Snow Business June 2025

BUILDING communitIES

At Strathmore, a shared value system emphasizes looking beyond the bottom line

Third-generation leaders: Jessica, Conor and Gordon Milligan

CONTENTS JUNE 2025

Jenny Girard,

SIMA launches bold 3-year strategic plan

We will be a leader in more networking opportunities to foster connections and knowledge sharing with local and regional gatherings of members and interested stakeholders.

The Snow & Ice Management Association (SIMA) is thrilled to announce the launch of our dynamic and forward-thinking 3-year strategic plan. This comprehensive roadmap will guide our association and the industry toward even greater heights, building upon our strong foundation and embracing new opportunities.

This strategic plan is the result of extensive collaboration, thoughtful consideration of industry trends, and invaluable input from our dedicated members, volunteer leaders, and staff. It outlines clear goals and actionable strategies designed to enhance the value we provide to our members, elevate professional standards within the snow and ice management sector, and champion the importance of our industry.

Plan’s

key pillars

The key pillars of the SIMA 3-Year Strategic Plan are:

We are looking for 2 people from every state and province to serve as a representative on legislative and regulatory issues. Email martin@sima.org to volunteer.

Localizing member connections: We are committed to growing our community of members and connections with local and regional networks. An association is a community after all and enabling local connections to support business and personal growth is essential to SIMA’s reason for existence. We will be a leader in more networking opportunities to foster connections and knowledge sharing with local and regional gatherings of members and interested stakeholders.

Advancing industry standards: Raising the bar for professionalism occurs through new and improved standards and best management practices. As part of the plan, we will begin a feasibility analysis for a national snow and ice services contract standard. A national contract should create a more equal playing field with shared responsibilities with customers and service accountability. We will continue to develop and improve our current industry standards, which support our work as professionals in safety and transportation for individuals and companies.

Legislative impact through state and provincial representatives: We will amplify our voice to advocate for the interests of the snow and ice management industry on legislative and regulatory fronts. This includes educating policymakers about the essential role our members play in public safety and commerce, advocating for fair and equitable regulations, and promoting the adoption of responsible environmental practices. We will increase our engagement through our grassroots network of members, providing a more localized network of advocates to ensure our industry’s perspective is heard.

Company accreditation with a focus on salt application and safety: We recognize the importance of our CSP and ASM credentials in personal achievement. The next step is to obtain company accreditation to show adherence and practice in safety and sustainability. The reasons are not simply to create another layer of acronyms. Instead, this will add value to insurance partnerships and proactive practice of best practices in salt applications, where regulations are under discussion in several states and provinces.

This 3-year strategic plan represents an exciting new chapter for SIMA and its members. We are confident that by working together, we can achieve these ambitious goals and further solidify the snow and ice management industry as a vital and respected profession.

Stay tuned for more updates on implementing our strategic plan and opportunities to get involved. We are enthusiastic about the future and the positive impact we will make together!

Martin Tirado, CAE, is CEO and Executive Director for SIMA. Contact him at martin@sima.org.

UNMATCHED BRIGHTNESS. ULTIMATE VISIBILITY.

SL4 Headlights deliver premium visibility, redesigned optics and rugged durability to stand out in any storm.

BOSS SL4 LED Headlights. Standard on all Cold Front Technology Plows.

All-in-One Solution

Built-in turn signals, parking, warning and accent lights for unmatched safety.

Engineered for Extreme Environments

Features aluminum housing, polycarbonate lenses, a heated grid and an upgraded light bar to withstand the harshest conditions.

ClearBeam Technology

Over 200 degrees of optimized vision expands your view beyond the front.

Salt reduction efforts gain legislative momentum

By MARTIN TIRADO, CAE

It’s been an active and interesting spring with entities and legal concepts focused on salt reduction starting to gain attention in state and provincial legislatures. SIMA has been involved in providing our perspective and input on these new developments.

Vermont

Vermont held a committee hearing in April to discuss chloride reduction (salt applicator) legislation. SIMA submitted testimony in the form of a position paper. The bill is still in committee and plaintiff attorneys have testified at length. Like other states that have pursued this type of legislation, Vermont’s bill models the voluntary New Hampshire Green Snow Pro program, which provides limited liability for Green Snow Procertified applicators.

New York

New York is considering legislation drafted by the Adirondack Council that would create a Road Salt Reduction Council, which would include a SIMA representative. We are waiting to see when the legislature will hear the proposed bill. While minimizing salt’s environmental impact is just one of the council’s many responsibilities, New York’s leadership in this area could influence other states to pursue similar measures.

Wisconsin

Wisconsin Gov. Tony Evers allocated $5 million for a Winter Maintenance Safety Improvement Grant Program in his 2025-27 budget. Originally earmarked for public works departments to purchase equipment and train staff to reduce salt use, a revised proposal from WI Salt Wise would extend the program to private winter maintenance contractors and increase the budget to $10 million. SIMA submitted comments

Three newsletters, a lot of resources!

Don’t miss out on SIMA info and industry resources— subscribe to our three monthly newsletters.

MEMBER CONNECT

Features the latest member news, events and resources (sent to members only).

SIMA SOLUTIONS

Features timely stories and resources for snow and ice management pros.

FALL WORKSHOP | OCT. 8, 1PM EST

Steer Your Team to Operational Excellence

Subscribe easily at www.sima.org/ subscribe

TEST DRIVE

Features hot products and expanded content focused on trends and best practices.

As we head into another winter season, how can you ensure your team is operating at peak efficiency? Brian Brueggemann, Wilson360, will guide attendees in exploring key factors that drive operational excellence:

• Best practices, routines and procedures for operating a successful operation

• Lean planning and thinking

• Culture

All are welcome to attend this FREE virtual workshop. Are you a CSP? This event is one of our CSP Day events—get your CE credits! Learn more and register at www.sima.org/upcoming-events.

advocating for an expansion of the program. Ultimate approval will be required by the legislature. In addition, a salt applicator bill is expected to resurface after budget deliberations are completed.

Canada

Our members and partners in Ontario have been making considerable progress in creating Canadian standards that would provide liability protection. There’s also been increasing interest in municipalities and localized water districts seeking to lower chloride levels in fresh water. A joint task force is putting the finishing touches on a site assessment evaluation tool that generates a detailed property report identifying potential hazards that the property owner should maintain or repair.

We need you!

If you are willing to get active in state or provincial legislation and regulatory changes that would help the business of snow and ice management, please let SIMA know. Elected and local officials like to hear their constituents’ perspectives. Having a network of SIMA members to provide such perspective and information would broaden our reach. Together, we’ll continue to grow and strengthen our industry.

Martin Tirado is CEO and Executive Director of SIMA. Contact him at martin@sima.org.

State of the industry survey

Please share your insights on the past season and look toward the upcoming winter (it’ll be here before you know it) by completing our State of the Industry survey. With your input, we’ll look at successes, challenges and trends impacting the industry. The survey is open until August 1 and takes only 5 minutes to complete. Scan the QR code to launch the survey.

Looking to get more out of SIMA?

By DAVID GALLAGHER

Every return on investment (ROI) requires the investment first. I have heard many times: I just didn’t get enough out of being a member. Would you join a gym and expect that making your monthly dues payment would cause you to lose weight, gain muscle or get healthier? Of course not! You only get returns, gains or value from active participation and upfront investment. This is true of the gym, your retirement plan and, yes, trade association membership.

Get active

What does active participation in a trade association look like? Attendance at association events barely scratches the surface; to be truly involved and see your membership pay off, you need to roll up your sleeves and jump in. Volunteer on committees and the board; take the surveys and requested information studies; donate to their charitable foundation; provide ideas; and make recommendations for improvement to association staff and

SIMA launches refreshed member directory

volunteers. There are a lot of ways for you to take an active part — any of them will increase your return on investing in membership.

Participation payoff

I have been a SIMA member almost since its founding; however, I didn’t get much out of it until I started participating to support the association’s mission and bring value to other members. No one is too young, inexperienced or too small of a company to bring and thereby receive value. I have served on almost every committee and task force to help write standards; review legislation recommendations; and define the association’s offerings to membership and others. I have spoken to countless audiences formally and informally. All of this provided me as much or often more value than my participation or words did to the audience or to SIMA.

It afforded me the opportunity to forge friendships and professional partnerships that have led to jobs, contracts and countless blessings in my life.

One of the first people I met and ultimately became friends with was Alan Steiman, who urged me to take a position that would allow me to focus

Our membership and tech teams are proud to unveil a new membership directory. This robust tool was worth the wait. The directory is designed to connect snow and ice professionals directly with the clients who need them most — property managers, facility owners and other decision-makers actively searching for winter service providers.

This digital resource is more than just a list — it’s a strategic platform built to elevate your business and put your expertise in front of highvalue prospects.

Ready to grow with SIMA? Visit directory.sima.org to review, update and optimize your listing.

100% of professional energy on the snow industry for 5 years of my career. He also helped me understand the value of getting involved and in giving of my time and blessings to grow SIMA and the industry. Today, I sit on the board of the SIMA Foundation, which continues and honors Alan’s legacy through a scholarship that provides Symposium registration and travel to first-time attendees. The highest ROI you will receive will always come from dedicated investments. Alan’s are still evident even after his passing.

If you have thought or said, “I just am not getting anything out my SIMA membership,” to paraphrase President John F. Kennedy, “Ask not what SIMA can do for you, but what you can do for SIMA.” Once you start, I guarantee a return — and I’ll look forward to working with you to further the professional snow and ice management industry together.

David Gallagher is principal for Spiritus Business Advisors. He has over 25 years of experience as a senior service-oriented leader on all aspects of property service. Contact him at david@spiritusba.com

Questions? Reach out to the membership and tech teams at memberservices@sima.org. We’re here and happy to help.

SIMA Leadership Forum

August 24-26, 2025 | Nashville, TN

Make a “sound” investment—join SIMA in Music City USA! Inspiring sessions and networking with a big dose of Southern hospitality awaits you at the 2025 Leadership Forum.

Live on stage

A GRAND OLE TIME

We’ll be steps away from the lights and sounds of Broadway so you’ll have plenty of time to explore the music scene and history of Nashville.

SPECIAL EVENT

The Music City Nights Cruise

General Jackson Show Boat

Monday, August 25, 2025 | 6–10 p.m.

Enjoy dinner and a show with your fellow industry leaders while “rollin’ down the river.”

Gold Level Sponsors

Event Level Sponsors

Scan here to check out the full event details and schedule.

BUILDING A TEAM: Diversity has helped Jessica Milligan, with brothers Conor and Gordon, fuel growth.

GENERATIONAL TRANSITIONS

The Milligan family took a smart, open approach to shifting ownership from the second to third generations. Page 14

building communitIES

At

Strathmore,

a shared value system emphasizes looking beyond the bottom line

BY PATRICK WHITE // PHOTOS COURTESY OF STRATHMORE

A lot has changed at Strathmore, a Canadian snow and landscape service company, since it was founded in 1963 by Elmer Milligan. What began as a small company in Quebec is now owned by his granddaughter, Jessica Milligan, CSP; and under her direction, Strathmore now services commercial properties from coast to coast across Canada. But even with impressive growth, and even in its third generation of family ownership (see sidebar), one thing hasn’t changed: a commitment to a set of core values that guides the way the Montreal-based company works.

“It wasn’t really something that was pushed or promoted in the family,” Milligan says of her decision to purchase Strathmore from her father, Danny. That happened officially in 2024 after a six-year process. “My two brothers (Gordon and Conor) and I both got into it because we saw the opportunity to continue building the legacy and to really work according to our own values. I worked a couple of years in other jobs, and I said, ‘If I’m going to do this, I’d rather do it with my family’s values than be implementing somebody else’s.’ ”

Valuing diversity

Milligan says the company is “very, very open to diversity.” At any given

time, Strathmore team members may represent 30 or more nationalities. “We always tell new team members: ‘You might work with people who have different points of view, different life experiences, different backgrounds; and as long as you’re committed to putting the company values first, you’ll be able to get along.’ ” That sentiment exemplifies the company’s commitment to creating an environment where different viewpoints can be heard and put forward. “And that’s only going to help innovation and understanding our customers’ needs better,” she feels.

Being committed to diversity also means a commitment to helping all employees succeed. On a practical level, that might mean being sure employees

have the translation tools to overcome language barriers. But Milligan says the biggest component is creating a “good work environment for people, treating them well, and letting them know that they can progress and develop within your company. That it doesn’t matter where they come from. People respond to that. There’s a big amount of loyalty in our team because of that.”

As a woman-owned company, Strathmore is “pretty unique in snow,” Milligan notes. And that sets the tone for the company’s makeup as a whole. “We have 25 percent women in our workforce; and the industry average for landscape is 8 percent and for snow removal it’s 4 percent,” she says. “There’s something around our openness to diversity that helps build a team where people feel comfortable working.”

Milligan says that valuing diversity has proven to be an asset not only to how the company services customers but also to finding employees in a challenging labor environment. “We’ll give opportunities to anyone who aligns with our values and will work alongside them, coach them, train them and help them develop their job into this career. It makes a big difference.”

WOMEN-OWNED: Jessica is proud that women make up 25% of Strathmore’s workforce, including Brooke August Darey and crew leader Gigi Guérard.

She’s proud of the loyalty that team members have for Strathmore, as well as the “spirit of goodwill” among former employees who have moved on to other careers or returned to their home countries to do some of the things they learned on the job.

Welcoming talent wherever it may be found has helped the company attract key leaders from other industries and those working for huge companies who are attracted by the ability to make a direct impact in helping Strathmore grow. “We’re getting some external expertise that is really helping us right now,” she says.

Climate consciousness

Strathmore also places a priority on providing the most environmentally responsible services possible. In the beginning, clients were just happy to hear about Strathmore’s efforts. But as more started receiving

Continued on page 14

STOP REPLACING PARTIALLY WORN SNOW PUSHER SHOES

Rotate wear pads in minutes with basic tools Replace only what’s worn, not the entire shoe

sidewalls from damage “Been

– Robert Wile Jr.

