JUNE 2024
By Patrick White / Photography by Thomas’ Photographic Services
by Keen Eye Media
SIMA // INDUSTRY VOICE
Setting a standard for excellence
Attending the Snow & Ice Symposium?
Safety Task Force Chair
Michael Wagner, CSP, ASM will present a session on implementing the safety standard at 1:30 pm Thursday, June 27, in the Sideshow Lounge, sponsored by LMN. You can also demo the new sidewalk training in the SIMA booth during trade show hours.
SIMA’s vision for this essential industry is for snow and ice management professionals and those who benefit from their services to adhere to the highest industry standards. We are living out that vision through several initiatives that will supplement existing guidance and resources for stakeholders, including snow professionals, those who buy their services and those who support their work.
Elevating safety
Snow and ice management service companies need to have standardized safety program protocols specific to the hazardous working conditions their employees may encounter during operations. Current safety program practices are inconsistent and rely on recommendations from adjacent industries such as construction and landscaping.
To address this shortcoming, SIMA’s Board of Directors approved a request for the Standards Development Committee
Many thanks!
The Education & Standards Development team couldn’t have done this work without the support and input from the Stakeholder Advisory Group (SAG) and task force:
Cheryl Higley is Director of Education and Content for SIMA. Contact her at cheryl@sima.org.
• Chris Morrison, Morrison Risk Services
• Jenny Girard, ASM, The Integra Group
• Matt Gerich, CSP, ASM, MBG Consulting
• Mike Heinrich Jr., CSP, US Snow Pros
• Jay Long, Hilb Group of New England
• Deb Mattson, CSP, Allied Snow Removal
• Frank Lombardo, WeatherWorks
• Dylan Moses, CSP, ASM, Transblue
• John Paganini, CrewTracker Software
• Michael Wagner, CSP, ASM, Designscapes Colorado
• Dean Outhouse, CSP, ASM, Piscataqua Landscaping & Tree Care
• Ken Jorgenson, MPS Property Services
• Mike McCarron, ImageWorks Landscaping
• Mary Abbott, Mow Beta Landscaping
• Shawn Kukol, Horizon Landscape Co.
• Tom Crawford, CSP, Mariani Landscape
• Nick Scharf, CSP, Greg’s Lawn & Landscaping
to develop The Standard Practice for Implementing a Safety Program for Snow and Ice Management Companies. The standard outlines the basic elements for the formation of a snow and ice management company’s operations safety program, including training, monitoring and documentation.
A stakeholder advisory group comprising snow professionals and others with a vested interest in the standard began work in July 2023. The standard was sent to ANSI in late April and approved in early May. The standard is available as an industry benefit at sima.org/standards
As a companion to the standard, a safety task force worked simultaneously to begin developing training resources to support companies that voluntarily adopt the standard. The first is a series of sidewalk crew training modules that is now available. Learn more about the safety training at sima.org/safety. Additional training modules are in the works.
Canadian-US standards alignment
SIMA and Landscape Ontario members are in the early stages of developing a task force to work to align current and future snow and ice operations standards and best practices. Working from the same playbook will promote consistent training for team members and messaging to those who purchase snow services and industry stakeholders like insurance and legal advisors. This initiative is just beginning, and we’ll share more as their work progresses.
In the meantime, check out our Snow Talk podcast featuring SIMA members Jim Monk, CSP, of MPS Property Services and Gerald Boot of Boot’s Landscaping, who have been leading the charge in standards development in Ontario. Listen at sima.org/podcast .
Future standards
I encourage those who are interested in helping to lead future industry standards and best practices development to let us know by completing the volunteer form at sima.org/volunteer.
