out there doing this work every day, so we listen when they tell us what they need,” Gronwold said. “Those conversations help us see where there are gaps in our lineup and where we can make a real difference. We want to give landscape professionals more ways to tackle the job with the equipment they already own.”

The result is a broader lineup that helps landscape professionals take on more stages of a project with the equipment already in their fleets.

The Ignite edge

Ignite pairs dependable attachments with a hassle-free buying experience designed to keep projects moving. Customers can access product specifications, transparent pricing and inventory availability online, while Fit Finder® helps take the guesswork out of attachment compatibility. Fast, free shipping gets the right attachment where it needs to go without adding unexpected freight costs.

It’s an approach built around making attachment ownership easier, from finding the right fit to putting it to work.

Learn more about the mini brush cutter and Ignite’s full line of landscape management attachments at igniteattachments.com. Equip Exposition attendees can also see the mini brush cutter in person at Ignite Attachments Booth 4041.

About Ignite Attachments

Ignite Attachments, headquartered in Moorhead, Minnesota, offers accessibly priced attachments and 3PT implements for compact equipment for agriculture, landscape, rental and construction in a digital, direct-to-consumer storefront and brick-and-mortar resellers. With the promise to deliver attachments and implements compatible with most compact equipment makes and models at the right price, at blazing-fast delivery speeds, Ignite is committed to helping its customers get more done for less. Since its launch in November 2022, Ignite products for compact tractors, loaders, excavators and more have met the demands of business owners and homeowners with acreage across the United States. For more information, visit igniteattachments.com.

By Daich Coatings.

Daich’s RollerRock® OPTIMA transforms boring surfaces into stunning, durable home features.

Ready to amaze your clients with a transformation of speckled granite for their concrete that’s also slip-resistant? Build up your business with RollerRock® OPTIMA, an ultra-duty self-priming stone coating with optimized performance and style.

This tough stone matrix covers flaws in existing surfaces with a multi-surface stone skin. It rolls on fast, dries super-tough — and will help protect concrete surfaces from wear and damage. The urethane-enhanced hardener provides the ultimate in durability for covering exterior concrete surfaces such as porches, steps, patios, walkways, pool decks, and even garage floors. The pre-mixed, self-priming formula shines beautifully with decorative real stone speckles.

Designed to resist chemicals and water, RollerRock OPTIMA performs exceptionally well in all climates, from freezing winters with salting and snow shoveling to scorching summers under harsh UV rays. The durable product also resists mold, mildew, stains, impacts and abrasions.

RollerRock OPTIMA is fast and easy to use. Preparation includes pressure washing the intended surface and letting the area dry. Then apply two coats of RollerRock OPTIMA – rolling on horizontally or using a trowel for a vertical application. Once dry, top off with a sealer. Hi-Build Ultra™ Clear Coat with Urethane is recommended for wall applications, while Garage & Driveway Concrete Sealer is suggested for horizontal surfaces.

The product comes in both one- and three-gallon containers with color options that include: Cinder, Cool Slate, Grande Gold, Hearth Tan, Magma Stone and Shale Gray. Learn more and get free shipping.

By John Kenney, Cotney Consulting Group.  

Exceptional project management isn't about staying busy. It's about staying ahead. 

One of the biggest differences I've noticed between average project managers and exceptional ones has very little to do with experience, personality or technical knowledge. It has everything to do with where they'relooking. 

Average project managers spend most of their day dealing with today's problems. Exceptional project managers spend their day preventing next month's. That may sound like a small distinction, but after more than four decades in the roofing industry, I've come to believe it's one of the defining characteristics of successful operations. 

Roofing has always been a business of moving parts. Materials, labor, equipment, weather, subcontractors, inspections, customers and schedules are all moving simultaneously. No project manager controls every variable. That's simply the reality of construction. What separates the best from everyone else is their ability to see problems developing before they begin affecting production. 

I've rarely walked onto a roofing project and found a serious issue that appeared overnight. Most of the time, the warning signs were already there. Materials were arriving later than planned. Coordination with another trade had started slipping. Weather forecasts were changing. Decisions were being postponed because everyone was busy dealing with today's work. None of those situations looked urgent on their own. Together, they quietly changed the direction of the project. 