BUSINESS // COVER STORY

Continued from page 13

questions about their own corporate environmental impacts, “and their financing lenders started looking at their ESG (environmental, social, and governance) scores, they became much more interested. We can come to them and say, ‘Here’s what we’re doing on your property, and we’ve been doing it for X number of years. It gives them a step up in their ESG reporting,” says Milligan. “We’ve always wanted

to be partnered with our clients and responding to the challenges they have. When they were starting to look for environmental certification, LEED or other programs like that, we wanted to see where we could align.”

Strathmore has also taken steps to quantify its own environmental impact, including calculating their greenhouse gas emissions. The company has been certified for two years through EcoVadis, an

international governing standards board similar to the International Organization for Standardization (ISO) but specifically for ESG.

“The big thing with ESG, I think people don’t always understand it, is it’s about transparency. It’s not about necessarily being the greenest or the most diverse, but it’s about being transparent about where you’re at and the measures that you’re taking to improve. We have some specific objectives that we try to

A smart approach to generational transitions and company growth

When Jessica Milligan, CSP, decided to purchase the business from her father, Danny, she says “family-wise, it was really important to us that it be done properly. We’d seen family businesses implode after a generational transition.”

They worked with outside business, tax and legal advisors that could give non-biased, neutral advice, and she advises any family business contemplating a transition to do the same: “That helped us have the harder conversations and not have them turn into fights but rather to solution-oriented conversations. By the end, everybody was really satisfied with what was happening.”

During the two-year process, Milligan emphasizes, “we made sure that everything was out on the table, and that we all understood each other’s motives. That gave my dad confidence to sell his shares — that it was the right time to do it and the right thing to do. When it came time for him to actually retire, it was a very easy decision.”

Same values on a bigger scale

Milligan and her brothers, Gordon and Conor (who serve as vice presidents), run the company. She says that the key to Strathmore’s success has been “a really strong focus on quality and providing what the customer wants. When I came in, I saw an opportunity to just keep doing that at a bigger and bigger scale.”

She says the company strives to be a premium rather than a luxury service provider, adding that their ideal customer is someone who wants really good customer service and a high-quality level of service. “Sometimes clients will tell you, ‘Oh, you’re expensive.’ We’re not expensive. We’re offering you everything your property needs. We’re not cutting corners on your behalf — we’re really giving you the solution that’s best for what you’re asking. If they want high quality and peace of mind, they can call us.” Milligan likens the approach to manufacturers, which usually have base, premium and luxury models. “We want to be meeting our clients at the premium space. That’s where we’ve focused our energy; and by staying true to that and our values, the growth has been pretty impressive.”

While Strathmore now operates across the country, it wasn’t necessarily the plan: “When the opportunities came up, we said, if we’re going to do this, it has to maintain that level of quality,” Milligan says. In many cases, existing clients have brought the company into new markets, which helped put everyone at Strathmore at ease about expanding. “We

knew that we’d be able to continue doing really good quality work, and that would help us build a good quality team there,” she explains.

Milligan says Strathmore may continue to expand to new locations, as well as to grow in the locations it has moved into. “I think we’re open to both of those as long as we can do it with a really solid, committed team, putting the values first and working alongside good clients,” she says.

Team approach

Successful growth means “growing together” with its clients, vendors and employees, she says. “If our clients are moving to new cities or new buildings, they often bring us with them. Our team members can start in the field and really build a nice career, whether they want to continue working in the field or move into more of a supervisory role. We want them to feel like they can continue to develop within the company,” says Milligan. “And some of our suppliers are companies my father worked with back when he was a teenager. Anytime we deal with a supplier, we take the attitude of, ‘how do we become their favorite client?’ That means paying on time, respecting the work that they’re doing or the products that they’re supplying for us.”

MILLIGAN CREW: Third-generation owner and president Jessica Milligan with brothers Gordon and Conor, vice presidents, and their father, Danny Milligan.

FIGHTING FOOD INSECURITY:

Planting urban gardens on client properties allows Strathmore to use its expertise to supply local food banks. The team members seen here, Patricia, Alejandro and Elva, have more than 45 years combined with the company.

work toward year over year to improve our standings with EcoVadis.”

While electric equipment has become much more plentiful on the green side of the business — it started using zero-emissions lawn and landscape equipment in 2011 — “way before it was mainstream,” Milligan says there aren’t as many options in snow. But using technology to focus on good routing, planning and site maps can reduce emissions and materials, she states.

Milligan is eagerly awaiting new introductions to the snow market: “There will be some electric wheel loaders in the next two years, and mid-sized dump trucks. There’s a lot of pressure across all industries to start electrifying that category. We’ve already got our order in, so we’ll be

one of the first to try and test them.”

Using the attitude that the company can’t be closed to new ideas, Milligan says that Strathmore is committed to staying at the forefront of testing environmentally friendly technologies that might not be completely proven. “We’re always willing to do it, even if it means not making as much money.” That said, she emphasizes that adopting eco-friendly products and equipment usually doesn’t carry a huge financial penalty. “Very few

great solutions actually cost us money in the long run.”

Giving back

As a company with expertise in growing things, Milligan says it’s been natural for Strathmore to help grow food in the summer to help with food insecurity. “We’ve been doing urban agriculture going back to 2008 or 2009 — way before that was a buzz-

Continued on page 16

Continued from page 15

word,” she says. “We care for large commercial grounds, so we started talking with clients who were open to transforming some of their gardens into vegetable gardens. In doing that, the spaces are still beautiful, and we’ve been able to donate hundreds and hundreds of pounds of food to the local food banks.”

Employees at the client property may want to get involved, and Strathmore will put on workshops about growing gardens — something unfamiliar to many in urban areas.

Strathmore also focuses its capabilities and expertise to help create

“

and maintain gardens at palliative care centers in the communities where they work. “We want to be sure these facilities are beautiful, well-maintained places of peace. That’s been a cause that’s been pretty important to us for a long time,” she explains.

In addition to helping others, the volunteer work helps foster a sense of pride among Strathmore team members. “It gives them a connection to a bigger

We like to work for companies that have similar values as us. If you can get those two things to align, then you can work through a lot of issues together. If there’s a fundamental values misalignment, it’s just really hard to build a partnership with the client.”

— JESSICA MILLIGAN, CSP, STRATHMORE PRESIDENT

HAKKAPELIITTA TRI

The first winter tire for tractors,  Nokian Hakkapeliitta TRI , makes  sure your winter contracting has  all the grip and control you need –with or without studs.

purpose, rather than just showing up to shovel snow or plant flowers. If you’re planting kale that’s going to help a family in need in four months, or creating this peaceful garden, that’s pretty exciting,” Milligan says.

It’s also a continuation of the family values that have guided Strathmore for generations. “My dad instilled in us that building a good business is a creative venture,” says Milligan. “You can do it beautifully, and you can make your business a real work of art.”

Patrick White has covered the landscape and snow and ice management industries for a variety of magazines for over 25 years. He is based in Vermont. Contact him at pwhite@meadowridgemedia.com.

HAKKAPELIITTA LOADER

The first winter tire for wheel  loaders,  Hakkapeliitta Loader, offers you speed, stamina and  control. Unmatched grip and  durability in the market –both  winter and summer.

MAKE SHORT(ER) WORK OF

ANY JOB

Designed to make the most of Class 4 to 6 trucks, the PRO PLUS® HD straight blade plows meet the demands of heavy-duty commercial and light-duty municipal snow plowing. The all-new PRO PLUS HD in 9' width brings the heavy-duty performance while making it easier to transport between jobs.

By Nataly Mualem

Visa program can be a viable option for winter operations

IN THE EARLY HOURS of a January morning in Northwest Arkansas, two men were detained by federal immigration officers while enroute to their landscaping jobs. A similar scene unfolded in Indian River County, Florida, where a landscaping company reported that three of its employees were taken into custody during a coordinated operation involving Immigration and Customs Enforcement (ICE) and local law enforcement.

These incidents underscore the challenges faced by companies that rely on seasonal labor. The H-2B visa program has long served as a vital resource for these businesses, allowing them to legally employ foreign workers during peak seasons. However, the program is not without its complexities and limitations. Employers must navigate a rigorous application process, adhere to strict compliance requirements, and contend with annual visa caps that often fall short of industry demand.

As the winter season approaches, snow and ice management companies must weigh the benefits and challenges of utilizing the H-2B program. While it offers a legal pathway to meet labor needs, the program's constraints

EDITOR’S NOTE:

Utilizing H-2B workers has long been common in the landscaping industry but it can also be used for winter services when done correctly. This special section takes a deep dive into the process, employer requirements, acclimating workers, and important information for the upcoming application period.

Today, the program allows for 66,000 visas per fiscal year (a cap in place since 1990) split evenly between October through March and April through September. When more petitions are received than visas available, often within the first day of filing, employers are entered into a randomized lottery. Sometimes, there’s a bonus round — a supplemental cap — where the Department of Homeland Security releases extra visas mid-year, often with strings attached (e.g., only available to returning workers or certain countries). The randomized lottery adds a layer of unpredictability, but also urgency.

Applying for the H-2B program isn’t a single form you fill out and forget. It’s more like a relay race between three federal agencies, with each handoff requiring precision—and a stack of paperwork. The Department of Labor (DOL), Department of Homeland Security’s U.S. Citizenship and Immigration Services (USCIS) and the Department of State (DOS) all get their turn with your case. Here's how it plays out:

and the broader context of immigration enforcement add layers of uncertainty to workforce planning.

In this special section, we will delve deeper into how the H-2B program operates, its significance for snow and ice management companies, and the obstacles that employers must overcome to effectively utilize this resource.

From the margins to the mainstream Before it became essential to snow removal teams and resort crews, the H-2B visa was just a quiet clause in the Immigration and Nationality Act of 1952. Originally part of a single “H-2” category for temporary workers, it was later split into two programs by the Immigration Reform and Control Act of 1986—H-2A for agricultural

jobs and H-2B for everything else. Over time, H-2B grew into a workforce strategy for industries like landscaping and snow and ice management that needed hands-on help, but only for part of the year.

These employers learned that when business surges with the seasons, flexibility is everything—and H-2B delivers just that.

Despite its quirks, the H-2B program remains one of the few legal pathways for seasonal employers to scale up without overcommitting year-round. It requires paperwork, timing, and patience — but for thousands of U.S. businesses, it’s the only route that makes operational and legal sense. In a labor market full of shifting rules and rising scrutiny, H-2B isn’t perfect — but it’s a path that works when you learn how to walk it.

STEP 1: PREVAILING WAGE DETERMINATION

Ask the Department of Labor for the minimum legal wage for the role you’re hiring. You’ll need to prove you’re offering at least that wage to any H-2B workers and their U.S. equivalents.

STEP 2: TEMPORARY LABOR CERTIFICATION (TLC)

File for TLC certification to prove:

• The need is temporary (seasonal, peak load, intermittent, or one-time).

• You have enough work to keep those workers employed.

• Enough qualified U.S. workers aren’t available.

• Hiring foreign workers won’t hurt U.S. workers’ wages or working conditions.

STEP 3: RECRUITMENT

Recruit U.S. workers — not just to check a box but to show real effort. That means placing ads at the physical worksite, posting jobs with your state workforce agency, and reaching out to past U.S. employees. Only when this process comes up short — which it almost always does — can you move on to hiring H-2B workers.

STEP 4: PETITION

Once you’ve received a certified TLC, file Form I-129 (the formal petition for H-2B status). USCIS reviews the petition and, if satisfied, gives the green light for your named or unnamed workers to move to the next stage. USCIS is the guardian of the visa numbers. A receipt with USCIS holds the spots.

STEP 5: VISA APPLICATION & CONSULAR PROCESSING

Your workers take their approval to a U.S. embassy or consulate in their home country for visa stamping and interview. Once approved, they’re cleared to travel and report for work.

IF YOU HAVE WEATHERED MORE THAN ONE H-2B

STORM, this section is for you. Between us, you love and hate this program, right? Probably in the same week.

It’s not the concept you hate — it’s the inconsistency. One year you get workers on time, the next year you're capped out and staring at 10-day forecasts with no one to trim the hedges or finish the hardscaping. That unpredictability? It’s maddening.

But here’s the good news: you can build consistency with strategies that are legal, proven and used by some of the most successful seasonal employers in the country.

Spring vs. fall: Play the odds not the calendar Your season might technically start in spring. But if you wait to file for a spring start date (April 1 or later), you’re entering the lion’s den. Most applicants — especially landscaping and hospitality companies — flood the system for those spring visas. The result? The odds of selection drop fast: 1-in-3 and sometimes worse.

ACT NOW: To have a chance at obtaining workers for the October-March visa pool, be ready to go no later than July 1.

By filing for an October 1 start date (the fall cap) for a snow removal visa, you’re entering a smaller pool with tremendously better odds. Even if your snow contracts don’t ramp up until December, filing for a fall start date doesn’t mean you’re stuck. Craft a job description that reflects the full scope of your seasonal need — from preseason equipment prep, salt staging and site walkthroughs in the fall, to full-force snow and

DON’T GO IT ALONE

ice removal in the winter. That way, your workers are already in place and ready when the real weather hits. No scrambling, no last-minute petitions — just boots on the ground when it counts.

Cap exemption: An H-2B loophole

Once a worker is counted under the cap in any given fiscal year, they’re cap-exempt for the rest of that year. This means if you file a petition for fall, and your workers enter in October, you can later file a new petition (even with a different job or location) and bypass the cap. That’s why many snow companies use the fall window to lock in workers who can legally transition into winter and spring roles without the cap headache.

Worker sharing: Build alliances, not just crews

Missed out on the cap? Or getting started late in the season? You might not be out of options. If another employer’s snow-heavy workload wraps up in March, their cap-counted H-2B workers may be looking for their next assignment — and that’s where you come in.