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A Publication | www.sima.org
EDITORIAL
Education & Content Director
Cheryl Higley // 262-236-9972 // cheryl@sima.org
Design & Production
Lisa Lehman // 216-798-1853 // lisa@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
DIGITAL MEDIA & MARKETING
Marketing Senior Manager
Stephanie Orvis // 262-236-9948 // steph@sima.org
SUBSCRIPTION
Subscription changes/updates: https://www.sima.org/subscribe
EDITORIAL ADVISORY COMMITTEE
Charmaine Allen
Allen Builders & Landscape
Nichole Ashton, CSP North Country Snow and Ice Management
Jim Hornung Jr., CSP Elbers Landscape Service
Rick Kier, CSP Forge Ahead Consulting and Software LLC
Bob Marks, CSP, ASM emi landscape
William Moore, CSP, ASM
Executive Property
Maintenance
Dean Outhouse, CSP, ASM Piscataqua Landscaping
Jason Ostrander, CSP East End Group
10140 N. Port Washington Road, Mequon, WI 53092 414-375-1940 // info@sima.org // www.sima.org
Chief Executive Officer
Martin Tirado, CAE // martin@sima.org
Chief Operating Officer Brian Birch // brian@sima.org
Finance & HR Director
KC Hallgren // kc@sima.org
Events Director
Heather Carew, CAE // heather@sima.org
Membership Services Senior Manager Evan Newman // evan@sima.org
Thomas Skuta, CSP USM
Robert Young K.E.Y. Property Services
Michael Wagner, CSP, ASM Colorado DesignScapes Co.
Membership Services Manager
Amanda Pruss // amanda@sima.org
Education & Credentialing Senior Manager
Ellen Lobello // ellen@sima.org
Brand & Design Manager
Gwen GaBree // gwen@sima.org
Office Manager / Executive Assistant
Nikki Luedtke // nikki@sima.org
Business Process Manager
Nakishia Lee // nakishia@sima.org
SIMA OFFICERS & DIRECTORS
Board Chair: David Wescott, CSP, Transblue
Immediate Past Chair: Mark Arthofer, CSP, Skyline Construction
Vice Chair: Chris Hinton, CSP, GRM Inc.
Secretary / Treasurer: Jeff Heller, CSP, Innovative Maintenance Solutions
Ruben Diaz, ASM, Diaz Group LLC
Tom Fitzgerald, CSP, Outworx Group / Tovar Snow Professionals
Connie Gaul, ASM, Brightview Enterprise Solutions
Patrick Kane, CSP, Evercor Facility Management
William Moore, CSP, ASM, Executive Property Maintenance
Robert Miller Jr., CSP, ASM, RPM Landscape
Chris Thacker, CSP, Mr. Mow it All Corp.
John Janes, CSP, ASM, Caterpillar
Debora Babin Katz, TrucBrush Corporation
Snow Business (5730) (ISSN 2155-2576) Copyright © 2024 by the Snow & Ice Management Association, 10140 N. Port Washington Rd., Mequon, WI 53092 is produced and published February, April, June, August, September, October, December by the Snow & Ice Management Association. All Rights Reserved. No part of this publication may be reproduced or transmitted by any means without permission of the Publisher, SIMA – Snow & Ice Management Association. Subscribe at SIMA.org/subscribe. Periodicals postage prices is paid at Mequon, WI, and additional entry offices at 11716 S. Preston Hwy, Lebanon Junction, KY 40150-9998. POSTMASTER: Send address changes to SIMA - Snow Business – PO Box 8818, Lowell, MA 01853
SIMA STAFF
New Advanced Snow Manager course is here!
The snow and ice industry has changed a lot since the launch of the Advanced Snow Management training program in 2012. Over the past year and a half, the SIMA Education and Standards team built on the outstanding ASM foundation to bring it into alignment with current best practices, equipment and technologies, and adult learning principles. All modules were updated with new content, videos and photos, and streamlined for a more seamless experience.
The course—available in English and Spanish—now consists of Core Principles, Snow Management, Ice Management and Operations Management modules.
If you previously purchased ASM training and have not started, we will
special thanks!