One lesson this industry has taught me is that roofing projects rarely become reactive all at once. They drift into it. One delayed decision leads to another. One unanswered question becomes tomorrow's field problem. One missed follow-up creates three additional conversations that never should have been necessary. Eventually, the project manager feels like they're putting out fires from sunrise until the end of the day. The interesting part is that most of those fires could have been prevented weeks earlier. 

That's why I've always believed the best project managers are planners before they're problem solvers. Planning isn't glamorous. It doesn't usually receive recognition. Nobody congratulates a project manager for materials arriving exactly when they were supposed to or for permits being secured ahead of schedule. Those things are expected. But when they don't happen, everyone notices. 

Strong project managers understand that their job isn't just managing construction. Their job is protecting production. That means constantly asking questions that extend beyond today's schedule. 

• What decisions need to be made next week? 
• What information will the foreman need before asking for it? 
• What materials should already be ordered? 
• Which customer conversations should happen now instead of after concerns develop? 
• Where could this project become difficult if nothing changes? 

Those questions create visibility. Visibility creates control. Control protects profitability. 

I've often said that project management is really the art of reducing uncertainty. Every decision should make tomorrow a little more predictable than it was yesterday. Every conversation should remove confusion rather than create it. Every meeting should provide clarity about what comes next. 

When that happens consistently, projects develop a rhythm. Crews arrive knowing what they're expected to accomplish. Suppliers understand delivery schedules. Customers receive updates before they begin asking questions. The office and the field stay aligned because communication happens before misunderstandings have a chance to grow. 

That's not luck. That's preparation. 

One thing I've noticed over the years is that experienced project managers become remarkably calm. That calmness isn't because they have fewer problems. It's because they've already considered many of them before they happen. They've reviewed weather forecasts several times instead of once. They've spoken with suppliers earlier in the week. They've confirmed equipment availability. They've walked through the next phase of construction mentally before the crew ever reaches it. When something unexpected happens—and it always does—they're adjusting a plan instead of creating one. There's a tremendous difference between those two approaches. 

I've also found that good project managers don't spend their days asking, "What happened?" They're asking, "What's coming?" 

That simple change in perspective alters nearly every decision they make. Instead of reacting to delayed materials, they're confirming deliveries before delays occur. Instead of explaining schedule changes to customers, they're communicating potential adjustments while options still exist. Instead of discovering labor shortages Monday morning, they're evaluating manpower needs while the current phase of work is still underway. 

That isn't pessimism. It's leadership. 

Another observation that's stayed with me is that project managers don't actually manage roofing projects. They manage commitments. Commitments made to customers. Commitments made to crews. Commitments made to suppliers. Commitments made during estimating. Every commitment carries expectations, and every expectation requires communication. When communication slows down, projects become harder to control. When communication stays ahead of the work, projects become far more predictable. 

I've seen companies invest heavily in project management software hoping technology would solve operational challenges. Technology absolutely has its place, and today's tools are more capable than ever. Butsoftware cannot think ahead. It cannot recognize a conversation that should happen before someone realizes it needs to happen. It cannot replace the judgment that comes from years of watching projects succeed — and watching others struggle. That's still the responsibility of leadership. 

One lesson I've carried with me throughout my career is that the best project managers don't measure success by how many problems they solved today. They measure success by how many problems never reached the jobsite in the first place. Those victories rarely appear on reports. 

Nobody notices the delivery that arrived exactly on time because someone made one extra phone call two weeks earlier. Nobody celebrates the change order that was approved before production was affected because the project manager recognized the issue before it became urgent. Those quiet decisions don't attract attention. But they protect schedules. They protect crews. And they protect margins. 

The longer I've been in this industry, the more convinced I've become that exceptional project management isn't about staying busy. It's about staying ahead. Because the strongest project managers don't spend their careers chasing today's problems. They're already thinking three weeks ahead.

Gain access to 16 education sessions, six Hardscape Demos, two Hardscape Workshops and one complimentary industry session featuring Caleb and Brittany Auman – all while saving more than 50% compared to purchasing sessions individually.