With the right paperwork (a named petition and valid job offer), you can legally bring on cap-exempt workers who are already in the U.S. — no consular delays and no visa cap to worry about. Just a chance to finish your season strong with a crew that’s already trained, vetted and ready.

These H-2B handoffs are already happening quietly across industries — a snow crew handing off to a landscaper in Illinois; a ski resort transferring staff to a golf course in Georgia. It’s legal. It’s strategic. And if you’re not exploring it, you’re probably leaving talent on the table.

Multiple petitions: Legal, strategic and safe

You can file more than one H-2B petition per season — as long as they’re for different jobs or locations with genuine need. Once they are here, they can be transferred between the different petitions. This gives them multiple shots at the cap while spreading out the risk of denial or lottery loss. You don’t have to put all your eggs in one cap-date basket.

The H-2B program is a powerful tool — but it’s not plug-and-play. Between shifting caps, new compliance rules, site visits, and visa lotteries, the stakes have never been higher. Whether you’re filing early to beat the odds or hoping to bring in cap-exempt workers to salvage a season, one thing is clear: you need to work with a team who knows how to navigate this storm. With the right strategy and support, you can turn uncertainty into opportunity — and keep your business moving, no matter what the forecast says.

GETTING WORKERS HERE IS ONE THING. Keeping your business compliant is another. H-2B employers are on the hook for a long list of obligations — some reasonable, some rigid, all enforceable. You must:

• Cover the cost of visa processing and travel to the worksite

• Reimburse return travel if the worker completes the job (or is terminated early)

• Supply tools and equipment at no cost to the worker

• Pay overtime and prevailing wage

• Maintain records in case the Department of Labor comes knocking

ONCE YOUR H-2B WORKERS ARRIVE, the job is just beginning — and not just for them. Employers often wonder: Do I have to provide housing? Can my workers get around? What happens if someone wants to get a driver’s license? Here’s what you need to know.

Housing: Optional but strategic

H-2B does not require employers to provide housing. That said, most companies choose to offer it because it’s easier. Housing helps ensure workers show up reliably and on time (especially in areas with no public transportation); control costs; and maintain accountability.

Employers who offer housing typically deduct reasonable costs from paychecks, so long as the rates are approved and disclosed. Others provide free housing as a recruitment incentive, or lease properties nearby and charge below-market rent to cover utilities and upkeep. There’s flexibility — but no excuse for substandard conditions. If you offer housing, it must be clean, safe and compliant with state and local laws.

Transportation

Transportation isn’t required but it can make or break your operation. In rural or suburban areas, many H-2B workers can’t just hop on a bus to the jobsite. Employers often provide daily transport — via van or carpool — or coordinate ridesharing within crews. Here’s a fun fact that surprises a lot of people: H-2B workers can get driver’s licenses. As long as they bring their visa, passport and I-94 record, they’re eligible

to apply in most states. Some employers even help experienced workers apply for licenses so they can drive the crew vehicle. It’s one of the easiest ways to build internal leadership and cut down on logistical stress.

Local Life: What else can they do?

H-2B workers are legally authorized to live and work in the U.S. for the duration of their visa. That means they can open bank accounts; send money home through remittance services; shop, travel locally, and live fairly normal lives. What they can’t do: work for another employer, start a side hustle, or stay past their authorized period without consequences.

A NEW SET OF REGULATIONS TOOK EFFECT

JANUARY 17, 2025, as part of the Department of Homeland Security’s Final Rule on Modernizing the H-2 program. According to DHS, the goal is threefold: improve efficiency, protect workers and crack down on program misuse. Sounds fair — but what does that actually mean for you?

Faster processing, fewer loopholes

USCIS is working to streamline some of the red tape.

The new rule removes the annual “eligible countries” list, so you no longer have to worry about whether your workers are from an approved country. There’s also a simplified rule around how long workers must be outside the U.S. to “reset” their three-year maximum stay — just 60 consecutive days. In other words, fewer bureaucratic delays, and clearer standards.

New grace periods and greater worker mobility

1 2

The final rule also introduces flexibility for H-2B workers, including:

•A 60-day grace period if their employment ends early, giving them time to find another job or prepare to leave.

•Permission to start working for a new employer immediately upon filing a valid transfer petition (instead of waiting for USCIS approval).

•Clarification that brief periods before and after the approved work dates (10 days before, 30 days after) won’t count against status.

This is huge for employers who need to onboard capexempt workers quickly — and for workers trying to avoid falling out of status if a contract ends early.

Stronger worker protections, higher employer stakes

H-2B workers now have formal whistleblower protections, modeled after those in the H-1B program — meaning if someone reports abuse or violations, and you’re not playing by the book, things can escalate fast.

Enforcement on the rise

4 5 3

The new rule imposes mandatory and discretionary grounds for denial or revocation of petitions if employers:

•Charge illegal recruitment or placement fees

•Commit labor law violations

•Interfere with site visits or fail to cooperate with USCIS

•Retaliate against whistleblowers

If it feels like there’s more scrutiny on seasonal employers lately, you’re not imagining it. Enforcement is on the rise, and H-2B employers are firmly in the spotlight. In just the past year, ICE has carried out coordinated workplace raids, detaining employees and triggering investigations. At the same time, I-9 audits are increasing — with agents showing up unannounced and reviewing everything from worker documents to internal payroll records.

Clean house now

New grace periods and streamlined rules mean more options for managing your workforce. But stronger compliance tools mean higher risk if you get it wrong. Review your I-9s. Ensure no worker is paying fees to recruiters. Update internal policies for site inspections and document retention. This year isn’t business as usual. It’s business with a spotlight on it. Assume you’ll be checked — and prepare like it’s already on the calendar.

Immigration and employment: Compliance and documentation are key

By Jared Nusbaum

AS THE U.S. LABOR MARKET EVOLVES and employers face growing challenges in attracting and retaining talent, foreign-born employees are increasingly integral to workforce development. However, employing individuals who are not U.S. citizens or permanent residents can raise complex legal issues, particularly in the areas of work authorization, compliance and risk management. Understanding the legal framework governing immigrant employment is essential for employers seeking to remain compliant while capitalizing on a diverse talent pool.

Employment eligibility and Form I-9 compliance

Federal law mandates that all employers verify the identity and employment authorization of every new hire through the Form I-9 process. Employers must complete and retain this form for all employees hired in the United States, regardless of citizenship or national origin. Best practices include:

• Verifying required work authorization documents immediately upon hire and prior to the employee beginning work.

• Refraining from requesting specific documents or treating individuals differently based on perceived immigration status.

• Periodically auditing internal I-9 records to ensure accuracy and avoid exposure in the event of a government inspection.

Civil penalties for paperwork violations and unauthorized employment can be significant, and Immigration and Customs Enforcement (ICE) has increased worksite enforcement actions in recent years.

Work authorization maintenance and retention

Immigration status is inherently fluid, and employers must remain vigilant in tracking the expiration of work authorization documents and visa statuses. This includes:

• Monitoring visa and Employment Authorization Document (EAD) expiration dates.

• Planning in advance for extensions or changes in immigration status.

• Addressing the immigration consequences of layoffs or job changes, which may require notification to USCIS and trigger grace periods.

For long-term workforce planning, many employers pursue permanent residence (green card) sponsorship. This multi-step process — typically involving labor certification and I-140 immigrant petition filing — requires coordination and strategic timing.

Proactive compliance and internal policies

Given the significant financial and reputational risks associated with immigration noncompliance, employers are advised to adopt robust internal compliance programs. These may include:

• Regular internal audits of I-9 documentation and sponsorship records.

• Training HR staff on proper verification procedures and non-discriminatory hiring practices.

• Legal review of policies regarding layoffs, corporate restructuring, or changes in job duties for visa holders.

Engaging immigration counsel early in the hiring or sponsorship process can help employers avoid pitfalls and remain compliant with evolving federal guidance and enforcement trends.

Immigrant workers play a critical role in today’s economy but employing them requires more than good intentions. Legal compliance is not only essential to avoiding fines and penalties, it is also key to building a sustainable, inclusive and competitive workforce. By implementing best practices, staying current on immigration developments, and seeking legal guidance as needed, employers can navigate the complexities of immigration law while meeting business objectives.

JARED NUSBAUM is an attorney with the law firm of Zlimen & McGuiness, PLLC in St. Paul, MN. His practice areas include employment law, small business law, litigation, and bankruptcy. Email him at jnusbaum@zmattorneys.com.

mirror, mirror

Use closeout reflections to celebrate successes, identify issues and

plan meaningful changes

BY JENNY GIRARD, ASM

IT’S JUNE, YOUR SEASON HAS WRAPPED UP, or the finish line is finally in sight. You’ve made your last pass, pushed your last pile, and treated your final walkway.

Now what?

There’s no better time to pause and reflect on the season. What better way to do that than alongside your peers? In this article, we’ll dive into why reflection is so valuable at this stage — and how you can make the most of your time at industry events to learn, grow and gear up for an even stronger season ahead.

Why reflection matters

For many in the green and snow industries, spring brings a fast shift in focus. It’s tempting to push the snow season aside (no pun intended) and promise to revisit it “on a rainy day.” The problem is, those rainy days rarely come; and when they do, momentum and details have faded. Valuable data gets lost, and with it, the chance to improve.

Just like any well-run project, your snow season deserves a proper close-out. Reflection gives you the insight to celebrate what worked, identify what didn’t, and use the offseason to make meaningful changes.

If you’re looking for a full checklist of close-out logistics — equipment prep, ticket reconciliation, inventory and more — SIMA offers excellent resources to guide you through that process. But in this article, we’re taking a more strategic lens. This is about looking inward to examine how your people performed, how resources were used, and how your clients experienced your service to uncover where change is needed.

By taking the time now to review your season at this level, you create space to address those gaps during the offseason and head into the conference season and next year’s planning already aligned with the areas that matter most for your business’s continued success.

personnel review

Your team is where it all starts — and ends. Before you move on to anything else, reflect on how they operated this season. Identify what supported success, where breakdowns happened, and what needs attention while you have breathing room to work on it.

Communication, Clarity & Confidence

Ask yourself: Were our teams aligned across roles, shifts, and departments — and did they feel confident in their responsibilities?

Pay attention to: Misunderstood assignments, repeated coaching on the same tasks, hesitation in decision-making, or reliance on one or two team members to lead or correct others.

What to do next: These challenges often point to unclear roles, gaps in training, or weak communication structures. Review where breakdowns happened. Was it in how expectations were set, how training was delivered, or how leadership communicated? Make space for honest team feedback in debriefs and one-on-ones and adjust your training plans accordingly. When your team knows what’s expected — and how to deliver — they’re more confident, more efficient, and more invested.

Engagement, Feedback & Retention Planning

Ask yourself: Did our team feel engaged and valued — and do we have a clear path to bring back our best people next season?

Pay attention to: Low participation in meetings, minimal feedback, early exits, late arrivals, or seasonal staff who don’t return.

What to do next: Engagement isn’t just about morale — it’s a reflection of leadership, recognition and culture. Use offboarding conversations and informal check-ins to understand what your team experienced this season. Ask about workload, communication, team dynamics and future goals. What you learn now can shape how you structure roles, support growth and strengthen buy-in. Use the offseason to reconnect with your team’s needs — and turn short-term workers into long-term assets.

Asset Review client Review

Assets go far beyond plows and trucks. They include the tools, tech, materials and facilities that keep your operation running. Now’s the time to look at how well those resources supported your team and the organization. This isn’t just about counting inventory — it’s about finding the gaps, improving processes and making smarter decisions for next season.

Condition & Accountability

Ask yourself: Did our assets finish the season in the shape we expected? Were tools, materials and equipment reliably tracked and returned?

Pay attention to: Damaged or missing items, inconsistent inventory logs, last-minute equipment swaps, or confusion around where things should be.

What to do next: If issues popped up, it may reflect a breakdown in expectations, not just systems. Take a closer look at how asset use and responsibility were communicated. Were team members trained on proper handling, storage and reporting? Use the offseason to revisit your check-in/check-out process, clarify roles and make sure your resource management plan includes training — not just tracking.

Utilization & Deployment

Ask yourself: Were our assets — equipment, materials, facilities, and dollars — used effectively throughout the season? Did we have what we needed, where we needed it, and in the right quantities?

Pay attention to: Over- or under-used equipment, staging inefficiencies, material overages or shortages, and inconsistent usage compared to forecasts.

What to do next: Review how asset usage lined up with your estimates and actual service demands. Gaps may point to challenges in procurement planning, material forecasting or how you’re staging and scaling resources across sites. Use this insight to refine your estimating process and purchasing strategies so you're making decisions based on patterns, not pressure.

Clients are more than names on a contract — they're part of how your business runs and grows. Take a step back and ask the hard questions: Were the relationships solid? Was the work profitable? Do you have the documentation and data in place to protect the business and plan smarter for what’s ahead?

Contract Alignment & Relationship Health

Ask yourself: Did we deliver on the contract and are we building the kind of client relationships we want to keep?

Pay attention to: Ongoing misunderstandings, repeated change requests, or disconnects between what the client expected and what your team delivered.

What to do next: Evaluate the relationship just as much as the contract. If a partnership didn’t feel right, ask why. Was there a communication breakdown? Were expectations unclear from the start or did they shift mid-season without proper adjustment? Take time to uncover the root of the disconnect, and use that insight to refine how you scope, communicate and manage client expectations. If you have strong relationships, invest in growing them. If not, figure out whether the issue lies in the client fit, your internal process, or somewhere in between — and make the changes now before renewal conversations begin.

Documentation, Risk Mitigation & Estimating Accuracy

Ask yourself: Do we have the right documentation in place to protect the business and support better decision-making?

Pay attention to: Gaps in contract language, unclear scopes, missing service confirmations, inconsistent photos, and a lack of communication records that could affect invoicing, client clarity or liability.

