OCS Influencer John Kenney says the real value of technology is not replacing judgment, but giving experienced people better information and a better way to deliver the project.

Technology is changing how pool and outdoor projects are designed, sold and managed. Drones, digital modeling, artificial intelligence, smart controls and connected equipment are becoming more common across the industry. But after decades of working with construction businesses, I believe contractors need to keep one question in front of every technology decision: Does this actually improve the project for the customer and the company? Technology has tremendous value when it helps people make better decisions. It becomes much less valuable when it is being used simply because it is new.

Digital visualization is a good example. Outdoor projects can be difficult for customers to picture from drawings, measurements and material samples alone. A pool may be only one component of a much larger environment that includes patios, outdoor kitchens, landscaping, lighting, fire features and entertainment areas. Three-dimensional modeling and other visualization tools allow customers to see how those pieces relate before construction begins. That can improve the sales presentation, but I think its greater value is reducing misunderstandings. A customer who clearly understands what is being proposed is better positioned to make decisions about layout, finishes, features and budget. Changes made on a screen are generally easier to manage than changes made after construction begins.

The best technology doesn't just help you sell the project. It helps you define the project. Drones can provide another useful layer of information, particularly on larger properties where contractors need to document existing conditions, understand site relationships or communicate project progress. Artificial intelligence is also beginning to help contractors with communication, documentation and repetitive administrative work. I see value there, but I do not view AI or any other digital tool as a replacement for experienced people. A computer can generate options. It cannot walk the property, understand every drainage concern, recognize the customer's priorities or take responsibility for whether the finished project works. That still requires judgment.

The same principle applies after the project is completed. Smart pool technology has moved well beyond simply turning lights on from a phone. Modern control systems can manage pumps, filtration schedules, heaters, lighting and other equipment, while some systems provide monitoring and alerts that help owners better understand what is happening with their pool. There are really two benefits here. The first is convenience. Customers gain greater control over how and when systems operate.
The second is efficiency. Equipment such as variable-speed pumps can operate at lower speeds when full output is not required, which can reduce energy use and operating costs compared with running continuously at one fixed speed. That is where technology becomes more than a feature. It becomes part of the long-term operating value of the project.

But smart equipment also creates another responsibility for contractors. Don't sell technology customers will never use. I've seen this throughout construction. Companies sometimes become so focused on offering the newest features that they forget to ask whether those features solve a problem for the customer. Some homeowners will want complete automation. Others may need only programmable equipment and straightforward controls. The right solution depends on how the pool and outdoor space will actually be used. Contractors should explain both the capabilities and the limitations.

The same discipline should apply internally. Technology can help contractors prepare presentations, estimate projects, communicate with customers and document progress. But adding more software does not automatically make a company more efficient. I've always believed you should fix the process first and then use technology to strengthen it. If estimating information is incomplete, putting it into better software does not make it accurate. If the handoff from sales to production is weak, another application will not solve the communication problem by itself

Technology works best when it supports a defined process. I think that is where the greatest opportunity exists for outdoor and pool contractors. Use visualization to help customers understand what they are buying. Use digital information to improve planning and communication. Use automation where it creates measurable convenience or efficiency. Use AI to reduce repetitive work and help people access information faster. But keep experienced people making the important decisions. Customers are not hiring technology to build their backyard. They are hiring a contractor they trust to turn an idea into something that works. The real value of technology is not replacing judgment. It is giving experienced people better information, better tools and a better way to deliver the project.

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 Emma Peterson. 

Learn how a simple documentation system can save you a huge legal headache down the line. 

Across the outdoor industry, whether you work on landscaping design, pool maintenance or some other area outside, there is one consistent challenge – navigating the legal side of operating a business. To learn about how to handle the legal details in a professional way that protects you and your company, we invited John Kenney of Cotney Consulting Group to OutdoorCoffeeShop™ for an episode of From the Ground Up all about the legal side of the outdoor industry.  