Hardscape North America (HNA) is piloting a new live translation service this year, giving attendees the opportunity to experience select education sessions and hardscape demonstrations in their preferred language.

The service will provide live, translated audio and on-screen translation through attendees’ mobile devices for four education sessions and all six Hardscape Demos during the 2026 show, October 21-23 at the Kentucky Exposition Center in Louisville.

Using the service is simple. At the beginning of a participating session, attendees will scan a QR code with their mobile device, select their preferred language and then follow the translated content on their screen or listen to the translated audio using headphones or earbuds.

Attendees who plan to use the audio translation should bring their own headphones or earbuds to connect to their mobile device.

“We’re always looking for ways to make HNA’s education more accessible and useful to more members of the hardscape and landscape community,” said Bob Thomas, president & CEO of the Concrete Masonry & Hardscapes Association (CMHA), which produces HNA. “This pilot gives attendees another way to engage with the education and demonstrations happening at the show, regardless of their preferred language.”

Education sessions offering live translation

The four participating education sessions cover business leadership, installation practices, industry standards and natural stone applications:

• Working IN or Working ON My Business, Wednesday, October 21, 12-1 p.m.

Hardscape business owners often find themselves caught up in the day-to-day work of running their companies. In this session, Sam Gembel will share practical strategies for stepping out of the daily grind, developing leadership layers, creating accountability and building systems that allow a company to grow without relying on the owner for every decision.

• Understanding Mortar Technology for Compliant Installations of Adhered Manufactured Stone Veneer (MSV), Thursday, October 22, 8-9 a.m.

Attendees will learn how to select the proper mortar for adhered manufactured stone veneer and thin-brick veneer installations, with a focus on performance requirements, code compliance and best practices. In this session, Lee Tindall will cover relevant industry standards, ANSI-rated polymer-modified mortars and proper mixing and application techniques.

• Best Practices for Segmental Retaining Wall (SRW) Design and Construction, Thursday, October 22, 11:30 a.m.-12:30 p.m.

Drawing on more than 30 years of research, design knowledge and field experience, Ryan Miller will share practical guidance for designing and installing Segmental Retaining Walls. The session covers the full lifecycle of a wall, from planning and design through installation and top-of-wall finishing, with actionable examples and construction details.

• Innovations in Installation of Natural Stone Paving: Successful Projects, Thursday, October 22, 3-4 p.m.

This session led by Daniel Pfannenstein and Tom Kirk explores the factors, best practices and innovative methods that contribute to successful natural stone installations. Attendees will learn how stone characteristics, climate, project conditions, fabrication and setting materials can affect the durability and performance of natural stone paving.

Live translation for all six hardscape demos

Live translation will also be available for all six Hardscape Demos, giving attendees another way to follow these high-impact, hands-on demonstrations led by industry professionals from Local Roots Landscaping.

The demos focus on practical skills and strategies attendees can put to work in their businesses, from building high-performing teams and improving efficiency and profitability to creating outdoor spaces using real-world installation techniques.

Already eegistered? Education can still be added

Attendees who have already registered for HNA can still add education to their registration. Simply return to the registration dashboard to view available education sessions and add them to the registration.

For those looking to maximize their educational experience, the HNA VIP Pass offers exceptional value. Gain access to 16 education sessions, six Hardscape Demos, two Hardscape Workshops and one complimentary industry session featuring Caleb and Brittany Auman – all while saving more than 50% compared to purchasing sessions individually. New this year, VIP Pass holders also get added flexibility to continue their education beyond the show.

Register to attend HNA

For registration and the full education schedule, visit HardscapeNA.com. HNA takes place October 21–23, 2026, at the Kentucky Exposition Center in Louisville, Kentucky, alongside Equip Exposition. Attendees can experience two shows for one price, with access to industry education, Hardscape Demos, exhibits, networking and more.