What to do next: Tighten your documentation process — what’s collected, how it’s stored, and who’s responsible. Solid documentation protects you from risk, strengthens client trust, and gives you the data you need to estimate more accurately, price more confidently, and grow more strategically.

Turn insight into action

You’ve taken the time to reflect. If you’re attending the Snow & Ice Symposium, you’ll be in a space where those insights can grow — surrounded by peers, industry leaders, and fresh ideas. It’s your chance to pressure-test what you’ve uncovered, explore solutions, and walk away with next steps. But the value you get depends on how you show up. Here are a few ways to make sure your to-do list turns into real progress:

1 Arrive with clarity. Whether it’s a printed summary of your reflections or just your top three focus areas, have a clear plan on how you’ll use the Symposium to improve.

2 Prioritize sessions that align with your gaps. Choose topics that match your pain points — not what sounds interesting in the moment.

ALL-NEW PRO-PLOW® 3

Move snow efficiently season after season with the Pro-Plow 3 line of straight blade plows. Compatible with trucks and tractors, available in 7’6” and 8’ widths.

3 Use the expo as a targeted search tool. Walk the trade show floor with a purpose to connect with exhibitors whose products and services connect directly to the weaknesses or inefficiencies you identified.

4 Ask questions that go beyond the basics. In sessions or on the floor, ask others: What would you do differently if you were in my shoes? How are you handling ___ this season?

5 Make new connections. Introduce yourself to someone new, share what you’re working on, and ask what they’ve learned. One meaningful conversation a day can shift your whole perspective.

6 Don’t leave without a plan. For

every big idea, ask: Who on my team can help execute this? What’s the first step? Block time after the show to revisit and prioritize.

Even a quick gut-check like this can help focus your attention during the event and guide you toward the right conversations, tools, and takeaways.

Whether you came into the Symposium with a full review or you're reflecting on the fly, use what you learn here to build out your process, fill in the gaps, and create a more informed, more intentional plan for what comes next. This is where reflection turns into real momentum.

Jenny Girard, ASM, is client success implementation specialist for The Integra Group. Contact her at Jenny.Girard@TheIntegraGroup.com or 518-231-9748.

Jenny will present “Use the Customer Experience to Fail Safe Your Operations” at the Snow & Ice Symposium on June 19 at 9 am. She’ll also moderate a conversation on “Navigating a Male-Majority Workplace” in the Riverside Lounge in the exhibit hall at 11 am on June 20.

the real cost of chaos

Fortify your processes to protect your bottom line

By BENJAMIN MECK, CPA, CFP, ASM

IT’S NOT JUST ABOUT SNOW EQUIPMENT COSTS, or being able to mobilize dozens of shovelers on short notice. Most of the margin erosion in this industry comes from disorganized back offices, unclear expectations, and weak internal systems. Margin slippage from missed billing, crew confusion and underpriced jobs will eat away at your profit.

This is why processes matter. Whether you’re running 2 plow trucks or 50, improving your internal operations is one of the few things you can control in a chaotic business environment.

If you want to protect your bottom line, you don’t need to reinvent the wheel. You just need to tighten a few bolts. Here are six ways to do that.

KNOW WHAT EVERY JOB REALLY COSTS

You can’t price your next storm right if you don’t know your numbers today. When you’ve made it through one season and are getting ready to start selling for the next, take a hard look at what it took to service each site. Be sure to include materials, labor, subcontractors, fuel, machine hours, site complexity, and customer interactions in your metrics.

Remember, it’s not just about the hard, tangible costs. Consider creating personalized factors to help evaluate subjective, qualitative issues. One idea: build difficulty scales for both site complexity and customer relationships. You might be surprised which accounts are making you money and which ones are dragging you down.

Cash flow keeps you in business. If you’re waiting weeks, or worse, months to get paid, your billing system probably needs a serious tune-up. Clean invoices, clear service logs, and photo proof go a long way. Better yet, get it all out the door fast, while the storm is still fresh in your client’s mind.

Once you’re spreading mulch and scheduling weekly lawn mowing, you’ve already lost most of your collections leverage. A snow invoice when it’s 70°F? That’s a tough sell. Quick billing is critical. Most companies delay at least a week, buried in snow ops and scrambling for field reports. Build your process so that invoices go out quickly and consistently.

Use an aging sheet as a standing report to track unpaid balances and make it visible to the team. Consider tying collections to compensation. Give your account managers a reason to push for payments by rewarding paid invoices, not just billed ones. The job isn’t done until the check clears.

Storm nights are not the time for “I thought you were covering that lot!” Your crews need real-time info, clear routes, and simple checklists they can follow without calling you 10 times. Whether it’s a shared spreadsheet or an app, set up a system that’s easy to follow, especially when things get hectic. Keep it simple, keep it consistent, and train for ideal and worst-case conditions.

A good contract should protect you, not just get the client who signed. Are your service levels clearly defined? Are your triggers clear? Who’s on the hook for slip-and-falls or damage claims? What’s required to submit an invoice, and what are the payment terms? A little legal review now can save a lot of heartache later. Don’t let vague language put your profit and reputation at risk.

The offseason is your chance to breathe and to build. Train your team. Tune up your equipment. Revisit your pricing model. Set up systems that make things smoother when the flakes start flying. It’s not always glamorous work, but this is where the real money gets saved. The time to sell next season’s work is already here or just around the corner. It’s better to get it done now than scramble later to figure out how to serve what you’ve already sold.

When it comes to understanding your business, a gut feeling only goes so far. Whether it’s weekly cost summaries, route profitability snapshots, or clientby-client breakdowns, a little visibility goes a long way. It doesn’t need to be fancy, just consistent. Build simple reports you can review regularly and use to guide decisions. If your books are months behind or your reports are too clunky to use, it’s time to fix that. The right information, delivered at the right time, can be the difference between staying busy and staying profitable.

Fortify for the storms ahead

There’s no magic button that guarantees profit in this business; but there are ways to build a company that runs smoother, handles surprises better, and keeps more of what it earns. That’s what strong processes do. They fortify your business and protect your bottom line.

When the weather turns, the labor market shifts, or costs spike, you want to be standing on solid ground. The right systems give you something to rely on when everything else is unpredictable.

Help is readily available to get moving in the right direction. You and your leadership team are responsible for your success, but that doesn’t mean you have to do it all alone. If

you’re ready to improve the way your business runs behind the scenes, you have options. You can build a stronger team, connect with peers in the industry, or bring in consultants who know what to look for and how to fix it. You’ve done the hard work. Now make it count. Let’s turn those drifts of white into stacks of green.

Benjamin Meck, CPA, CFP, ASM is an advising partner of Greendrift Advisors and the Deputy Managing Director of Accounting Services for Baldwin Management, LLC. Contact him at  bmeck@greendriftadv.com.

BUSINESS // POSTSEASON LOOSE ENDS

invoice clearing

Accounts receivable: Navigating the seasonal balancing act

By MIKE McCARRON

AS SPRING UNFOLDS, plows are washed and stored, equipment is assessed for damage, and business owners evaluate the past season’s successes and challenges. Amid this transition, account managers face the pressing task of clearing past-due snow removal invoices before the next seasonal rush.

Payment terms vary widely — some accounts operate on a net 30day cycle, while others extend to 65 days. This variability can complicate financial planning, particularly for seasonal businesses. Unlike year-round grounds maintenance providers, snowonly service businesses often lack the same pressure to maintain strong client relationships since overdue payments do not necessarily jeopardize future contracts. Understanding these dynamics is key to navigating winter service agreements effectively.

Managing client categories

To streamline operations and mitigate payment issues, businesses should categorize clients into two distinct groups: snow-only clients and those

Mike will present “How Do I Keep the Team Busy in Low-Snow Seasons?” at the Snow & Ice Symposium on June 19 at 10:45 am. He’ll also moderate a discussion on “Cultivating Your #2” in the Riverside Lounge on the trade show floor at 9:30 am on June 20.

Stay ahead with smart documentation

Strong documentation practices are essential for managing overdue payments and preventing disputes. Before the season begins, businesses should capture detailed photos and videos of service locations. These records serve as critical evidence in cases of alleged property damage, preventing payment delays that could stretch beyond 30 days.

For best results, photos should be taken both during service events and after storms — especially as snow piles recede. Organized documentation not only efficiently resolves disputes but also reflects a company’s commitment to professionalism. Assigning a dedicated team member to oversee this process ensures all files are properly cataloged and readily accessible.

who utilize snow and summer services.

This classification allows companies to anticipate potential renewal challenges, especially when collecting past-due payments at lessthan-ideal times. Internal staff should tag these accounts accordingly to better forecast financial risks.

Snow-only invoices, particularly those on a time-and-material basis, can be among the hardest to collect. As spring arrives, leverage diminishes, making overdue payments increasingly difficult to secure. Conversely, seasonal snow clients often provide monthly payments, helping offset costs in advance.

The most challenging scenarios occur when a client has yet to renew summer services and still owes payments for winter work. Some may try to negotiate lower rates by leveraging their ongoing relationship. Others, especially if a site manager has changed, might delay the process

as they explore alternative vendors. By recognizing these patterns, businesses can proactively address payment hurdles, improve contract renewals, and ensure greater financial stability.

Check in early

Timely communication is equally vital. Account managers and front-office staff should engage property owners and management teams immediately following each storm to address concerns before they escalate. Small oversights can compound over time, making on-time payments increasingly difficult to secure.

Mike McCarron is president and founder of Image Works Landscape Management, a commercial landscape maintenance and snow removal firm in the Northern Virginia market. He has 20+ years of industry experience. Email him at mike@imageworkslandscaping.com.

SALTING DONE YOUR WAY

When the temperature drops below freezing and ice threatens, you’re the one calling the shots. And in that moment, you want things done your way. The Renegade™ stainless steel hoppers, available in 1.5 cu yd to 5.0 cu yd capacities, provide your choice of material delivery system—chain or HELIXX™ shaftless auger—allowing you to optimize your spread pattern to the de-icing material you use.

MAKE YOUR MARK.

TRIPLE THREAT COMPATIBLE PRE-WET & DIRECT LIQUID APPLICATION ACCESSORY SPREAD, PRE-WET, & SPRAY

WITH MARTY GRUNDER

The snow's gone — now what?

Snow is a giant source of frustration for property managers. Be their solution and get things all lined up so they can rest easy.

Snow season has been replaced by rainy season. Plows are parked, salt bins closed, and your team has moved on to other work. At Grunder Landscaping, we’re all-in to our spring landscaping season, but that doesn’t mean we’ve forgotten about the snow. If you want next winter to run smoother or to be more profitable, now is the time to lay the groundwork. Right now, smart snow contractors are:

1

Performing a postseason autopsy

What went well? What didn’t? Where did the wheels come off? Great companies hold a full debrief with both the sales and operations teams while the season’s still fresh in everyone’s minds. Ask your team:

Where did we lose time?

What equipment issues slowed us down?

What jobsites need a better plan for where we pile snow?

Did we let anyone down? Can we avoid doing so again next year?

Who complained, and why?

What expectations should we set with clients from the start of the season to make it run smoother?

2

Which jobs were not as profitable as they could’ve been?

Locking

in renewal contracts early

Smart contractors are always thinking about the renewal — even smarter contractors are securing multi-year contracts. For contracts up for renewal, be quick to approach those clients for a discussion while the season is fresh in their mind. If you can get their landscape maintenance work, too, that’s even better! Remember that snow is a giant source of frustration for property managers. Be their solution and get things all lined up so they can rest easy.

3

Planning equipment maintenance

Inspect, service and evaluate every piece of snow equipment — and decide what needs to be repaired, sold or replaced.

We evaluate our equipment on a truckby-truck basis: when a truck is requiring too many repairs, it’s time to retire it. Contractors often tell me that they don’t want to get rid of something because it’s paid for — but that’s not always wise. When a truck starts running up repair bills or having lots of downtime, that’s when we replace them.

We’ve learned a lot from other contractors on this front; and as someone who likes to have a nice-looking fleet, I’ve also learned to hold on to some of our workhorse trucks. We have some old trucks that we use for salting that mechanically just won’t quit. We keep them around and hide them during the daylight hours. ��

My point is this: a hard and fast rule on when to retire equipment can hurt you. Look at the bigger picture and make decisions based on repairs and down time.

4

Evaluating pricing and routes with data, not emotion

Review actuals vs. estimates. Did a 3-hour route turn into 6? Did you underbid a high-maintenance site? Fix it now — not after you’ve signed the same bad deal for another year.

Final word

What you do right now determines whether next season is stressful and chaotic or smooth and profitable. There’s nothing we can do about long hours pushing snow during a big event, but there is a lot we can do to set our teams up with smooth routes, realistic client expectations, and reliable equipment. Focus on what you can control this spring and summer, and you’ll be in great shape come winter.

Marty Grunder is founder of Grunder Landscaping Co. and The Grow Group coaching firm.

BUSINESS // POSTSEASON STRATEGY

structure before the storm

Set up your snow business for maximum productivity

By DANNY KERR

BY THE TIME WINTER WINDS DOWN, most snow and ice contractors are exhausted — and for good reason.

The season doesn’t just take a toll on your equipment. It tests your leadership, your systems, your patience ... and, if we’re honest, sometimes even your sanity. The question is: What do you do with the breathing room you have right now?

At Breakthrough Academy, we’ve coached over 1,537 contractors across North America — including some of the snow and ice industry's top performers. And what we see, year after year, is this:

The companies that use the offseason to tighten their systems are the ones that win when the snow flies.

If you’re serious about making next winter smoother, smarter and more profitable, the time to act is now. Here’s how to start.

When the flakes start falling, it’s too late to fix a broken system. You need clear structure before you’re buried in work. When a major storm is three days away and your team is already stretched thin, it’s too late to reassign responsibilities or rethink your dispatch systems. Great companies build structure before they need it, and that starts with three basics:

An organizational chart: Who’s responsible for what? Is it written down or just assumed?