John’s primary legal recommendation for contractors and professionals is to make sure your documentation is in order. He elaborated:  

I see a lot of contractors run into issues because they don’t have a good documentation practice in place. There are two common scenarios. The first one is that everything gets documented after there's a problem. The other is that things live in unofficial spots, like test message, or worse, in someone’s memory. 

And while it is understandable that things happen on a job quickly and without the time to fill out a form or report immediately, you have to make it a priority to go back and redocument it so that there is a paper trail to reference. “You have to have an organized system. One of the most valuable things you can do is put a simple checklist together of exactly how your documentation flow is going to go,” John explained. “Because if any conflicts come up, it always goes back to the best paper wins. You don’t want to have to scramble to figure out what happened when a dispute hits, you want to be able to pull everything out and tell a story of exactly what happened.”  

What should that story you showcase include? John said that a strong claim will be able to answer three questions clearly:  

1. What changed?  
2. How did it impact your work?  
3. What did it cost? 

In John's words, "The strongest claims have to be timeline based, supported with documentation and clearly tied to contract language. That's the key.” In other words, building a strong, credible claim in the face of dispute is directly dependent on the processes and organization you have in place for documentation.  

How do you build that system? It’s a process. John explained:  

My advice is really keep it simple. Don't try to fix everything at once, because that will really overwhelm you. So, what I'd like you to do is create a daily report first. That report should cover the weather of the day, where you were that day, what got done, how it went and any issues that cropped up. Additionally, you don't want to forget to track visitors to the site. It’s very important to write on there, so-and-so showed up and we had a conversation about xyz.  

With that report alone, you can often answer those three claim questions already. But to make your case solid, John says the other documents to prioritize are your notice processes and change order forms. He elaborated, “You want to make sure a simple notice process is in order and your team understands it. This is a process determined by your contract that outlines how you notify your client, and they notify you of changes. And speaking of those changes, you want to have your change order forms ready up front with the full process so that you can get your change orders handled immediately.” 

By having that notice process in order and change order documentation system in place, you will have all the legal paperwork needed to back up your daily report and build a strong, credible claim. And then, when a problem does arise, as they always seem to do in this industry, you’re prepared. As John put it, “If you do all those things and you do them as quickly and up front as you can, it's going to make your job and your company run a lot smoother in the long run.” 

Want to learn more about managing the legal side of your business? Listen to the whole episode or Watch the recorded conversation with John! 

By Emma Peterson. 

As regulations evolve, contractors who embrace systems and accountability are finding it easier to stay compliant and protect their operations. 

In a new From the Ground Up™ episode, Karol Weyman sat down with John Kenney, CEO of Cotney Consulting Group, to talk about the legal, safety and compliance changes happening right now and how outdoor contractors can keep up with everything that’s happening.  

What’s changing right now 

When Karol asked John about the biggest changes is regulation he’s currently seeing, he immediately highlighted labor and employment. He explained:  

Worker classification, overtime rules and documenting required requirements that continue to evolve. And I see a lot of contractors especially get into trouble with these, worker classification and overtime rules in particular, because they’re not up to date on the changes.  

He also mentioned safety compliance and environmental regulations. For safety, he emphasized that the changes happening are more related to enforcement rather than written policy, sharing, “OSHA isn't necessarily rewriting their rule book, but they are increasing enforcement. They're more aggressively paying attention to things like heat illness prevention, fall protection, trenching and documentation.” As for the environment regulation changes, John noted that “things like stormwater management, erosion control, runoff protection and material disposal requirements are becoming more stringent in a lot of areas.”  

And the last thing he touched on was permitting and licensing, which he described as “continuing to become more complex, especially for contractors that work across multiple cities and counties.”  

How do adapt to all of this?  