HNA is produced by the Concrete Masonry & Hardscapes Association (CMHA) and is endorsed by the Brick Industry Association (BIA) and Natural Stone Institute (NSI). Platinum sponsor: Belgard. Gold sponsors: iQ Power Tools, Landmark Ceramics and Nicolock. Silver sponsor: Keystone Hardscapes and My Salesman. Bronze sponsor: Range Outdoor Living.

About Hardscape North America

Hardscape North America (HNA) is THE hardscape show for contractors and dealers/distributors. Its focus is to bring top-notch education including certification courses, products and technology to contractors and installers who build segmental pavements and retaining walls and to provide networking opportunities. HNA features indoor and outdoor exhibits displaying state-of-the-art tools and products and trade show floor demonstrations and offers the latest technology for contractors and dealers. To learn more about HNA, visit HardscapeNA.com or call (888) 580-9960. The show is produced by the Concrete Masonry & Hardscapes Association and co-located with Equip Exposition.

About CMHA

The Concrete Masonry & Hardscapes Association (CMHA) represents the manufacturers, suppliers and professionals behind concrete masonry, segmental concrete pavements, manufactured stone veneer, segmental retaining walls and other hardscape systems across the US and Canada. CMHA serves as a central resource for the industry, supporting its members through education, technical guidance, research, advocacy, industry expertise and collaboration. For more information, visit CMHA.org.

By Cotney Consulting Group.  

Tips for protecting outdoor crews during long workdays. 

Outdoor work has always demanded toughness, but toughness should never be confused with ignoring the warning signs of heat stress. Landscaping crews, hardscape installers, pool and spa technicians, sports-surface contractors, lighting installers and maintenance teams often spend long days working in direct sunlight, on reflective surfaces and around equipment that adds even more heat to the environment. 

The problem is that heat-related injuries rarely begin with a dramatic collapse. They usually start much earlier, with small warning signs that are easy to dismiss. A worker becomes unusually quiet. Someone slows down, makes a simple mistake or complains of a headache. Another worker stops sweating, becomes dizzy or seems confused.Those are not signs of weakness. They are signs that the body may be struggling to control its temperature. 

Contractors who treat heat as just part of the job place their crews, productivity and businesses at unnecessary risk. Heat illness is preventable, but prevention requires planning, supervision and a culture that allows workers to speak up before a manageable condition becomes an emergency. 

Heat exposure builds throughout the day 

Outdoor contractors deal with more than just the temperature shown on a weather app. Humidity, direct sunlight, limited airflow, heavy clothing and physical exertion all increase the strain on the body. 

A crew installing pavers may be working over a surface that absorbs and reflects heat. A pool technician may be kneeling on a hot deck while working around equipment. A landscaper may be operating machinery that produces additional heat while wearing protective clothing. An outdoor lighting installer may be trenching or pulling cable in an area with little shade. These conditions can push the body past its limits even when the air temperature does not appear extreme. 

Heat exposure is also cumulative. A worker may feel fine in the morning but become impaired later in the day as dehydration and fatigue build up. That is why contractors cannot rely on a single morning reminder. Heat safety has to be managed throughout the shift. 

Hydration must start before the worker feels thirsty 

Thirst is not always an early warning sign. By the time a worker feels strongly thirsty, dehydration may already be affecting concentration, coordination and judgment. Crews should have convenient access to cool drinking water throughout the day. Water should be located close enough that workers do not have to walk across the property or wait for a break to get it.  Supervisors should encourage steady drinking rather than waiting until someone feels overheated. Small amounts taken frequently are generally more effective than drinking a large amount all at once. 

During extended periods of heavy sweating, contractors may also consider appropriate electrolyte replacement as part of the hydration plan. Water should remain readily available, and highly caffeinated or sugary drinks should not be treated as substitutes for proper hydration. 

Hydration is not a personal preference on a hot jobsite. It is part of the work plan. 

Acclimatization protects new and returning workers 

One of the highest-risk situations occurs when a new worker, temporary employee or returning crew member is immediately placed into a full outdoor workload. The body needs time to adjust to heat. A worker returning after vacation, illness or time away from outdoor duties may not have the same tolerance they had earlier in the season. 

Contractors should gradually increase the physical workload and heat exposure of new or returning workers. Supervisors should monitor them closely during the first several days and pair them with experienced crew members who recognize the warning signs of heat illness. 