The new ASM would not have been possible without the input, content creation and support of the following:
Phill Sexton, CSP, ASM WIT Advisers
Jordan Smith
BOSS Snowplow
Brian Maurer & team
Brian-Kyles Landscapes
Greg Davis, ASM & team EMI Landscaping
Bob Marks, CSP, ASM emi landscape
David Eddy, CSP Prescription Landscape
Bill Moore, CSP, ASM Executive Property Maintenance
Jim Monk, CSP
MPS Property Services
Josh Howver, ASM
Cornerstone Partners Horticultural Services
Dakota Danielson, ASM
First Choice Facilities
Dylan Moses, CSP, ASM
Transblue
Nick Pupko, CSP, ASM
G. McNeill & Son Contracting Group, Inc.
update your classroom with the new modules. If you are in the process of taking the course, you have the option to take the new modules or finish the old course. You’ll receive an email soon
to confirm your preferences. If you are interested in purchasing ASM, contact steph@sima.org. If you have questions about the new modules, contact ellen@sima.org
SIMA launches new sidewalk crew training
The first in a series of new SIMA safety training videos is available. Sidewalk Crew Basic Training covers the following topics:
• Personal safety & PPE
• Site-specific safety
• Sidewalk tools and techniques
• Yard safety
• Chemical safety
Each module includes knowledge checks and trainees will take a final quiz for verification of knowledge. Several new training resources to complement the training are also
available. The English version is live now; the Spanish version is under development and should be ready this summer.
Visit sima.org/safety for pricing and more course details.
Salt reduction conferences planned for September
One-day salt reduction conferences are scheduled for the Northeast and Great Lakes regions this fall. Visit their websites for course details. Registration opens July 1:
New Hampshire Salt Symposium
September 10
Cisco Brewery Portsmouth, NH www.sima.org/nhss
Midwest Snow & Ice Management Conference
September 18
Waukesha County Technical College Pewaukee, WI
www.sima.org/mwss
Symposium Replay is July 17
Whether you miss a session at the Snow & Ice Symposium in Pittsburgh June 25-28 or attending isn’t in your plans for 2024, you can still get in on the action with the Symposium Replay on July 17. Select speakers and suppliers will present from 11 am to 3 pm EST:
REPLAY
• Break the Blue-Collar Stigma
• Reduce Salt without Reducing Service
• Build a Seasonal Staffing Plan
• You Have a Great Team— Make Sure You Keep Them
• Practical Approach to Using AI & Tech for Growth, Efficiency and Execution
Replay access is included in full show pass Symposium registrations. Day passes, trade show only passes and non-attendees can register for $59 at show.sima.org/replay
BUILD YOUR NETWORK WITH A SIMA PEER GROUP
SIMA membership offers an outlet for snow professionals to engage with one another and learn ways they can improve upon the work that is pivotal to the success and safety of their customers and teams. SIMA’s two active peer groups, the Snow Commanders and Snow Operations, recently met to uncover best practices, trends and areas for improvement.
A peer group is a commitment of time and money, with regular meetings, an in-person retreat, and a willingness to be vulnerable about your business. The sacrifice is well worth the reward, with active participants leaving meetings with better ways to engage their team, sell to new clients, or improve their overall operations. Learn more at www.sima.org/snow-peer-groups.
Snow removal professionals rely on their equipment to be ready when they’re needed. That’s why the leading contractors trust the durability and quality of the only wear parts backed by a satisfaction guarantee. Have confidence in your equipment all season with Winter Equipment.
SIMA Leadership Forum
SCALE TO NEW HEIGHTS
RELAX
August 11–13, 2024
Grand Hyatt Hotel—Vail, CO
Hiking, Jeep excursions, the pool or shopping—you can do it all in Vail.
revitalize
Speakers that will inspire you personally and professionally.
Connect
Build a network during our receptions, recreational activities and downtime.
Share this epic adventure with your family—all are welcome!
Scan to learn more and register.
ISSUE #2: FOCUS ON EQUIPMENT
Brought to you by
building a winter fleet
When most operators start out or begin to expand operations, equipment purchases are inevitable. The snow industry is known for having cool equipment, but it’s important to understand that equipment is a tool for your business, much like key people, great systems or a good marketing plan. The more equipment you have, the more overhead you have; so you need to be strategic about your equipment strategy to get the greatest return on investment.