It can be overwhelming to think about all the areas that John highlighted where regulations and policies are evolving, but he emphasized that there are ways to adapt your operations that will make it easier to keep up with the changes. His main suggestion? Run a tight ship. He explained:  

Today's contractor has to be much more structured than even when we were ten years ago. Take worker classification as an example. I tell people that managing workers today isn't just assigning work. You have to document the training, their performance, safety strategies, incidents, etc. By having that documentation in place, both the employer and employee are protected in the case of disputes or issues. 

This is just one example of how running a tight ship and embracing systems of documentation and record-keeping can help your business navigate evolving regulations. John put it best, “The contractors that embrace systems are finding compliance much easier than those trying to manage everything from memory. And compliance isn’t just about avoiding fines, it’s key to protecting and growing your business.” 

Want to learn more about navigating today’s regulatory environment? Listen to the whole episode or Watch the recording!  

OCS Influencer John Kenney says that fatigue affects judgement.

Every summer, contractors remind their crews to drink water, wear sunscreen and take breaks. That's good advice, but after more than four decades in construction, I've learned those reminders alone don't create safer jobsites. 

Heat-related incidents rarely happen because someone didn't know it was hot outside. They happen because production pressure begins to outweigh good decision-making. 

Whether you're building pools, installing hardscapes or creating complete outdoor living environments, summer brings longer days, tighter schedules and customers who want projects finished before family gatherings and vacations. It's easy for crews to push harder, skip breaks and convince themselves they'll "power through" another hour. 

That's when mistakes happen. 

One lesson I've carried throughout my career is this: fatigue affects judgment long before it affects effort. 

A crew member may still be working hard, but dehydration and heat stress can quietly reduce concentration, slow reaction time and increase the likelihood of poor decisions. In construction, small lapses in judgment often become expensive accidents. 

That's why summer safety needs to be viewed as an operational issue, not simply a compliance requirement. 

Good companies don't leave hydration up to chance. They plan for it. 

Water should be readily available throughout the day, not just during lunch. Supervisors should encourage crews to hydrate consistently instead of waiting until they're thirsty. By the time someone feels dehydrated, they're already behind. 

Scheduling also deserves attention. Whenever practical, physically demanding work should be planned during the cooler morning hours, with less strenuous activities scheduled later in the afternoon. That doesn't always happen perfectly, but thinking through the day's workload before the crew leaves the yard often prevents unnecessary exposure during peak heat. 

I've found that the best supervisors pay attention to people, not just production. 

They notice when someone becomes unusually quiet, starts making simple mistakes or begins moving differently than they did earlier in the day. Those changes often appear before obvious signs of heat illness. Experienced leaders understand that checking on a crew member isn't slowing production, it's protecting it. 

Pool construction presents additional challenges because crews are often working around excavation, concrete placement, plumbing installations and electrical systems, sometimes all on the same project. As multiple trades move through the jobsite, maintaining good housekeeping and communication becomes even more important. Materials, tools and equipment should remain organized so workers can move safely through constantly changing work areas. 

Service technicians face different risks. Equipment pads, mechanical rooms and enclosed spaces around pool systems can become extremely hot during the summer months. Rushing through inspections or repairs because "it's only a quick service call" can lead to shortcuts that increase both safety and quality concerns. 

Personal protective equipment also deserves attention during hot weather. I've heard every reason why someone wants to remove gloves, eye protection or other required equipment when temperatures climb. But safety equipment only protects people when it's worn consistently. The solution isn't eliminating PPE, it's selecting equipment designed for comfort while maintaining protection and reinforcing why those standards matter. 

The companies that consistently perform well understand something many contractors overlook. Safety isn't a separate program that gets discussed once a month. It's part of how work is planned every single day. 

When supervisors discuss weather conditions during morning meetings, adjust workloads based on heat, encourage hydration and watch for signs of fatigue, they're doing more than preventing injuries. They're protecting quality, productivity and the well-being of the people who make the business successful. 

I've always believed that the safest crews aren't the ones that work the slowest, they're the ones that work the smartest. 