Experience in the trade does not automatically mean the body is prepared for the conditions. Heat tolerance must be developed gradually and may need to be rebuilt after time away from strenuous outdoor work. 

Fatigue changes the way people work 

Heat and fatigue often work together. As the body struggles to cool itself, concentration drops and reaction time slows. That creates secondary hazards. A fatigued worker may misjudge a step, mishandle a tool, forget a safety procedure or walk into the path of moving equipment. The incident may be recorded as a trip, cut or equipment injury, but heat and fatigue may have contributed to the mistake. 

Supervisors should watch for changes in behavior, not only physical symptoms. Irritability, confusion, unusual silence, poor coordination and repeated mistakes can all indicate that a worker needs to stop, cool down and be evaluated. Pushing through fatigue does not demonstrate commitment. It increases the chance that someone will get hurt. 

Rest and shade are part of production 

Some contractors worry that additional breaks will reduce production. In reality, planned recovery periods can help crews maintain a steadier pace and avoid the largerdisruptions caused by illness or injury. Breaks should be scheduled according to the conditions and the physical demands of the work. Workers performing heavy labor in direct sunlight may need more frequent recovery time than those performing lighter tasks in shaded areas. Shade can come from a tent, a canopy, an air-conditioned vehicle or another suitable cooling area. The important point is that the worker has a place to recover away from direct heat. 

Whenever possible, the most physically demanding work should be scheduled earlier in the day. Crews can then move to lighter tasks, shaded areas or less strenuous work as conditions worsen. Good scheduling is one of the most effective heat-control measures available. 

Crews must know the warning signs 

Heat exhaustion may involve heavy sweating, weakness, headache, nausea, dizziness, rapid pulse and muscle cramps. Workers experiencing these symptoms should be moved to a cooler area, given appropriate fluids and monitored closely. Crews should also use a buddy system during high-heat conditions because an affected worker may not recognize how quickly their condition is worsening. 

Heat stroke is a medical emergency. Call emergency services immediately, move the worker to a cooler location and begin active cooling while help is on the way. Do not leave the worker alone. Every worker should know who will call for help, how responders will reach the site and who is responsible for assisting the affected employee until help arrives. A written emergency plan is valuable, but it only works when the crew understands it. 

Leadership sets the standard 

Workers take their cues from supervisors. If the foreman ignores the heat, skips breaks and treats hydration as optional, the crew will usually do the same. Strong leaders talk about the conditions, adjust the schedule and watch their people. They make it clear that reporting symptoms is responsible behavior, not complaining. They also understand that each worker reacts to heat differently based on physical condition, medications, clothing, workload and acclimatization. 

Heat safety cannot be based on the toughest person on the crew. It has to protect everyone. Outdoor contractors cannot control the weather, but they can control how they prepare, schedule and supervise the work. Water, shade, rest, acclimatization and active monitoring are not obstacles to production. They are the systems that allow production to continue safely. 

A properly managed crew will work more consistently, make fewer mistakes and have a far better chance of returning home healthy at the end of every shift. 

By Cotney Consulting Group. 

Margin is not protected at closeout. It is protected one decision at a time throughout the project.  

The estimate looked profitable. The price covered labor, materials, equipment, overhead and profit. Then the job closed, the numbers were reviewed and much of the margin was gone. In some cases, the estimate was wrong. In many others, the profit was gradually lost during execution through small delays, missed controls andoperating decisions that were never corrected. 

Most projects do not lose all their profit due to a single major mistake. Margin usually disappears through a series of small decisions, delays and inefficiencies that accumulate over the course of the job. Understanding where that happens is one of the most important steps a contractor can take toward building a more predictable business. 

The estimate is only the starting point 

A profitable estimate creates the opportunity for a profitable project. It does not guarantee one. The estimate is based on assumptions about labor productivity, material quantities, equipment use, access, scheduling, supervision and project conditions. Once the job begins, those assumptions must be managed. If labor takes longer than expected, the margin changes. If materials are wasted, reordered or handled repeatedly, the margin changes. If the crew remobilizes because the site was not ready, the margin changes. 