KEY CONSIDERATIONS WHEN SELECTING EQUIPMENT
Property types
Capacity
Budget
Multi-season or snow-only
Standardization
The property type will influence the equipment you need to service most efficiently. Some clients may also require dedicated equipment for their site(s) that will impact capacity.
As you build your customer portfolio, you need to understand your capacity and ensure you have the equipment to uphold your contractual agreements. You also need to factor in capacity reserves in the event of breakdowns.
If you’re starting out or don’t have the financial capital or desire to invest in bigger, more expensive equipment, explore leasing or renting—especially for equipment you wouldn’t need outside of winter operations. Diligent used equipment purchasing can be a budget-friendly strategy.
Starting out, if you have other business lines that utilize the same equipment as in the winter, it might be wise to take this approach to keep initial costs down and get the most out of the investment. There may be instances where you need to have snow-only equipment based on the property type, size and complexity.
As you build your fleet, consider standardizing the brands and types of equipment you purchase. This will make for more efficient maintenance, parts stocking and employee training.
Buying used? Be smart
DUE DILIGENCE:
• Choose a reliable dealer
• Don’t buy sight unseen. You and/or your mechanic should inspect the equipment in person.
• Ask for maintenance records
• Ask to demo the equipment
PROS:
✔ Avoids the “drive off the lot” depreciation
✔ May incur less debt if financing
✔ May have lower insurance premiums
✔ May be able to purchase more for your money than in the new equipment market
✔ Depending on the equipment and the supply chain, may have wider availability
CONS:
✗ Repair costs may be higher
✗ May not be covered under warranty
✗ Overall wear and tear can impact lifecycle
EQUIPMENT & BIDDING to win
During the bidding process, understanding each property and its challenges will help you properly allocate the labor and equipment needed to create the most exact and competitive proposal. Each property type has unique aspects that impact efficiency, so choosing the right equipment approach is essential.
As you build your equipment plan into the proposal, consider these factors:
Level of Service: The client’s expected outcome(s) on a site or set of sites from the completed performance of snow and ice management services.
Scope of Work: The service criteria and specific areas to be serviced on a site or set of sites.
Start & Completion Times: When will service begin (triggers or thresholds)? What is the specific time, time range or set of times for completing service expectations?
Site Size and Complexity: Accurately measure the space that will need to be serviced. Consider the obstacles and obstructions, layout, topography, traffic patterns and more that may limit the type of equipment that can be used.
have the labor or equipment available or can quickly secure it in time for the season if you win the bid.
Use your dealer and manufacturer relationships when you bid. Equipment manufacturers offer tools that help you understand the right equipment for your vehicles so you get it right the first time.
Understand the new technology and trends available on the market. This will help you decide where you should invest in your business when you have the capital available to become more efficient and profitable.
Utilize your data. Look at your historical job numbers and know what the average operator in your business can do with his/her equipment. This means you need to keep records and look at your data.
Property types & efficiency factors
Understanding the nuances of every property type you service will help you make the best decisions on equipment and material applications.
Residential (HOA/Condo/Apartment)
• Sidewalks
• Vehicle congestion
• Cul de sacs
• Driveway clean-up
• Crosswalks and common areas
• Decorative landscapes
• Pavers, sensitive surfaces
large commercial (Retail Complexes)
• Large parking lots with islands, cart corrals and multiple inlets
• Wide and numerous walkways and entryways
• Traffic congestion during peak periods
small commercial (Office/Single Businesses)
• Small parking lot
• Entryways and walkways
medium commercial (Office Complexes/Strip Malls)
• Medium parking lot with islands
• Large and numerous walkways and entryways
distRibution centers
• Large parking lots
• Loading docks
• Constant traffic
• May require 24/7 access
Medical facilities
• Sidewalks and walkways
• Ambulance bays
• Zero tolerance for snow and ice
• Small to large-sized parking lot(s) depending on facility footprint
• High pedestrian traffic
• 24-hour access required
fend off issues with extra parts & maintenance schedules
Mother Nature doesn’t wait for you to be ready. Establish a schedule for your preseason equipment roll out and scheduled maintenance throughout winter. Identify your company’s snow season kickoff date and calculate the time you need to get your equipment ready. Leave plenty of time, knowing that current season maintenance and breakdowns may temporarily derail the schedule. If you can’t make a complete switchover, prepare one or two trucks with plows and spreaders in the event of an early storm and add as winter nears.