Summer will always test outdoor contractors. The heat isn't something you can eliminate, but it is something you can manage. 

The companies that treat heat safety as part of operational planning, not just a seasonal reminder, will protect their crews, deliver better projects and build a culture where people know their safety matters every day of the year. 

By John Kenney, Cotney Consulting Group.

Consistent ladder safety protects your people, your productivity and your reputation.

Walk any outdoor jobsite — whether it's a landscaping project, a tile installation, a lighting upgrade, a pool equipment repair or an outdoor living build — and you’ll see the same tool used in all of them: the ladder. It’s one of the simplest pieces of equipment on a job, yet ladder-related injuries are among the most common across every segment of the construction and maintenance industry. 

Ladder accidents don’t happen because workers lack experience. They happen because ladders are familiar. Workers have climbed them throughout their careers and no longer view them as hazards. But a ladder doesn’t care how experienced you are. If it shifts, tips, slides or fails, the fall happens instantly. 

Ladders are a universal hazard 

Every segment in outdoor construction relies on ladders: 

• Tile and hardscape installers use them for exterior walls, elevated patios and overhangs. 
• Outdoor lighting crews climb them constantly for fixtures, wiring and tree-mounted applications. 
• Pool and spa techs use them for pump room access, elevated equipment and overhead reruns. 
• Landscaping teams use ladders for pruning, lighting, signage and seasonal work. 
• Maintenance technicians rely on ladders daily for repairs, adjustments and inspections. 

Yet despite this, most ladder injuries involve basic misuse — using the wrong type of ladder, placing it on unstable ground, overreaching or climbing with tools in hand. When tasks feel repetitive or “quick,” workers get comfortable. That comfort is precisely what leads to injuries. 

Choosing the right ladder is step one 

Not every ladder is the same, and using the wrong type is one of the most common mistakes. 

Key considerations: 

• Height: Workers should never stand on the top rung or top cap. If they need to reach higher, they need a taller ladder. 
• Duty rating: Ladders are rated for weight loads — including tools. Crews often ignore this, especially with heavy gear. 
• Material: For lighting, pool equipment and any electrical hazard, a fiberglass ladder is mandatory. 
• Style: Step ladders must be used fully opened and locked. Extension ladders must be set at a proper angle. 

The right ladder isn’t optional — it’s the foundation of safe climbing. 

Set it up correctly, every time 

A poorly placed ladder is an accident waiting to happen, and outdoor environments make this even more challenging. Grass, gravel, mulch, pavers and soil all shift under weight. 

Workers should: 

• Place ladders on level, stable ground 
• Use boards or stabilizers on soft surfaces 
• Anchor or tie off extension ladders when possible 
• Maintain the 4:1 angle (for every 4 feet up, set the base 1 foot out) 
• Clear the base area of hoses, cords, stones and debris 
• Keep ladders away from doorways, vehicle paths or active work areas 

In outdoor living projects, constant foot traffic and multi-trade overlap increase the chance of a ladder being bumped. The setup must anticipate this. 

Three points of contact — no exceptions 

Every climb — up or down should follow the same rule: two feet, one hand; two hands, one foot. 
This eliminates the single most significant cause of ladder falls: climbing while carrying tools or materials. 

Crews should always use: 

• Tool belts 
• Buckets with rope lifts 
• Ground assistants when needed 

If a worker can’t maintain three points of contact, they are not climbing safely. 

Overreaching is the silent ladder killer 

Most ladder falls don’t come from slips or rung failures — they happen when workers reach too far to one side. 

When a person leans outside the ladder’s rails, they shift the center of gravity. The ladder responds the same way every time: it tips. 

The solution is simple: 

• Climb down and move the ladder. 
• Never lean. 
• Never stretch. 
• Never “just reach a little more.” 

Those extra 10 seconds of repositioning prevent weeks or months of lost time. 