Clear roles and responsibilities: Every team member needs a defined lane — especially when shifts change, storms drag on and fatigue sets in.

A meeting rhythm: Quick, consistent meetings help teams stay connected and focused during chaos.

The goal isn’t to make your business bigger — it’s to make it clearer. When everyone knows where they fit, they perform better under pressure.

Most contractors design systems based on how things feel today. That’s a mistake. Businesses don’t grow in a straight line, and winter rarely cooperates with neat planning.

Smart leaders build structure based on the company they’re trying to become — not just the one they are now. “If I doubled my contracts next season, would this system still hold up?”

Ask yourself:

• Could this system still work if I double my workload?

• Would my current team structure survive a 50-inch snowfall month?

• Can my field managers lead without me micromanaging every move?

If the answer is no, it’s time to rethink your structure while you have the space to do it thoughtfully. Structure for the future, not just patching today’s problems. That’s what sets up a business for real, sustainable growth.

Build for scale, not survival step 2

Build your structure now step 1

put systems before heroes step 3

You might have a few “rock stars” who carried you through the worst storms this year. They keep companies alive in tough seasons, but they aren’t a long-term business strategy.

WARNING: Building your business around heroes — instead of systems — is risky.

Systems beat heroes every time because:

• Systems don’t burn out.

• Systems don’t call in sick or quit unexpectedly.

• Systems can be taught, scaled and improved.

While loyalty and skill are invaluable, it’s about leadership, structure, and consistency ... not just hard work and heroics.

control the chaos — Don't chase it step 4

In snow and ice management, unpredictability comes with the territory. You can’t control the weather, but you can control how prepared your team is to handle it. Living in chaos inside your company is optional. The best contractors "pre-load" their seasons by:

• Defining decision-making authority in advance.

• Standardizing onboarding for seasonal staff.

• Scheduling key internal meetings for preseason, midseason and postseason.

• Establishing clear communication channels (text threads, dispatch boards, shift leads).

The smoother your internal machine runs, the more you can absorb the uncontrollable weather variables without losing your mind — or your margins.

You don’t need another brutal winter to “prove” how tough you are. If you want to move from “barely surviving” the season to actually thriving through it, you need smarter systems that make the next season smoother for you, your crews and your bottom line. The window to act is right now. Building structure isn’t just a nice-to-have. In snow and ice management, it’s a competitive advantage.

Danny Kerr is founder of Breakthrough Academy. Email him at danny.kerr@ btacademy.com or visit www.btacademy.com for more information.

Scan the QR code to access resources and templates to help you systemize your business.

Structured and thoughtful approach can lead to high hiring and retention building winning teams

By DAVID LAMMERS

The success of a snow management business hinges on more than just the equipment or technology it uses — it’s about the team that powers the operation, from the frontline workers braving the elements to the office staff ensuring everything runs smoothly. Structuring your team effectively is crucial for building resilience, maintaining morale, and achieving peak performance throughout the season. Here’s how to structure your snow team for success:

Front line to front office

A well-structured business operates like a finely tuned machine, with every team member understanding their role and responsibilities. Successful snow management companies align their operations into clear divisions:

Front-line crew: Plow drivers, salt truck operators, and shovelers who ensure sites are safe and accessible. Their work is physical and requires real-time communication and problem-solving.

Supervisors: On-site leaders who coordinate crews, ensure quality control, and maintain safety standards.

Operations team: The backbone of logistical planning, responsible for scheduling, routing, equipment maintenance, and weather monitoring.

Customer relations: The point of

seasonal workforce strategy

Seasonal workers are the backbone of the snow industry, but acquiring and retaining them can be challenging. Here’s how to stay ahead:

1 Early recruiting: Start outreach months before the first event. Use job boards, social media and community connections.

2 Incentives and referrals: Referrals can be a goldmine for finding reliable employees. Incentivize current workers to recommend candidates by offering bonuses for successful referrals. This not only builds your workforce but also strengthens camaraderie among your team. Consider offering bonuses for signing up early and/or staying through the season.

3 Reliable pay: Ensure timely and competitive compensation to build trust and loyalty.

contact for clients, handling updates, complaints, and satisfaction metrics.

Leadership: The decision-makers who drive strategy, hire key personnel, and manage finances.

A cohesive structure allows each layer to support the others, ensuring no aspect of your operation is left to chance.

Defining an “X” employee

What makes an ideal team member, or what we call an “X” employee?

Dependability: Has a strong work ethic. Always shows up even in the worst conditions.

Adaptability: Resilient under pressure, they thrive in a fast-paced, unpredictable environment.

Teamwork: Works well with others and communicates effectively. They’re eager to learn and are committed to safety.

Pride in work: Takes ownership of their responsibilities and delivers quality results.

Problem solver: Can think on their feet when challenges arise.

4 Flexibility: Accommodate other commitments (e.g., school, second jobs) with flexible shifts.

5 Engagement: During low-snow winters, keep seasonal workers engaged by offering cross-training or alternative tasks, such as maintenance or landscaping work.

Who’s responsible for hiring?

Hiring the right people is one of the most critical aspects of structuring your team. At many companies, this responsibility is split between different people: Human Resources (HR): Handles recruiting, interviewing and onboarding processes.

Operations managers: Evaluate candidates for technical skills and team fit.

Supervisors: Often have the final say, since they work most closely with new hires.

Clearly defined roles in the hiring process prevent miscommunication and ensure every hire meets company standards.

Screening & background checks

Your team is only as strong as its weakest link, so vetting is critical:

Background checks: Review driving records for equipment operators and criminal histories where necessary.

Reference checks: Speak with

Dave will present “Sales that Scale” with Bill Butts of Outdoor Pride Landscape & Snow Management at the Snow & Ice Symposium, June 20 at 8:30 am.

previous employers to verify skills and work ethic.

Skill assessments: For technical roles, test proficiency in plow operation or equipment handling.

Hiring strategy: Grow or acquire?

Do you grow talent from within or hire experienced professionals? Both strategies have merit. Training and promoting from within fosters loyalty and deepens institutional knowledge. External hiring brings fresh ideas and skills to your team, especially for specialized or leadership roles. Ideally, a blend of both ensures a balanced workforce.

Continuing education

Investing in your team’s development pays dividends in loyalty and expertise. Offer:

•Certifications for equipment operation or safety.

•Leadership training for supervisors.

•Workshops on customer service or new technology.

Retaining your best employees

Keeping top talent requires intentional effort:

Competitive pay: Match or exceed industry standards.

Recognition: Celebrate achievements and milestones.

Growth opportunities: Provide clear paths for career advancement.

Open communication: Foster a workplace where employees feel valued and heard.

“Read the room”: Younger workers may value flexibility, technology and work-life balance more than previous generations. Adapting to these preferences can attract and retain a diverse workforce.

Prevent poaching by competitors or clients by building a culture that employees don’t want to leave.

Succession planning

Planning for the future is vital. Identify potential leaders within your team and groom them for key roles through mentorship, training and incremental responsibility. This ensures your business remains strong, even as employees move on. Are you grooming your successor? The answer should always be yes. A strong team thrives on vision and leadership continuity.

The bottom line

Building winning teams isn’t about filling positions — it’s about creating a culture of excellence and opportunity. With intentional structuring, clear communication, and investment in people, your snow management business can weather any storm.

David Lammers is president and CEO of Garden Grove Commercial Grounds & Snow Management. Contact him at david@gardengrove.ca.

Make better decisions with good data and a consistent estimation process don’t go with your gut

By KEVIN MAHON, CSP

Good data in… good data out. When we focus on making datadriven decisions, we don’t need to rely on our gut or emotion. You can have the best operations in the industry, literally catch snowflakes before they hit the ground, and go out of business tomorrow. Without a healthy balance sheet, you’re dying. Every account needs to be profitable. We need to quickly fire clients that cost us money — and you’ll only be able to do that if you are tracking the data and running good reports. If you didn’t start

this process with good data, then you will continue making emotion-based decisions and hoping for success. Hope is not a good strategy. Do you know the profit margin of every site you performed last season?

Data-driven decisions

The best way to do that is to have a good estimation program. Protecting life, property and production in the winter starts in June. With a good program you will be able to forecast your upcoming season. You can know your equipment and personnel needs ahead of time, enabling you to make data-driven decisions when spending money or signing additional contracts. Gone are the days of saying “I think we

should buy another piece of equipment.” Have confidence in your bids, know your equipment needs, fire bad clients and know what customers to go after next year. Here’s how:

1 Know your costs. Have a budget and understand where you are breaking even and how much profit you will make. A good place to start is with your costs. Do you know your hourly rates for equipment? Your material costs? What about overhead? Without this type of essential data, you are throwing spaghetti at the wall to see what sticks.

2 Know your production rates. Determine how long it takes and what equipment is needed to perform a 2-4”, 6-10” and 10-14” event. Get a

Resources:

Need benchmarking help?

The SIMA Foundation’s free Financial Benchmarking Tool for Snow Contractors includes data such as hourly equipment rates, salt pricing, contract types and cost percentages by expense and employee types. You can customize your results by region, company size and more. Learn more at sima.org/benchmark

climatological history to know how many of these events you get on average. Add a difficulty scale (e.g., easy to complex sites) and consider the level of service for each site.

3 Base everything on area. The first step is always measuring. Knowing the square footage or acreage is important because all sites are different. Plus, you need to know this for estimating your salt applications.

4 Build a program. Put it all together to create formulas to help you bid with confidence. You’ll know the equipment and labor needed for the upcoming season and will have benchmarks to grade the season and reports to make decisions for next year.

You will not be able to scale your snow business without a good estima-

Dive deeper with StartUp

Visit resources.sima.org/ download to access the “5 Tips for Sales Success,” which takes an in-depth look at the estimating process.

tion program. If every bid goes through your gut, then you will never be able to standardize a process and a procedure. You will never truly know why you had a good or a bad season and won’t have the information needed to improve. You can’t improve what you don’t measure. Think about how much time you would save if you were able to streamline your bidding process or even pass that important job to someone on your team. Set the budget, build the estimation program, create an equipment list, track sales and run good reports. This is how you can grow.

Getting started

Use and track data to your benefit. Many free resources can help you do it. Google Earth or an app paired

with Excel or even a notebook is an easy way to start. There is also great subscription-based software to track the data. Either way, snow is a business so be as serious about administration as you are about operations.

*I’d like to dedicate this article to the memory of my friend James R. Huston. A master of his trade, he helped many land and snow companies across the United States. His consultation was called “Bid with Confidence” and, along with his books, taught me so much. Rest in peace, Jim

Kevin Mahon, CSP, has been in the snow industry for 23 years and is Director of Operations at Vault Enterprises in New Jersey. Contact him at KMahon@ vault-enterprises.com.

Use consistent recognition as fuel for your team power of positivity

BY EVAN TACHOIR

BY JENNY GIRARD, ASM

What would it look like for your business to have 18% less employee turnover, 64% fewer safety incidents and 23% greater profitability? What if I told you that you could do something consistently, and for free, to help your company get these results?

Employee recognition is that thing. Many employee engagement surveys, including Gallup’s Q12, demonstrate a positive correlation between consistent recognition and business results. In addition, recognition builds trust. The more a team trusts each other, the more willing they are to go the extra mile during tough times. In the challenging and unpredictable world of snow, having a foundation of trust is essential. Now that we know how important recognition is, let’s talk about how to provide it.

Frequency

Effective recognition should be frequent. According to Gallup, the most engaged employees receive weekly positive recognition from their manager or others. Good employee recognition should be: personal, for all employees, timely, specific, and connected to your core values.

Make it personal

To make recognition personal, get

Evan will present “Retaining Seasonal Staff for Long-term Growth” with John Mocharko of Snow & Ice Management Co. at the Snow & Ice Symposium, June 18 at 2:45 pm.

to know your employees to find out how they prefer to be recognized. Do they prefer recognition publicly or in private? There’s not a one-size-fits-all solution; so as a manager, it is important to ask each employee what works best for them. This is a good conversation to add to the first week of new employee onboarding.

Recognition for all

If you are a people manager, it is especially important for you to recognize all your direct reports since 70% of the difference in employee engagement is driven by the direct manager. A practical tip is to set a weekly recurring appointment in your calendar reminding you to recognize your team. Anything that’s important should be on your calendar, and recognizing your team is no exception.

Company owners and senior leaders: you set the direction of your company; therefore, if you provide recognition consistently, it will positively influence others to do the same.

Don’t wait

Recognize employees soon after they do something well because if too much time passes, the recognition can diminish in value.

For example, if you are working on a big project, such as self-performing season prep, recognize your teammates as they successfully accomplish tasks that support this goal (e.g., staking sites, preparing equipment, purchasing weather reports, etc.).

I suggest adding “employee recognition” as an action item on your post-storm checklist to remind you to praise those employees for good work done during the past snow event.

Get specific

When recognizing employees, share what you are recognizing them for and why it made a difference. For example, if you are managing snow for a distribution center, you can recognize an

Creative recognition

Finding creative ways to provide recognition creates memories that stick with employees. Recently, I provided creative recognition to the many great snow pros by releasing a hip-hop song and video dedicated to the industry. This video allowed companies to recognize their teams and highlight the good work our industry does. Check out “Snow Fight Win” by Evan The Jack on all major streaming platforms and watch the video on YouTube.

equipment operator by thanking them for keeping the area clear and sharing what good things the distribution center was still able to accomplish because of what they did (e.g., all trucks were able to get out on time).

Connect praise to core values

When providing recognition, try tying it into your core values to help employees understand and connect with them.

For example, if one of your core values is “Courtesy and Respect,” you could recognize an account manager for handling a customer complaint by saying something like “you exemplified our core value of ‘Courtesy and Respect’ by listening to our customer’s complaint, apologizing, and quickly rectifying the issue. You showed that you care by listening and making it right.”