Prepare for breakdowns
Having spare parts on hand is a must to prevent extended downtime.
Order parts early: The closer you get to the season, the better the chance that parts will be on back order. Stock major parts, such as plow pumps, spreader motors, etc., that may be hard to find in the middle of a storm, early. Let your dealer know your service needs as well as your snow and ice control equipment density to help them stock the appropriate parts.
Fix it fast: Keep an equipment “first aid” kit handy. At minimum, every truck should have basic hand tools and a hydraulic hose repair kit.
Establish breakdown procedures: Ensure your drivers and site managers follow protocol, including how to report problems and any required documentation.
THE IMPORTANCE OF SUPPLIER RELATIONSHIPS
Finding the right supplier who will come through in the storm requires a strategic plan and preseason homework:
Identify quality suppliers. In addition to competitive pricing, suppliers must be able to deliver on both the quantity and schedule needed by contractors, including in an emergency.
Look beyond price. While pricing and payment considerations are important, a good supplier relationship cannot be based solely on price. The vendor with the lowest price may not be able to provide the same reliability and accommodation as its competitors. Consider their supply chain and distributor strength. Ask questions like: “How available are spare parts for this plow?” and “Are there certified mechanics near me that are open 24/7 during snowstorms?” Paying a little more up front may mean limiting loss in the future should a breakdown occur.
Industry knowledge is key. A good supplier will understand the challenges contractors face and take time to learn their business model. These suppliers position themselves as a partner in the contractor’s business and know which products to present to their contractor-partners and save everyone time and effort.
WORK SMARTER
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New report focuses on staffing, wages/benefits and culture
By JEFF HELLER, CSP salaries
In 2023, the SIMA Foundation commissioned a first-ofits-kind research survey to explore the dynamics of snow companies’ workplaces and cultures.
In light of today’s rapidly changing labor economics, attitudes and behaviors, we believe it is essential to understand the industry’s tactics and challenges in attracting and retaining employees to perform essential snow and ice management services.
The results will serve as a tool for snow service providers to benchmark their companies in terms of organizational structure, wages/benefits, and workplace culture.
Data and insights captured from this study is intended to:
• Educate providers on the composition of the workforce of similar firms so they can calibrate staffing and pay rates appropriately.
• Help providers understand which recruitment methods, employee benefits, and career development resources may be common or differentiating to assist them in improving their hiring and retention efforts.
• Inform providers about workplace culture, best practices, and pitfalls to help them improve their employee satisfaction, retention, and ability to grow.
• Establish an initial baseline from which SIMA can measure changes to workforce metrics in future years.
Data for the 2024 Snow & Ice Workplace Report was collected from 129 SIMA member and non-member companies through a confidential survey conducted from October to December 2023 by WolfWorks Consulting.
This article features an overview of some of the data. The full white paper report is free to all SIMA members and available for purchase by non-members. The Workplace Report as well as the Foundation’s Industry Impact Study and Economic Survey & Market Study is available at www.sima.org/foundation.
Thanks to its generous donors, the SIMA Foundation can focus on its mission of opportunity, research, and awareness. We are already exploring further industry research opportunities to support the mission. To learn more about the SIMA Foundation and how to support its mission, visit www.sima.org/foundation
Jeff Heller, CSP, of Innovative Maintenance Solutions in Indiana is board chair of the SIMA Foundation and secretary/treasurer of SIMA’s Board of Directors.