Inspect ladders as often as you use them 

Ladders take abuse on outdoor sites. They get thrown into trucks, set on uneven ground, exposed to moisture, left in heat and overloaded. 

Every ladder should be checked for: 

• Cracked rails 
• Bent rungs 
• Loose spreaders 
• Damaged feet 
• Missing labels 
• Worn non-slip surfaces 

If a ladder is damaged, it should be taken out of service immediately. Don’t tape it. Don’t brace it. Don’t “use it just one more time.” 

Make ladder safety a habit, not a message 

Crews respond to what supervisors enforce. When supervisors model proper ladder use, workers follow. When shortcuts go unaddressed, shortcuts become culture. 

Integrate ladder safety into: 

• Daily huddles 
• Toolbox talks 
• New-hire orientation 
• Job audits and site walks 
• Pre-task planning meetings 

When ladder safety becomes a standard expectation — not a lecture — crews adopt it naturally. 

No outdoor contractor can eliminate ladder use, but every contractor can eliminate ladder complacency. When workers slow down, set up correctly and climb with intention, they reduce the most universal risk across every trade. 

Ladder safety is not complicated — it’s consistent. And that consistency protects your people, your productivity and your reputation. 

By John Kenney, Cotney Consulting Group. 

Fall prevention and trip hazards across outdoor worksites.

Whether you're installing tile, setting pavers, running conduit for outdoor lighting, maintaining athletic turf or building a pergola, every trade shares the same silent threat: uneven, unpredictable walking surfaces. Most contractors think of fall hazards as working on roofs or ladders. But in outdoor living and exterior construction, the most common and most expensive fall injuries happen at ground level — right where crews walk all day.

What makes these incidents so dangerous is how ordinary they look. No one expects to fall while walking across a jobsite. Yet one misplaced step onto loose gravel, a hidden depression in the soil or a stray hose can put an experienced worker on the ground faster than any high-elevation risk. These aren't dramatic accidents. They’re the kind that pull a muscle, sprain an ankle, fracture a wrist or cause back injuries that linger for months. 

And because every segment you support operates outdoors — often on uneven, shifting terrain — the risk is universal. 

The jobsite changes every hour 

One of the biggest challenges in outdoor living and exterior work is that the jobsite never stays the same. Landscapers dig trenches. Hardscape movers move pallets and compact soil. Lighting contractors lay conduit. Pool and spa crews run plumbing. Irrigation teams open and close water lines. Material deliveries create new obstacles. Weather changes the ground beneath your feet. 

What was stable at 9 a.m. may be a hazard by noon. 

Walk-and-work areas change constantly, and if crews don’t adapt, injuries follow. The best contractors develop a habit of reevaluating the site throughout the day, not just during the morning huddle. 

Small obstacles, big consequences 

Trip hazards in outdoor and mixed-trade projects often include: 

• Uneven soil, ruts or slopes 
• Pavers or tiles staged near footpaths 
• Extension cords, hoses and string lines 
• Rebar stakes, edging pins or scrap material 
• Tools and equipment left mid-task 
• Mud, loose gravel or wet leaves 
• Unexpected grade changes 

Individually, these hazards look insignificant. Combined, they form a minefield that slows production and puts workers at risk. 

Too often, injuries occur while carrying materials, pulling a cart or simply walking, distracted by the task ahead. A worker doesn’t fall because the obstacle was huge — they fallbecause they didn’t see it coming. 

Housekeeping comes first 

Every jobsite has housekeeping rules, but not every jobsite enforces them. Outdoor contractors can’t afford to skip this step, especially with multiple trades working together. Good housekeeping isn’t about appearances — it’s a direct form of fall prevention. 

Effective housekeeping practices include: 

• Keeping walk paths free of tools and materials 
• Maintaining designated staging areas 
• Cleaning up debris continually, not just at the end of the shift 
• Securing cords and hoses away from travel zones 
• Filling, marking or blocking trenches and holes 
• Using temporary lighting for early mornings and late afternoons 

Walk a jobsite with a customer or inspector, and the first thing they notice is site organization. A clean site doesn’t just feel safe — it is secure. 