Every operational decision after the sale either protects the estimated profit or reduces it. The estimate should not disappear into a file after the sale. It should become the financial and production benchmark for the project. That is why profitability cannot remain the estimator’s responsibility after the contract is signed. The estimate must become the operating plan for the project. 

The first loss often occurs during the handoff 

Projects frequently begin losing money before the crew arrives. The estimator may understand the scope, exclusions, labor assumptions and project risks, but that information is not always transferred clearly to the project manager or field supervisor.  

The proposal may include assumptions about limited access, customer responsibilities or specific production methods. If the production team does not understand those details, it may plan the project differently from the way it was estimated. A job estimated with one mobilization may be scheduled in three phases. Material assumed to be delivered near the work area may need to be moved across the property. Equipment expected to remain onsite may be sent to another project and later remobilized. None of these decisions may appear severe on their own. Together, they can consume the project’s profit.  

A strong handoff should review the complete scope, labor budget, production assumptions, material plan, equipment needs, schedule, access and known risks. If production does not know the labor hours, staging assumptions, equipment plan and exclusions, it is being asked to protect a margin it cannot see. If the field does not understand how the job was estimated, it cannot protect the estimate. 

Labor overruns build quietly 

Labor is one of the highest and most difficult costs for a contractor to control. An extra hour may not appear significant. But when several workers lose an hour each day over a multiweek project, the total becomes substantial. Labor overruns often result from more than slow production. They can come from poor staging, missing materials, unclear instructions, equipment delays, customer interruptions and repeated setup and cleanup. A crew may appear busy all day while producing less than planned. That is the difference between activity and productivity. 

Supervisors need to know the labor budget and compare actual progress with the plan throughout the project. Labor should be compared with installed production, not reviewed only as a total number at the end of the week. Costs should also be considered against how much work has actually been completed. Spending half the labor budget while completing only one-third of the work is an early warning, even if the total budget has not yet been exceeded. 

Waiting until closeout to discover that labor exceeded the estimate does not allow anyone to correct the problem. The purpose of tracking labor is not to pressure workers unfairly. It is to identify where the work is not flowing as expected. 

Poor staging creates hidden cost 

Material staging is one of the most overlooked profit factors on outdoor projects. Landscaping crews may carry plants, soil or stone farther than expected. Hardscape crews may handle pavers several times before installation. Pool contractors may receive equipment before the installation area is ready. Outdoor living crews may store lumber or fixtures where they later interfere with another phase of work. 

Every unnecessary movement consumes labor. A delivery placed in the wrong location may add minutes to every trip the crew makes. Those minutes add up to hours over the life of the project. Poor staging can also create damage, waste and safety hazards. Materials may be moved again to clear access, protect completed work or make room for another trade. A material plan should identify the delivery point, storage location, travel path and number of times the material is expected to be handled. 

Staging should be planned before delivery. The contractor should determine where materials will be placed, how they will move through the project and whether the location will remain practical as the work progresses. The shortest route is not always the best route, but repeated handling is rarely profitable. 

Material waste is more than the purchase price 

Material overruns can result from incorrect quantities, poor handling, damage, theft, installation mistakes or changes in the work. The cost of wasted material is not limited to the cost of replacing the item. The contractor may also pay additional freight, labor to remove and replace the material, equipment time, disposal fees and administrative effort. If the replacement delays another part of the project, the cost grows again. 

Small losses are easy to ignore. A few damaged pavers, extra bags of material or discarded components may not attract attention. But repeated waste across several jobs can significantly affect annual profitability. Contractors should compare estimated material quantities with actual use. Significant differences should be investigated. 

The goal is not to create paperwork over every small item. It is to identify patterns that show where estimating, purchasing, storage or installation practices need improvement. 

Remobilization is expensive 

Every time a crew leaves and returns, the contractor pays for more than travel. Tools must be loaded and unloaded. Equipment may need to be transported again. The crew must set up, review the site and regain production rhythm. Materials may need to be protected or moved between visits. 