Now that you know how to provide good recognition, go build those “trust banks” with your team and watch your company thrive.

Evan Tachoir is founder and CEO of Jack of All People Trades. Email him at evan@jackofallpeopletrades.com.

Grappone Center | Concord, NH sima.org/nhss Sponsored by:

Waukesha County Technical College Pewaukee, WI sima.org/mwss

WITH BRENDAN D. O'BRIEN

The boring stuff is important

A contractor and its subcontractors having different coverages or different amounts of coverage can lead to serious issues if a claim arises out of the subcontractor’s work.

Everything in a contract means something. The fact that language looks like it is standard or boilerplate does not mean that it is unimportant. This fact is particularly true for hold harmless, indemnification and insurance provisions. Although these provisions may seem boring, they can be critical when a contractor is facing a potential claim.

Hold harmless provision

A hold harmless provision is exactly what it sounds like: a contractual clause where one party agrees not to hold the other party responsible. The critical issue with hold harmless provisions is who is holding whom harmless. For example, a customer may require that a contractor hold it harmless for any injury resulting from snow or ice. If this is the case, it is important that the contractor understands that it cannot try to shift responsibility to the customer for a slip and fall or other accident.

More problematic is a situation where a customer’s contract with a general contractor includes a hold harmless provision, but the general contractor’s contract with its subcontractor does not include any similar protection for the general contractor. This situation can lead to a general contractor being the target of a claim despite a subcontractor having performed its contractual obligations poorly.

Indemnification provision

Like a hold harmless provision, indemnification shifts risks or potential costs from one party to another. Again, the key is to understand what a contractor is agreeing to when it enters into the contract. That a contractor did not fully understand or carefully review an indemnification provision is no defense. If the contractor has agreed to indemnify a customer should certain circumstances arise, the contractor has to know what those circumstances are and what it can do to avoid them.

The key with hold harmless or indemnification provisions (as with everything in a contract) is to read the

language that is used and understand what it means. It is far better to address such provisions while negotiating a contract as opposed to being surprised by their existence after a claim is filed.

Insurance provisions

A contract’s insurance provisions are also critical to understand. There are many types of insurance, including workers’ compensation and commercial general liability. A winter maintenance contract will often require a contractor to maintain certain coverages in certain amounts. These obligations cannot be ignored, and a contractor should not assume that its insurance agent knows the contractor’s contractual obligations. To the extent possible, a contractor should ensure that its contracts’ insurance provisions are consistent and have been reviewed by their insurance agent and/or an attorney. By following these best practices, a contractor can be confident that it has the coverage in place that its customers require.

A contractor should also make sure that its subcontractors have the necessary types and amounts of coverage. A contractor and its subcontractors having different (or different amounts of) coverage can lead to serious issues if a claim arises out of the subcontractor’s work. Again, the key is to raise these issues during the contract negotiation process so that they can be addressed before any potential claims.

Conclusion: Boring matters

A contractor should always be aware that seemingly boring contractual provisions can become critical if an accident happens. The language that might be glossed over by a customer and/or a contractor when a contract is being negotiated will likely be analyzed word for word by an attorney if a claim arises. To avoid any unwanted surprises, it is crucial to carefully read and fully understand every word of your contracts.

Brendan D. O’Brien is an attorney with Primmer Piper Eggleston & Cramer PC, based in Manchester, NH. Contact him at bobrien@ primmer.com.

a season of extremes

A Deep South Nor’easter, brutal cold and ice storms challenged snow pros

By FRANK LOMBARDO

It was like a scene from a sci-fi movie — a climate change-induced ice age about to begin. Blasting Arctic air rushing southward across the Great Plains, plunging snow, ice and bitter cold deep into the fringe of the tropics and about to paralyze civilization. Palm trees swayed, not from customary hurricane force winds but from a new phenomenon: a Gulf of Mexico Nor’easter and wind-driven snow! For businesses and snow plowing contractors along the Gulf Coast, this surreal scene became reality January 20-22, 2025, when nearly 10 inches of snow blanketed the deep south in areas like New Orleans, LA; Mobile, AL; and Pensacola, FL.

Transforming, not disappearing

Further north, in the more traditionally established snow regions, the weather behaved more in line with seasonal expectations. After three consecutive winters that left many contractors questioning the future of their snow businesses, the 2024–25 winter season

delivered a clear message: winter is not disappearing — it’s just transforming. Snowfall totals were mostly lighter than normal, but temperatures were the coldest in 10 years, especially across portions of the Northeast.

The storms may not have been bigger, but there were more of them. Combined with an extremely cold January, this propagated an increase in the number of events and an uptick

in the number of contractor service calls to clients. My conversations with several New England contractors confirmed that even without the big Nor-easters, colder weather was enough to sustain an increase in smaller storms, allowing the snow to remain on the ground longer.

While no two winters are the same, this past season reaffirmed that dramatic winter weather will remain a key feature of our climate landscape. Long-term warming trends may persist, but individual winters continue to deliver major cold snaps, heavy snow events, and disruptive icing conditions.

These are becoming more challenging to predict but essential to prepare for. It was a nice change this winter to see the snow pile up in November in the foothills of the Rockies and temperatures plunging below 0°F as far east as New Jersey and my backyard. For the first time in nearly a decade, my pond was ready for a hockey match in January. The intense cold in January broke 5,000 records

Continued on page 47

SOUTHERN EXTREMES: Satellite photos captured a wide swath of southern areas blanketed with snow. Maximum snowfall ranged from 8.0 to 11.5 inches, breaking all-time records across the deep south.

WHAT’S ON THE HORIZON?

This chart shows average U.S. temperatures (January-March) plotted since 1895. A slow but steady rise in temperatures during the past century has leveled off a bit the past several years. This year was cooler than half of the past 15 years. Will the trend continue or will we see a slight decline in these readings?

ICE: In late March, a devastating ice storm struck Ontario, impacting over 1 million residents. This event underscores the need to prepare for a broader range of winter hazards, including large-scale ice storms, which are more difficult to service and can be more disruptive than snowfall.

FIRE: Wildfires and air quality have become a concern for contractors and their clients.

OPERATIONS // TRENDS

THIS WAS A LOOONG WINTER: The Northeast saw its coldest temperatures since the 2014-15 winter season. This produced more snow events and numerous record lows.

feast or famine

This past winter season presented a mosaic of surprises:

• Montreal returned to near-average snowfall (78.3 inches / 199 cm), while Toronto exceeded and experienced one of its worst late-season ice storms ever.

• Denver kicked off the season early with a robust 20-25 inches in November and ended up with over 50 inches in most areas. Although this was the snowiest season in three years, Denver still ended up just slightly below average.

• New York City recorded its driest season since 2002 and, with the absence of large coastal storms, much lighter than normal snowfall.

• Chicago added up to just 17.6 inches, significantly below its long-term average near 40 inches.

>> LAKE EFFECT…UGH: Buffalo experienced over 6 feet of snow in a lateNovember Lake-Effect snowstorm.

>> HARD, COLD FACT: The temperature dropped to -57°F in Cotton, MN, the coldest US temperature since 1996.

• Although much of New England failed to get the “big storm,” nearby ski resorts had a windfall with some approaching all-time record snow totals of 250-400 inches by mid-April.

Temperature trends mirrored this variability. While the Southwest experienced one of its warmest winters on record, the Northeast recorded its coolest since 2015, when Boston (100+ inches) and much of New England saw its snowiest winter season ever. Overall, the 24-25 winter season was defined by regional extremes and unexpected storms in unexpected areas.

a tale of two winters

Comparing this winter to last year, most Eastern cities experienced greater snowfall but still fell short of their average. Except for St. Louis, the Midwest was again lighter than average and slightly less than the prior season. The deep south and mid-Atlantic states had the greatest positive discrepancy. From southern Delaware to the Gulf Coasts, snowfall totals either exceeded normal seasonal totals or were significantly higher than in recent years.

Continued from page 44

across the country (including some alltime lows); and for a brief blink of time, I imagined those wonderful, deep winter snowfalls of the past.

For the snow and ice industry, the mission is not to brace for extinction, but to continue to evolve with our climate. By embracing volatility, investing in data and equipment, and planning with flexibility, contractors will meet the moment. I was happy to hear so many success stories this past winter and I’m optimistic for next winter. Whether it’s a blizzard in Buffalo, freezing rain in Ontario or plowable snow on the Gulf Coast, one thing remains certain: winter is not going away — it’s simply arriving in new and surprising ways.

Frank Lombardo, CCM is president and CEO of WeatherWorks Inc. Contact him at  franklombardo@weatherworksinc.com  or visit www.weatherworksinc.com.

success in safety

Develop and manage an industry-leading training program

By MICHAEL WAGNER, CSP, ASM

Most organizations place a focus on safety with new and repeating training initiatives every year. There is a never-ending pursuit to always enhance your safety program, reduce claims, prevent incidents, and train people on how to effectively and correctly perform their jobs.

For those who have undertaken this task, you know there are many challenges along the way; and sometimes it can be very difficult to manage the different processes, people and expectations that come with it. On the other hand, there may be those who are interested in the topic or appointed to making these changes and improvements, and are going to take the time to develop and enhance a successful safety training program.

Safety training program areas

To properly evaluate your training needs, you must first create a list or resource guide of the types of work you perform. For the snow and ice management industry, many of the common service offerings and personnel tasks include:

•Walkway clearing and treatment

•Snowplowing roadways, parking lots and driveways

•Treating surfaces with anti-icing and deicing materials

•Snow pushing and removal that requires heavy equipment and a variety of attachments

•Developing site plans and various levels of service

•Communicating objectives with prospective and current clients

•Monitoring and managing weather trends, forecasting and current environmental conditions

This is not an exhaustive list but highlights the key objectives in acquiring the work, preparing and aligning your operational needs and physically performing the work when the weather calls for it.

Within these program areas, you must understand how each service offering must be performed and with what resources, then create a training plan for each role and operation.

Look at the duties and tasks that are involved in each role, so that you can create a training plan that also identifies key industry resources, training offerings and courses that may already be developed. Finding and incorporating training resources can save your organization a tremendous amount of time as well as reduce the financial commitment and long-term planning of creating, managing and storing massive amounts of content and materials.

A highly effective solution is to find industry resources that cover most, if not all, of the responsibilities and tasks that may be relevant to your staff, then focus on the small differences in hands-on and live training.

Have an inclusive training program that combines classroom, hands-on and live training. Don’t just stick to one, since only one type will not prepare your staff for the expectations of a winter weather event.

For classroom and hands-on training, find digital learning content that is already available or content that you can use in smaller groups where it takes about 2-3 hours to complete. Sometimes this training format can lose its appeal if it is 4 or more hours. Focus on the attention of the person and their participation level, and conduct knowledge checks.

It is extremely important to cover the foundations of knowledge in classroom or digital trainings, which highlight the expectations, operational knowledge, and skill building that may be applied in hands-on and live training.

After you have completed the classroom or digital training, it is best to directly and immediately follow up with hands-on training activities. Follow a similar timeline and format as the classroom training, where you focus on smaller groups and work through the physical activities of performing their job.

For instance, if you are training snowplow personnel to properly prepare for a storm, you would create activities that focus on the proper vehicle and snowplowing inspection process; testing the operation; and covering all key safety points. It is extremely important that you get full participation from all attendees and have everyone perform the required tasks under the trainer’s supervision before you can sign off and acknowledge that they have completed the training.

During the hands-on training activities, this is a vital time to get the more experienced or senior employees involved with newer employees. They can help show them the ropes and pass on the knowledge that they have gained over the years. As a trainer and facilitator of these activities, closely observe these conversations and participation and provide correct information and knowledge that would be vital to the employees’ safety and their ability to carry out all required tasks.

Now it’s time to take it to the streets! This activity could be incorporated in the same day of training, or it may be completed on a follow-up day when the vehicles and equipment are properly inspected, snowplows are mounted, and any other equipment and supplies are prepared for a test run.

It is important to take all personnel to their respective work sites or client properties. Walk through the property with site maps and plans, and any training material you will want to reference while discussing specific operations, safety and risk hazards, or personnel planning and sequencing.

Visit all sites that the group, team or employees are responsible for, and perform the same walkthroughs, dry runs, and processes for each so that all training points are reiterated and covered, as well as allowing all staff members the opportunity to participate and ask questions before the first event.

It’s worth the time and effort

Although we discussed in detail the expectations and options for employee training as far as service and operational needs, don’t forget that a robust safety training program is influenced by the knowledge and abilities of the employees.

If they know how to properly and safely perform their required work through the utilization of classroom and digital training, hands-on, and live activities, you will reduce your potential risks and the frequency or severity of incidents that may arise. Preparing your staff takes time, and it is not something that should be pushed off until the last minute. Prepare your staff early, and make sure they are confident in performing the services properly when snow and ice hit the ground!

Michael Wagner, CSP, ASM is Director of Operations at Designscapes Colorado Inc. Contact him at 303-328-5554 or mwagner@designscapes.org.

Classroom or digital training

Hands-on training

Live training

maximizing roi

Liquid deicing offers significant cost efficiency and labor savings

BY JORDAN SMITH

Liquid deicing has emerged as a game-changer in the commercial snow and ice industry, offering significant advantages over traditional salting methods. In recent years, the adoption of liquid deicing in our industry has skyrocketed, from under a 10% adoption rate in 2019 to nearly 40% in 2023.

As contractors, our customers are now asking for the use of liquids on their properties, instead of contractors needing to “upsell” these services. This article summarizes the capital expenditure (Capex), labor costs, and return on investment (ROI) associated with implementing liquid deicing in your snow contracting business.

Capital expenditure (Capex)

The initial investment in liquid deicing equipment can be a considerable financial commitment. Compared to traditional deicing methods, liquid deicing requires specialized infrastructure: a brine plant, plumbing, storage tanks, a sufficient water supply,

and, in some cases, a 220v power source to power the brine plant.