Footwear and awareness matter on every surface 

Outdoor crews work across surfaces that change throughout the day: wet grass, compacted gravel, synthetic turf, stone, clay, mulch, bare soil, decking and concrete. No single shoe will solve every problem, but worn-out soles, uncushioned knees and unstable platforms increase the risk of injury. 

Promoting proper footwear, anti-slip soles and regular replacement schedules goes a long way. But the most important factor is awareness — crews need to be reminded regularly to watch their footing when moving materials, using wheelbarrows, working around trenches or transitioning between surfaces. 

Production pressure creates blind spots 

When crews feel rushed, their focus narrows. They stop scanning the ground and focus only on the next task. That’s when they miss the edge of a trench or misjudge a slight elevationchange. 

Supervisors should emphasize that fast doesn’t mean safe — and safe doesn’t mean slow. The best crews find speed by working with intention, not by ignoring hazards. Reinforcing situational awareness during daily huddles makes it part of the culture. 

A safer jobsite begins with a safe path 

Fall prevention doesn’t require expensive equipment. It requires discipline — the discipline to clean as you go, to stage materials properly, to identify hazards early and to correct them before someone gets hurt. 

In outdoor-living, landscaping, tile, lighting and athletic-surfacing environments, the ground is your work platform. Protecting that platform protects your people. 

Every fall injury starts with a step. When crews take ownership of the ground beneath their feet — keeping it clear, stable and well-managed — they prevent accidents, improve efficiency and build safer, more professional jobsites across every segment of the outdoor industry. 

By John Kenney, Cotney Consulting Group.

Across all industries, slips, trips and falls are a leading cause of injury. In outdoor construction and maintenance, the risk increases exponentially.

On any outdoor jobsite — whether you’re building a patio, running electrical lines, maintaining irrigation, installing tile or servicing a pool — workers spend most of their day on their feet. That means the condition of the surface they’re walking, standing, kneeling or climbing on is one of the most important — and most overlooked — safety factors on the job. 

OSHA calls them walking-working surfaces, but most contractors know them by another name: the ground we work on. And in outdoor environments, the ground changes constantly. A surface that was stable an hour ago might be muddy now. A level walkway might turn into an obstacle course after materials are delivered or after another trade finishes their work. 

If your crews aren’t actively assessing the surfaces beneath them, they’re working blind to one of the most significant injury drivers across the entire outdoor living industry. 

The ground is always changing 

Unlike indoor jobs, where surfaces stay consistent, outdoor contractors deal with shifting terrain every single day. Soil compacts. Sand washes out. Concrete cures unevenly. Rain softens the grade. Excavation work creates ruts. Heavy equipment leaves grooves and depressions. Add in cords, hoses, tools, scrap, edging, forms, packaging, vegetation and loose materials — and suddenly the walking surface becomes a complex hazard environment. 

Across all industries, slips, trips and falls are a leading cause of injury. In outdoor construction and maintenance, where elevation changes, environmental conditions and multi-trade overlap occur constantly, the risk increases exponentially. 

High-risk surfaces crews encounter daily 

Almost every outdoor trade encounters these hazards: 

• Uneven ground from excavation, compaction or erosion 
• Loose gravel or stone around hardscape or landscape work 
• Wet turf or muddy soil after rain or irrigation 
• Slippery surfaces near pool equipment or water features 
• Construction debris such as tile shards, paver offcuts, roots, branches or packaging 
• Grade changes without warning markers 
• Transitions between surfaces — grass to stone, stone to soil, soil to decking 
• Temporary walk paths created by necessity, not design 

Most of these hazards don’t look dangerous until someone trips, slips or twists a joint. And by then, the injury is already done. 

The best crews reassess the ground constantly 

Walking-working surface safety isn’t a one-time check. It’s a continuous habit. 