Remobilization often occurs because another trade is not ready, the customer changes access, materials are missing, inspections are delayed or scheduling was too aggressive. Some interruptions cannot be avoided. Many can be reduced through better planning and communication. Before sending a crew, the project manager should confirm that the site is ready, materials are available, access is clear and preceding work is complete. A crew that arrives and cannot produce is still costing the company money. 

Undocumented extra work becomes free work 

Outdoor projects change. Customers request additions. Hidden conditions are discovered. Existing construction differs from expectations. Another contractor’s work affects the planned installation. The problem is not that changes occur. The problem is when the contractor performs the extra work without documenting and pricing it. 

Crews often want to keep the project moving. A customer may describe the request as minor. The project manager may believe the cost can be addressed later. Later is where many change orders disappear. Workers complete the task, records are incomplete and the customer no longer remembers the original discussion. By the time the contractor prepares the request, the work is hidden or difficult to prove. 

When the scope changes, the work should pause long enough to document the condition, communicate the impact and establish authorization. Extra work should be documented when it is identified, not after it is completed. The contractor should explain the impact, obtain authorization and track the additional labor, materials andequipment separately. A contractor who performs legitimate extra work without billing for it is financing the customer’s project. 

Schedule decisions affect profit 

Scheduling is often treated as a customer-service function. It is also a financial control. Poor scheduling leads to overtime, travel, split crews, equipment conflicts andrepeated mobilization. It can force one project to wait while another receives the resources it needs. Starting too early can be as damaging as starting too late. A crew assigned to a project before access, materials or prior work are ready may spend more time waiting than producing. Overloading the schedule also creates rushed decisions. Supervisors move workers between projects, managers expedite deliveries and teams work inefficient hours to meet commitments that should not have been made. 

A realistic schedule protects both the customer and the margin. The project manager should understand the sequence, required resources and risks before committing to dates. A schedule that cannot be supported operationally will eventually be paid for in financial terms. 

Equipment costs are easy to miss 

Equipment is often estimated per day or per project, but actual use may differ significantly. A machine may arrive early and sit unused. Rental equipment may remain onsite because no one schedules the return. A crew may wait for a shared piece of equipment that is still on another project. Breakdowns, fuel, transportation and operator time also affect the true cost.  

Equipment should be scheduled with the same discipline as labor and materials. The project manager should know when it is needed, who will operate it, how long it should remain and what happens if the work is delayed. 

Rental and shared equipment should have a clear arrival date, release date and responsible person. Unused equipment still costs money. So does a crew waiting for equipment that never arrived. 

Rework consumes margin twice 

When work has to be corrected, the contractor pays for it more than once. The original labor and material cost have already been spent. The company then pays for removal, replacement, supervision and often additional customer communication. Rework may also delay billing and disrupt the schedule of other projects. 

The most effective quality control occurs during the work, not during the final walkthrough. Quality checks should be assigned to specific stages of the work rather than left for the final walkthrough. Field supervisors should inspect critical stages before they are covered or become difficult to correct. Workers should understand the installation standard and have access to the current plans, specifications and manufacturer requirements. 

Quality problems are less expensive when they are discovered early. The customer should never be the first person to identify that the work is wrong. 

Customer communication can protect the margin 

Poor communication creates operational cost. A customer who does not understand the schedule may block access or be unprepared for a delivery. A homeowner may assume a feature is included when it is not. A property manager may schedule another contractor in the same area. These misunderstandings disrupt production and lead to disputes. 

Clear communication helps keep the project aligned with the original plan. Customers should understand what the contractor needs from them, when access will beaffected and how changes will be handled. Project updates should identify completed work, upcoming activity and decisions that may affect the schedule or cost.  

Good communication does not eliminate every problem. It gives the contractor a better chance to address the problem before it becomes expensive. 

Profit must be managed during the project 

Many contractors review profitability only after the job closes. By then, the result cannot be changed. Project managers should receive regular information on labor, materials, equipment, change orders and project progress. They should know whether the work is performing according to the estimate while there is still time to respond. 

Cost information that arrives after the project is substantially complete is history, not management information. That does not require a complicated financial system. It requires accurate information and a consistent review process. 