The cost of liquid deicing sprayers is also typically substantially higher than traditional V-box or tailgate salters. While the upfront costs may seem high, the potential for long-term savings and efficiency gains often outweigh the initial expenditure.

The good news is that there are now options for operations of all sizes. Compact brine makers that fill with a standard garden hose and plug into a standard wall outlet, and sprayers in a similar price range to higher-end salting units, are now available. It is possible to get into a compact brine maker, plumbing, and storage tank for under $10,000.

The right fit for your operation may be to start with sidewalks, using a compact, inexpensive brine maker to make brine for your existing fleet of sidewalk equipment. Or you may decide to dive in headfirst with a fullblown, enterprise-scale brine plant and a fleet of truck-mounted units. The decision on where to start comes down to your market, your business, and your customers’ demand for the use of liquids on their properties.

Labor costs

While using liquids involves some “extra” labor on the front end (making the brine), the savings on the back end can be substantial. While the “extra” labor needed for making the brine can spook some contractors, many find that labor is often used during typical downtime and "shop hours" between snowfalls, when they are looking for work for their team members anyhow.

FRONT END LABOR

The labor needed for making brine can often occur during typical downtime and shop hours between snowfalls.

The application process for liquid deicers is generally more efficient, requiring fewer passes and substantially less material per acre compared to granular deicing products.

With liquids, you also have the flexibility to apply your pretreatment days ahead of the storm. And with that pre-treatment, you will buy time before snow and ice start accumulating and will also achieve better traction for your trucks and loaders, making your plowing efforts more efficient as well.

Furthermore, brine sprayers can be filled without the use of a loader, meaning that deicing truck operators can refill on site without the need for a large salt bunker or loader. Just set up a storage tank, hook up a hose, fill, and go! This efficiency translates into reduced labor hours and, consequently, lower net labor costs, ultimately leading to increased profitability.

ROI analysis

The ROI of liquid deicing is a crucial factor for any business considering this method. While the initial costs are higher, the long-term benefits can be substantial. In our experience, the ROI of using liquids on sidewalks is one season or less. This is a slam dunk for almost any snow business in our industry.

The ROI of using liquids on parking lots can vary based on the market, customer demand, pre-treat vs. post-treat, etc. Typically, you can expect to get a return on your investment in 2-5 years in the form of salt savings alone.

Additional factors to consider in-

clude higher client retention (due to cleaner lots, no dead grass/landscaping, no tracking salt into buildings, etc.), upselling pre-treatment services to produce additional profitable revenue, and the ability to gain new clientele due to the quality and level of service differentiation you can achieve with liquids.

One customer we worked with in New Jersey converted their sidewalk teams from bagged granular calcium chloride product to liquids. They had been using 13 tractor-trailer loads of bagged calcium chloride per year. In less than one season, they saved enough on product costs to pay for their entire liquid equipment investment. That is not to mention the positive feedback they got from their clients about how the sidewalks were less stained and "slimy" thanks to the liquid applications, and how much cleaner their rugs, floors, and entryways were with liquids compared to the granular product.

Conclusion

In conclusion, liquid deicing offers significant advantages in terms of cost efficiency, labor savings and ROI. For snow contracting businesses looking to stay competitive, be innovative, and maximize profitability, investing in liquid deicing technology is worth considering. Take the time to evaluate your current deicing methods and explore liquid deicing options tailored to your specific business needs.

Jordan Smith is marketing manager for VSI by BOSS Snowplow. Learn more at https://info.bossplow. com/elevateyourliquidiq.

•Universal Compatibility • Instant, Seamless Response •Custom Control SL4 Headlights

•Premium Visibility

•Redesigned Optics

•Rugged Durability

Cold Front Tech

•Eliminates 13-Pin Plug

•Seamless Integration •FLIP. PLUG. CLICK.

LEARN MORE

flipping the switch

Transitioning to brine may scare smaller contractors, but the benefits outweigh the cost

By MIKE McCARRON

Switching from granular rock salt to brine applications for snow removal can be a gamechanger for small business contractors. This transition not only offers numerous benefits but also aligns with modern, environmentally conscious practices. Here are five benefits small business contractors should consider when making the switch and the top five items of concern when converting to salt brine use. Start planning now before some of your contracts require this.

Benefits of brine applications

Enhanced efficiency and effectiveness. Brine applications are more efficient and effective compared to granular rock

5 Items of Concern When

salt. When brine is applied to surfaces before a snowfall, it prevents snow and ice from bonding to the pavement. This proactive approach, known as anti-icing, makes it easier to clear snow and ice, reducing the amount of labor and time required for snow removal. Additionally, brine can be applied more evenly and precisely, ensuring better coverage and reducing waste.

Cost savings. Using brine can lead to significant cost savings. Brine is typically less expensive than rock salt; and because it is more effective, less product is needed to achieve the same results. This reduction in material usage translates to lower costs for purchasing and storing deicing materials. Moreover, the reduced labor and equipment usage further contribute to overall cost savings.

Environmental benefits. Brine applications are more environmentally friendly than granular rock salt. The use of brine reduces the amount of salt that runs off into

Converting to Brine

SWITCHING FROM GRANULAR ROCK SALT to brine applications for snow removal can be a game-changer if done thoughtfully and with careful planning. Here are five items to consider when converting to salt brine use. 1

Equipment investment. A primary concern when converting to salt brine use is the initial investment in equipment. Contractors will need to purchase or retrofit equipment to produce, store, and apply brine. This includes brine makers, storage tanks, and application equipment such as sprayers and spreaders. While the upfront costs can be significant, the long-term savings and benefits often outweigh the initial investment.

Training and education. Proper training and education are crucial for successfully implementing brine applications. Contractors and their employees need to understand how to produce and apply brine effectively. This includes knowledge of the correct brine concentration,

application rates, and timing. Investing in training programs and resources can help ensure that the transition to brine use is smooth and effective. Start with small locations and experiment with different applications to learn what works in your market area.

Storage and handling. Storing and handling brine requires careful consideration. Brine needs to be stored in appropriate tanks that prevent contamination and evaporation. Additionally, contractors need to ensure that their storage facilities are equipped to handle the volume of brine required for their operations. Proper handling procedures must also be in place to prevent spills and leaks, which can be hazardous and environmentally damaging.

Weather and temperature considerations. The effectiveness of brine can be influenced by weather and temperature conditions. Brine works best when applied before a snowfall or ice event, but its effectiveness can diminish in

waterways, which can harm aquatic life and ecosystems. Additionally, brine applications result in less salt residue on roads and sidewalks, reducing the risk of damage to vegetation and infrastructure. Some towns will soon require this as a front runner prior to traditional rock salt. If you are near a protected wildlife reserve or a public watershed, this may be coming your way sooner than later. Start now.

Improved safety. Brine applications enhance safety by providing better traction on roads and sidewalks. The proactive application of brine before a snowfall helps prevent the formation of ice, reducing the risk of accidents and slips. This improved safety is particularly important for high-traffic areas and critical infrastructure.

Versatility and adaptability. Brine can be used in a variety of settings, from roads and parking lots to sidewalks and driveways. Its versatility makes it an ideal solution for small business contractors who need to address different types of surfaces and conditions. Additionally, brine can be easily adapted to different weather conditions by adjusting the concentration and composition of the solution.

Mike McCarron is president and founder of Image Works Landscape Management, a commercial landscape maintenance and snow removal firm in the Northern Virginia market. He has 20+ years of industry experience. Email him at mike@imageworkslandscaping.com.

extremely cold temperatures. Contractors need to monitor weather forecasts closely and adjust their application strategies accordingly. Understanding the limitations of brine and having contingency plans in place for extreme weather conditions is essential. Brine applications are not the magic formula to fix all of your ice control needs, however it should be viewed as one of many tools in your seasonal toolbox of goodies.

Customer education and communication. Educating customers about the benefits and effectiveness of brine applications is important for gaining their support and trust. Customers may be unfamiliar with brine and may have concerns about its effectiveness and safety. Clear communication about the advantages of brine, such as cost savings, environmental benefits, and improved safety, can help alleviate these concerns. Providing customers with information and updates about the transition to brine use can also enhance their confidence in the contractor’s services. If your clients have only seen traditional rock salt on your properties, this will be a change that needs to be explained as to why you’re switching over and what to expect. 5

your tough-to-handle products with ease! Try the John Blue Poly-Centrifugal Pump— portable, affordable, and available in 2" and 3" options. Need versatility? Our Centrifugal Spray Pump delivers top-notch efficiency for any job.

SYMPOSIUM EXHIBITORS

EXHIBORS

AccuSalt Systems LLC 1018

AccuWeather 1313

Advanced Turf Solutions 942

Alta Equipment Company 548

Altoz 1129

American Safety Supply 329

Ansay & Associates 843

Arctic Snow and Ice Products 401

Arctic Snowplow 943

Ariens 434

Aspire Software 1011

Aurora Suite Enterprise 1222

Automeasure 614

Bauman Manufacturing 742

Berkebile Oil 1224

BM Tractors 611

BOSS Snowplow 853

BOSS Software c/o The Integra Group 724

Brown Equipment Company 311

Burnips Equipment Co 746

Business Resources One 716

Buyers Products Company 439

Camion Systems 301

Cargill Salt - Road Safety 1322

Case / Landscape Effects Property Mgt 542

CASE Construction Equipment 1319

Caterpillar, Inc. 933

Certified Power Solutions 331 Chemical Equipment Labs of DE, Inc. 438

ClearSpan Structures 422 Cleveland Vibrator 519

Coast Fuel Cards 520

Command7 720

Corrigan Environmental Solutions 1014

Cryotech Deicing Technology 643

Dead Sea Works / K+S North America 911

Deicing Depot 801

Diamond Wire Spring Company 845

Dig-It Rentals 1115

Discount Snow Stakes 915

EarthWay Products 948

EMCOR Facilities Services 1329

Energreen America Inc. 311

Eureka Chemical Company 1234

Evolution Edges 823

EXPRESS 4X4 TRUCK RENTAL 920 EXT 1428

Exterity LLC 1320

FallLine 616

Fisher Engineering 901

Flor-Dri Supply Company 718

Follosoft 1123

Forge Ahead Consulting 323

Frost Solutions 919

Ghadan Company 511

GPS Fleet Consulting 1311

Great Deal Products/Hot Pink Deicer 325

Great Lakes Marking Products 824

Green Hills Supply 549

Greenius 424

Hilltip Corp 1201

Hiniker 1211

Hitachi 753

HitchDoc 1405

HiVis Supply 1315

HLA Snow 527

Hydro-Chem Systems 1137

Include Software 821

Innovative Surface Solutions 1410

Inserv Seasonal Services 819

Intrigue Media 721

Iowa Spring 518

Kage Innovation 1429

KISSNER/MORTON SALT 419

Krown Rust Control 1333

Kujo Yardwear 420

LandPro by NIP Group 432

Landscape Management Network (LMN) 427

LeanScaper 243

Les machineries Pronovost 229

Lessen LLC 719

MAC Company 1236

MCS/Chain Store Maintenance 619

MeritHall Salt 335

Metal Pless 1023

Meyer

MHL

Mulch

NSC Minerals

PELADOW

Aspire’s Winter Warriors: The Teams That Never Flinch

The first flakes had barely touched ground when Jacob Silvis’s phone started buzzing with client alerts. Another unpredictable Pennsylvania winter storm was underway, but this time felt different. No frantic shuffling of paper contracts. No desperate calls to crews wondering about their locations. Instead, a strange calm.

“We had visibility,” Jacob said later, “real visibility for the first time.” This is what happens when snow management teams discover what’s possible beyond spreadsheets and gut feelings.

Replacing Inconsistency with Confidence

For Justin Mangold at Mangold Horticulture in the Twin Cities, snow mapping has become a crucial part of his winter operations. Where once there was uncertainty about property boundaries and service expectations, Aspire’s PropertyIntel

to watch a short video about Aspire + PropertyIntel

has transformed his approach to client communications.

“We do all of our snow mapping in PropertyIntel,” Justin explains, “so we have notes for the snow-specific season. We use base maps, and then you can go in and add your own notes to make it very specific to what that service or work order needs.”

This level of detail matters tremendously during Minnesota’s notoriously challenging winters. Justin’s team now creates detailed snow-specific maps that clearly identify which areas need clearing, where snow should be piled, and which roads are their responsibility versus those maintained by the city.

“When you’re trying to address snowfall with your clients,” Justin reflected, “having that aerial image with notes makes your presentation more polished and clearly spells out the scope of work.”

This visualization capability proves especially valuable for homeowners associations and commercial properties where boundaries aren’t always intuitive. “Think about it,” Justin adds. “In Minneapolis, where I’m thinking about snow season right now, it’s a big deal to know what roads we plow and what roads the city covers. These boundaries don’t always have logic to them. As the new vendor, you want to make sure you get that right rather than learning the hard way; there’s twice as much work to do.”

Restoring the Flow When Cash Gets Frozen

Silvis understands the weight of waiting for payment after pouring resources into handling a major snow event.

“We can close out our billing in a matter of days after a large snowstorm,” Jacob says. “That’s critical for us. If we don’t keep cash flow moving, we’re playing the bank, and it’s costing us money.”

Those fragmented systems create daily frustrations, like trying to navigate a neighborhood with half a map. For Jacob’s team at Silvis Group, everything now lives in one place, creating a clear path from sales to billing.

Seeing Beyond the Storm

TJ Rau shared something that resonates deeply with snow professionals. Having worked on both sides — as an account manager and now with Aspire — he sees what makes the difference during those unpredictable snow seasons.

“Making mid-contract transitions is a must,” TJ explained thoughtfully. “With real-time job costing, you have the ability to make those shifts as you’re producing work, not after.”

This touches on what matters most: the ability to respond in the moment, to adapt when winter throws its inevitable curveballs.

“As we get into a storm,” TJ added, “the ability to mass schedule an event, send information to crews, and process hundreds of records with minimal processing time changes everything.”