The strongest crews: 

• Assess ground conditions before starting work 
• Reevaluate surfaces throughout the day 
• Adjust paths as work progresses 
• Mark hazardous areas immediately 
• Communicate changes to other trades 

Supervisors and foremen must reinforce these habits daily. When workers assume the surface is safe because it “was just fine earlier,” that’s when injuries occur. 

Material staging impacts surface safety 

How and where materials are staged can make — or ruin — a walking path. Poor staging leads to clutter, blocked routes and awkward detours. Good staging creates predictable, safe paths that crews can move through without constantly scanning for hazards. 

Every trade benefits when staging is done thoughtfully: 

• Hardscape prevents offcut debris from creating trip hazards. 
• Lighting contractors protect cords and conduits from becoming obstacles. 
• Landscapers keep tools and equipment clear of footpaths. 
• Pool technicians avoid water pooling in work zones. 

Staging isn’t just about production — it’s about protection. 

Good housekeeping protects the feet, knees and back 

Walking surface issues don’t just cause falls — they create musculoskeletal injuries. Uneven or unstable surfaces force workers to overcompensate with their footing, posture andbalance. Over a full shift, this takes a toll on the back, knees and ankles. 

Avoiding these injuries requires: 

• Frequent cleanup 
• Leveling temporary walk paths 
• Removing scrap and waste 
• Keeping hoses and cords organized 
• Addressing wet or slippery spots immediately 

These actions don’t cost time — they save it by preventing lost days and rework. 

Marking and barricading hazard zones 

Not every hazard can be fixed immediately. Sometimes you must mark it instead. 

Simple techniques go a long way: 

• High-visibility marking paint 
• Cones or stakes 
• Caution tape 
• Portable barricades 
• Signage identifying soft ground or uneven footing 

When multiple trades share space, communication and marking aren’t optional — they’re essential. 

Walking-working surface safety is everyone’s job 

Across all outdoor trades, from tile setters to pool technicians to landscapers and lighting installers, walking-working surface hazards remain one of the most common and preventable issues on the jobsite. When workers pay attention to the ground, when supervisors reinforce good habits, and when contractors treat housekeeping and staging as part of production — not an interruption — you instantly elevate both safety and efficiency. 

Safe jobsites don’t start with tools, PPE or training manuals. They start with the surface every worker stands on. Respect the ground and you protect your people. 

By Emma Peterson. 

John Kenney discusses three common contractor challenges and how to build your business beyond them. 

John Kenney has been around the trades and construction industries for a bit. He has over 45 years of experience as a contractor and has become an invaluable resource to professionals in his current position as CEO of Cotney Consulting Group. To tap into his expertise, we invited him to OutdoorCoffeeShop™ for an episode of From the Ground Up™. During the episode, John discussed the topic of scaling your business and shared his thoughts on how to overcome some of the top operational pitfalls that can stunt business growth.  

1 – Avoiding bringing in subcontractors 

The first issue that John highlighted was when contractors hesitate to hire subs. He shared, “I know a lot of contractors who want to be a full-service provider, but they also hesitate to hire subs. Instead, they invest a lot into specialization and trying to do everything in house.” Why is this an issue? By trying to get everything done in-house you run the risk of spreading your crew too thin, and by diving into a specialization, you lose out on jobs and profits if they fall out of the realm of your specialty. 

John’s advice? Find good subcontractors that you can hire. He explained:  

Contractors need to get used to where they're able to manage multiple subs under them so that when they encounter something not in their wheelhouse, they can say, ‘Hey, that's not within my wheelhouse to do in-house, but I can certainly get some trusted subcontractors that I'm willing to oversee and bring in to price this out for what you're looking for.’ By doing so, you are not only bringing in more business and profit, but you are also building a strong reputation for working with clients.  