The project manager should know whether production is on schedule, labor remains within budget, extra costs have been documented, material and equipment expenses are tracking properly and any developing issue threatens the final margin. A project cannot be managed financially when the person running it never sees the numbers. 

Close the feedback loop 

Every completed project should improve the next estimate. If labor exceeded the budget, the company should understand why. If material use was higher than planned, the cause should be identified. If the project required additional mobilization or equipment, that information should return to estimating. 

Without feedback, the estimator continues using assumptions that may no longer be accurate. The purpose of job-cost review is not to assign blame. It is to improve future performance. The estimator needs to know what happened in production. The project manager needs to understand which planning decisions affected the outcome. Field leaders need to see how their execution connects to company profitability. 

A company that learns from completed work becomes more accurate and predictable. A company that moves to the next project repeats the same losses. 

Margin is protected one decision at a time 

Projects rarely lose profit all at once. Margin disappears when the handoff is incomplete, labor is not monitored, materials are handled repeatedly, extra work is not billedand problems are discovered too late. The good news is that each of those losses can be controlled. 

Contractors protect their margin by clearly transferring the estimate, planning the work before the crew arrives, measuring production, documenting changes and reviewing financial performance throughout the project. The estimate creates the opportunity for profit. The handoff, planning, supervision, documentation and financial control determine how much of that profit the contractor keeps. 

In this OutdoorTalk™, Karol Weyman is joined by Dean Curtis of Ingage to discuss how outdoor contractors can replace outdated paper proposals with a more professional, consistent and engaging sales process. Join them to explore how interactive presentations can help contractors communicate value, improve productivity, strengthen customer confidence and build a repeatable process that supports growth. Using Outback Deck of Atlanta as a real-world example, Dean will share practical strategies contractors can use to transition from traditional sales methods to a digital-first customer experience that scales. Join the webinar to get actionable strategies that can be implemented now, and grow with you tomorrow. 

Register now!

By Emma Peterson. 

A nationwide analysis of more than two million mowing jobs revealed a growing culture of appreciation that is putting extra money in contractors’ pockets. 

For most professionals in the lawn care industry, while tipping is not as expected as it is in the food service, it is always appreciated. As David Beacgh of Westside Mowing in San Antonio put it, “I'm usually [pleasantly] surprised by the tips, positive comments and 5-star ratings.” 

But exactly how common is it for lawn care professionals to see a tip? In 2025, LawnStarters conducted a study of more than two million mowing jobs across the United States and found some interesting data.  

Everything is bigger in Texas, including tips 

The highest tips reports to LawnStarters came out of Amarillo, Texas. The national average for tipping sits at 27%, in Amarillo that number is more than 50%! But even beyond Amarillo, there has been a rise in tipping. LawnStarters reports:  

Something shifted in 2025 — across more than 2,000 cities, the national tip rate jumped from 19.1% to 26.7% in a single year, with 4 in 5 markets posting gains. What’s surprising is that the average tip dollar barely budged. This wasn’t existing tippers spending more — it was an entirely new wave of people starting to tip their lawn pros for the first time. 

When looking into factors that might have driven this, LawnStarts primarily points to a generalized cultural change, similar to that of the food industry decades ago.  

The economical result of this shift 

So, what exactly did this rise in tipping mean for lawn care professionals economically? The tips received ranged everywhere from $11.68 per job (in Chattanooga) to $7.92 (in Houston). Translated into percentages, tips ranged from 19.4% of the bill to 16.4% for an average tip percent of 17.9%. 

These tips translate into very real monetary wins for professionals. LawnStarters gave an example:  

In tips, Chattanooga contractors earn more than double what Orlando pros make ($3.47 versus $1.45). That $2.02/mow gap adds up: At 6 mows/day over a 35-week season, it's worth over $2,100 in additional take-home pay. 

Overall, while tipping is still not nearly as standard in the lawn care industry than it is in the food service industry, it is clearly on the rise. And the result of this increased monetary appreciation has a very real impact on professionals’ wallets.  

Curious to see the specific numbers for your region? Check out LawnStarter’s full 2025 report!