What Becomes Possible

Teams transform with Aspire, achieving things that once seemed impossible. Billing cycles that once stretched into weeks now close in days, creating the cash flow businesses need to thrive during winter months. Service lines that companies once considered abandoning now show improved margins, backed by hard data rather than gut feelings. And clients receive proposals that demonstrate a deep understanding of their property, fostering trust that extends beyond the transaction.

As Silvis reflected, with a hint of wonder still in his voice: “What we’ve done in 18 months with Aspire, I wish we had done 20 years ago.”

The real question worth asking: What might become possible for snow management teams this winter if they had the right tools to clear the way?

TEST DRIVE >>> SYMPOSIUM SPONSORS

See these products and more from the 160+ exhibitors at the Snow & Ice Symposium in Grand Rapids!

2025 DEAN FISHER AWARD WINNER

> salt flap

The Salt Flap is a simple, tool-free solution for protecting truck backends from salt damage. Made of durable, corrosion-resistant materials, it installs quickly using tailgate mounts and can be easily removed and rolled up for storage. It fits most pickups, even with a spreader installed, and shields vulnerable areas like the bumper, hitch and frame while spreading material to extend the truck’s lifespan. Stop by Booth 1220 to learn more.

Ansay & Associates

We specialize in business insurance programs tailored to the snow and ice service industry while providing effective communication and transparency of value and costs.

www.ansay.com

Arctic Snowplows

Arctic Snowplows’ Variable Attack Wing (VAW) Plow just got better. We’ve fine-tuned the design for even smoother transitions between straight blade, box, and windrow configurations. Built with galvanized steel and engineered for extreme conditions, the updated VAW delivers unmatched versatility, durability and control.

www.arcticsnowplows.com

Buyers Products

Equip your truck with the SnowDogg MXII — a straight-blade plow for pickup trucks ½-ton and smaller. The stainless steel MXII is designed to move heavy, wet snow in a compact design. The plow incorporates the upgraded RapidLink Attachment System and Floating A-Frame for a clean, efficient scrape. www.buyersproducts.com

Cargill

ClearLane enhanced deicer is our Clear Roads QPL-certified, premier road salt solution that includes corrosion and leaching inhibitors, and a coloring agent to ensure a safe, fast-acting alternative to road salt that effectively melts even below 0°F. ClearLane is free flowing and scatters less. https://bit.ly/APWA24

BOSS Snowplow

The SL3S set the bar, but the SL4S shatter expectations — because when visibility matters most, only the best will do. Engineered for maximum brightness and precision, SL4 LED headlights outshine the SL3 with sharper beams, enhanced durability, and smarter technology. Standard on all BOSS Cold Front Technology plows. www.bossplow.com

Include Software

Discover GO, the all-in-one Work OS that transforms your team’s productivity. With features like task management, workflow automation, financial tracking and CRM all seamlessly integrated, GO empowers your business. New features include real-time purchasing workflows, clear insight into inventory commitments, and reimagined resource tools. www.include.com

Caterpillar Inc.

When it comes to snow and ice removal, it’s all about comfort, reliability and cost-saving tech. With the Next Gen Cat Small Wheel Loaders, you get all three. Whether it’s just below freezing or hitting double-digit negatives, the job is going to get done. www.cat.com

Hilltip Corp

The IceStriker 0.55-cu.yd. stainless steel tractor spreader is ideal for parking lots, courtyards, walkways and pedestrian paths. The spreader has a 4.5” stainless steel auger and stainless steel hopper. Designed for versatility, it can handle bulk or bagged sand, gravel, salt, sand-salt mixes, and fertilizers.

www.hilltipna.com

ENVIRONMENTALLY

SYMPOSIUM SPONSORS TEST

Innovative Surface Solutions

Take control of your winter maintenance program with ProMelt liquid deicers. We are here to help you succeed with liquids and reduce reliance on traditional salt. By utilizing liquids, you can improve efficiency, reduce salt usage, and achieve your maintenance goals, no matter the conditions. Maximize your operations with ProMelt. www.innovativecompany.com

OxyChem

Lose 20 pounds instantly when you switch from a 50-pound bag of magnesium chloride to the new 30-pound PELADOW calcium chloride. You’ll achieve the same or better coverage! Do your back a favor by choosing lighter bags that are more economical and easier to handle, carry, transport and store.

www.MeltResponsibly.com

TrucBrush Corporation

The TrucBrush SD-19 loader attachment allows contractors to provide additional snow removal services for clients’ stepdecks, lowboys and flatbeds while still offering the ability to clear snow off tractor trailer rooftops. Expand your snow services, open doors to new business, and improve the utilization of your loaders.

www.trucbrush.com

Natural Alternative, Inc.

Snow and ice professionals depend on Natural Alternative for safer, effective and pet-friendly ice melt options. With our ice melt, you’ll use less product than traditional ice melters. Use safely on driveways, parking lots and sidewalks. Our 100% CMA is LEED compliant and proudly made in the USA. https://icemelter.com

Winter Equipment

Stop throwing away good steel! Your Arctic Snow Pusher deserves better than standard one-piece shoes that waste money when partially worn. The MōDUS system features Impervium Carbide technology with 3X longer life and modular components you can rotate in minutes. Eliminate downtime, reduce frustration, and clear lots with confidence. www.winterequipment.com

LMN

The LMN Crew App is already the most advanced field app in the landscape industry — and now it offers what no other software does: Offline Mode. Crews can access work orders, clock in/out, log time, and upload photos while offline — especially during major snow events.

www.golmn.com

HOT PRODUCTS TEST DRIVE

Yarbo International Inc

Yarbo Snow Blower is the world’s first robotic snow blower for use on residential driveways and commercial sidewalks. It’s also a modular design robot that can switch from snow blower to lawn mower, leaf blower, towing tractor and many other modules for landscaping and yard maintenance work. www.yarbo.com

Camion Systems

Meet the Camion Powerpak, the compact power unit that brings professionalgrade liquid application to your existing tank setup. Built to be mounted in minutes and run for years, this unit is engineered for snow and ice contractors who want serious performance without the bulk. www.camionsystems.com

KAGE Innovation

The proven KAGE SnowFire 2-in-1 snowplow and pusher system is now available in a 54-inch size, making it a valuable tool for clearing sidewalks. Angle plow, back drag, push and stack without leaving the cab or controls. www.kageinnovation.com

Evolution Edges

Sabre Stealth VST is the ultimate plowing solution. Now offered in 1-foot sections, the resilient rubber-encased Sabre HD blade and Hardox 450 steel offer double the abrasion resistance and triple the impact resistance. Built-in wear indicators and 50% vibration absorption ensure smooth, reliable performance in demanding conditions.

www.evolutionedges.com

CASE Construction Equipment

For teams tackling tough tasks like snow removal, loading salt or clearing snow for off-site removal, the 112-horsepower CASE 421G compact wheel loader hits the sweet spot between muscle and versatility. It delivers nearly 16,900 lbs. of breakout force and features a hydrostatic drive with shift-onfly and auto-shift for a smoother ride. www.casece.com

Hiniker

Conquer winter with the all-new Hiniker Summit. Engineered for 1/2-ton trucks, this lightweight V-plow delivers pro-level performance without the bulk. Its rugged design, easy controls, and aggressive cutting edge make clearing snow fast and efficient. Built to handle the storm, Summit is where power meets precision. https://snowplows.hiniker.com

Kujo Yardwear

The Kujo Winter Pants keep you warm and comfortable on those cold days. Our performance pants are made of a tough, stretchy, weather-resistant fabric to keep you protected from the elements. The warm flannel lining, flexible waistband, and smartly integrated pockets will give you allday comfort and function. www.kujo.com

of products and their attributes does not constitute an endorsement by Snow Business, SIMA, its agents or staff. Snow Business assumes no liability for claims made in regard to products appearing in this magazine.

A Publication | www.sima.org

SIMA LEADERSHIP

Chief Executive Officer

Martin Tirado, CAE

martin@sima.org

Full SIMA staff contacts are available at sima.org/about-us

EDITORIAL ADVISORY COMMITTEE

Charmaine Allen

Allen Builders & Landscape

Nichole Ashton, CSP

N. Port Washington Road, Mequon, WI 53092 414-375-1940 // info@sima.org // www.sima.org

SIMA BOARD OF DIRECTORS OFFICERS

Board Chair

Chris Hinton, CSP, GRM Inc.

Immediate Past Chair

EDITORIAL MANAGEMENT

Education & Content Director

Cheryl Higley

262-236-9972 cheryl@sima.org

Design & Production

Lisa Lehman

216-798-1853 lisa@sima.org

Product Submissions

Ellen Lobello products@sima.org

ADVERTISING SALES & MANAGEMENT

Engagement & Development

Senior Manager

Kerri Joseph 614-557-3948 kerri@sima.org

Supplier Services Manager

Aimee Krzywicki aimee@sima.org

North Country Snow and Ice Management

Jim Hornung Jr., CSP

Elbers Landscape Service

Rick Kier, CSP

Forge Ahead Consulting and Software LLC

William Moore, CSP, ASM

Executive Property Maintenance

Dean Outhouse, CSP, ASM

Piscataqua Landscaping

Jason Ostrander, CSP

Frost Solutions

Thomas Skuta, CSP USM

Robert Young, CSP

K.E.Y. Property Services

Michael Wagner, CSP, ASM

Colorado DesignScapes Co.

David Wescott, CSP, Evergreen Brands

Vice Chair

Jeff Heller, CSP, Innovative Maintenance Solutions

Secretary / Treasurer

John Janes, CSP, ASM, Caterpillar

Directors

Ruben Diaz, ASM

Tom Fitzgerald, CSP

Connie Gaul, ASM

Andy McArdle, CSP, ASM

Robert Miller Jr., CSP, ASM

Dean Outhouse, CSP, ASM

Chris Thacker, CSP

Robert Young, CSP

LAST WORD WITH JOE KIEDINGER

Level up your employee engagement

The signs of a disengaged employee are subtle, quiet and often go unnoticed without an attentive approach.

Employee engagement is one of the biggest buzzwords out there nowadays, and for good reason. Engaged employees generate more profit, are more productive and loyal, and miss fewer days of work. It seems like magic, but it isn’t. It’s science and strategy.

At its most fundamental level, employee engagement comes down to how well you support someone’s needs. Driving employee engagement can be complex, but there are 5 fundamental questions to ask to assess what you need to do to improve it.

•Are you compensating employees fairly?

•Do your employees have what they need to fulfill their responsibilities?

•Is communication healthy at your organization? Do people feel appreciated and have positive relationships with one another?

•Do people feel respected and honored?

Joe will present two sessions at the Snow & Ice Symposium

18: “Effective meetings: The Answer to Time-sucking Inefficiencies” at 10:30 am and “How to Be the Boss” at 1:15 pm.

•Are people recognized for who they are?

At my company, we have a convenient way to break down employee needs.

The Employee Hierarchy of Needs takes inspiration from Maslow’s Hierarchy of Needs. From the bottom of the hierarchy up, the employee needs are:

•Financial

•Physical

•Emotional

•Respect

•Dignity

For an employee to be fully engaged, each level of the pyramid needs to be met. For example, an employee that feels dignified and respected but is underpaid will not be actively engaged. The same goes for someone who is paid fairly, has everything they need to do their job but doesn’t feel appreciated, respected or dignified in their role.

Actively disengaged

An actively disengaged employee makes a conscious and intentional decision to remain disengaged from their work, their workplace and often their co-workers. Here are some examples of what it can look like:

•A negative and unapproachable attitude

•Doesn’t perform to standard, and doesn’t make a true attempt to grow

•Doesn’t collaborate or socialize well with teammates

•Sparks conflict with their peers or leaders

•Does the bare minimum…or less

Not engaged

These employees aren’t quite actively disengaged, but they’re definitely not engaged. They are consciously or unconsciously doing the bare minimum to get by. They don’t express passion for their work and are doing what they need to get to the next paycheck. Although they aren’t as frustrated or as negligent as their fully disengaged colleagues, these employees aren’t performing anywhere near their full potential. Here are some examples of this level of engagement in action:

•Quiet quitting

•Reluctant to take on more responsibilities

•Uninvolved or disconnected from coworkers

•Express a more negative or disinterested attitude

•Less responsive or collaborative

•Lacking will to go above and beyond

A disengaged employee isn’t getting their problems addressed but hasn’t reached a severe enough level of frustration to make it totally obvious. The signs of a disengaged employee are subtle, quiet and often go unnoticed without an attentive approach.

Actively engaged

Actively engaged employees are your rock stars — you know one when you see one. These employees are passionate about what they do, care about the company’s goals and objectives, collaborate very well with teammates and customers, and are constantly looking to go above and beyond.

They express a wide range of different positive behaviors, including but not limited to optimism, enthusiasm and strong commitment. Actively engaged employees drive financial success, keep cultures strong, and set the example for their peers.

Joe Kiedinger is founder and chief executive officer of Dignify. Contact Joe at joek@dignify.com

VMX75II shown

MX75II

IceStriker™ 1200-8000 AM/CM Combi spreaders for trucks

SPRAYSTRIKER™ 500-3250 HFE-SERIES

DE-ICING SPRAYERS FOR TRUCKS

• Liquid tank capacity: 500-3250 gal

•Fully electric 12V & 24V

•Dual Hi-Flow pumps with spray bar output of 20-40 gal/min

•StrikeSmart™ controller with GPS speed control, standard

•HTrack™ 2-way online tracking and control system, standard

• Automatic pre-treat and post-treat

• Poly hopper capacity: 1.2-8.0 cu yd

•Fully electric 12V & 24V

• StrikeSmart™ controller with GPS speed control, standard

•HTrack™ 2-way online tracking and control system, standard

• Integrated liquid tanks, 120-370 gal

StrikeSmart™ Plus control system

Real-time weather forecast & spreading rate recommendations