2 – Missing the big picture 

Another issue he sees contractors encounter is getting caught up in the day-to-day due to a lack of strong structure and processes. He explained, “You will never get to the success level that you want to be at if you establish processes that let you step back... If you ever want to get to the point where you're working on your business instead of in your business every day, you have to document your processes.” 

Where does one start when it comes to a project as massive as documenting each of your processes and organizing your structures? John always recommends going back to the basics, the core parts of your business:  

You start with your estimating, because pricing is the foundation of success. Once that’s sorted, fix your operations and track what you’re doing. You can’t grow if you can’t measure your production... And then guess what happens? Profits are going to grow as you work on building a strong structure and foundation.  

3 – Investing in your people proactively 

And last but not least, John touched on the struggle of labor. This is not a new issue; labor issues go back more than four decades and have consistently given people trouble when it comes to growing and maintaining a successful business. John’s best recommendation for handling this? Invest in the people already there. He explained:  

The problem that we're having is entry level labor is harder to find and harder to keep. And it can be tempting to put all your resources into recruiting. But I argue that you should actually put the resources on workforce training within your company and building career paths. Because people want that, they want to see how your company will help them grow. Not only will this help you retain the talent you have, but it’s also something that will get around and draw in new talent. 

Want more tips on avoiding pitfalls and growing your business? Listen to the whole episode or Watch the recording.

By Emma Peterson. 

John Kenney explains the importance of specificity in contracts and other official paperwork. 

One of the most complex parts of running a business is navigating the legal landscape. From employee classification to payroll management, it can be a lot. But it is crucial that contractors don’t shy away from the legal paperwork just because it can be overwhelming. Yet, these things must be delt with, as contracts are more than just a piece of paper – they are protection for you, your people and your business. To learn more about avoiding costly paperwork mistakes, we invited John Kenney of Cotney Consulting Group to join us for an episode of From the Ground Up™. 

One of the biggest things that John highlighted was the importance of specificity in your contracts. He explained:  

A misunderstanding of scope is a silent killer. If your scope says something like, ‘complete installation per plans or complete installation per our owners,’ then you basically accepted everything. Even if it wasn't in your estimate, you own it. So, that's why you have to be very careful about what you're signing up for and make sure that your language is very specific. 

The result of this lack of scope is not only frustrating for your timeline, but it can also be a business-killer. John explained, “Issues with misunderstood scope causes profit to quietly disappear. Take this as an example, maybe you’re working on a pool or irrigation system and there’s underground work. You have to make sure scope and responsibility is clear, because if it’s not you might become the contractor in charge of all the utility coordination on the project and suddenly you have permits and inspections and all these unexpected costs.” 

How do you avoid this problem? The answer is two-fold. One, make sure your contracts are written clearly. John elaborated on this, sharing, “Every contractor should have clear language in the contract.  If there's something that is ambiguous and it doesn't sound right, then more than likely it's going to get you into trouble later on down the job and defending yourself from that is going to take two to three times more time and a lot more money than getting your contract in order with an attorney before a project starts.” 

Two, make sure all your teams are on the same page. John explained: 

I’ve seen it often; a field team proceeds with extra work without the proper written approval. And then you send the invoice, and the customer is looking at their original contract, saying, ‘Wait a minute, we didn't authorize that. We shouldn’t pay.’ And if you don't have an approved change order to point to, that customer is actually right. So, you have to make sure all your teams know to wait for a written change order that shows the change in your contractual obligations before anything happens. 

At the end of the day, the legal paperwork might seem frustrating and tedious, but it is always better to make sure it’s all clear and aligned before a project than to deal with the fallout of ambiguity down the line. As John put it, “Remember, it’s not just a piece of paper. They're going to bind you to a lot of things you're not going to want to be bound to unless you understand them. So, if it's not clear and it's not included or clearly excluded, then you're exposed and it's definitely going to be a financial problem for you.” 

Listen to the podcast or Watch the recording to learn more about managing the legal paperwork that keeps your operations protected and profitable.