Special thanks to LMN for their financial support as sponsor of the 2024 Snow & Ice Workplace Report.
Small firms pay managers significantly less than medium-sized ones, who pay less than large firms. By contrast, hourly rates for field workers are very consistent regardless of firm size.
50
WORKFORCE
Approximate number of workers employed based on company size. Includes year-round, part-time snow, and seasonal workers. Employees who do not work at all in snow & ice are excluded.
TENURE
Despite the need for companies to keep up with rising salaries, offer meaningful work and other challenges, employee tenure is reported to be improving.
CAREER ADVANCEMENT
Roughly 75% offer some type of career advancement resources, including industry certifications, professional learning events and internal career pathway design.
ANNUAL
Steve Wolf of WolfWorks Consulting will present findings from the report on June 28 at 8:30 am at the 27th Snow & Ice Symposium.
RECRUITING
To find new workers, firms rely most on word-of-mouth, social media, job boards, their websites, and promoting from within.
SUBCONTRACTORS
Slightly more Canadian firms than American providers rely on subcontractors (75% to 67%). As a share of total operations, 22% of Canadian firms’ work is fulfilled by subs, versus 16% of American companies’ services.
CULTURE
When asked to rate their firm’s culture, most companies indicate that it is quite positive. American firms’ reports are slightly rosier (32% “excellent”) than Canadian providers (13%).
BENEFITS
91%
69%
of respondents use subcontractors in their business, but the majority of services (75%) are self-performed
55%
of respondents match employees’ retirement contributions in some way. American firms (62%) are more likely to offer retirement plans than those in Canada (31%).
of US respondents offer health benefits. Basic healthcare services are provided by the Canadian government, but more than 3/4 of Canadian snow and ice management companies offer a prescription drug plan and a dental plan, and more than 50% provide vision care plans and life insurance.
CHOOSING GROWTH: (From left) Owner Jim Esposito, Sales Manager Courtney Gordon, General Manager Tom Marsan and Operations Manager Alex Straughn
perfect blend
BY
PATRICK WHITE // Photos by Thomas’ Photographic Services
Videos by Keen Eye Media
IDENTIFYING AND EMPOWERING FUTURE LEADERS Page 16
EXTRA ATTENTION TO CUSTOMER SERVICE, COMMUNICATION PAYS OFF Page 18
CHANGING WEATHER SHIFTS STRATEGY Page 20
A company’s identity is more than a marketing tagline. It’s about what the company really values, how it operates. Talk to the leaders of The Beverly Companies, a multi-season service provider in the Chicago area, and you learn that the company has a very clear identity: it is committed to providing old-fashioned, quality service using the latest high-tech tools.
The Beverly Companies’ official history goes back to 1999, when owner Jim Esposito graduated from high school, formally incorporated and bought his first plow truck, which allowed him to move from clearing driveways to small commercial parking lots. On the landscaping side, he focused mostly on residential maintenance and installations. Esposito’s book of business grew and diversified. Topsoil and concrete/ asphalt businesses were added in part to grow relationships with customers by giving them the convenience of working with a single contractor.
In 2016, these companies were all brought under the rebranded Beverly Companies umbrella.
Leadership transition
As the company grew, Esposito realized that he was reaching an inflection point. He was too busy working and overseeing his crews to focus on company growth. “When you’re a one-man band, you’re going to lack in a lot of areas. In 2009, when we had about 18 employees, I realized
Esposito chose growth and brought in the company’s first two non-crew employees, General Manager Tom Marsan, CSP and Operations Manager Alex Straughn, to help him with that mission. He credits them with becoming key leaders in running and growing the business, which freed Esposito to concentrate on big-picture planning.
“I’m more of the behind-the-scenes type of owner now,” says Esposito. “I’m out there focusing on the future, looking at what’s ahead — not just what’s happening tomorrow. And I really want our team to have all the tools they need to do stuff the proper way, so that we can be successful.” He talks regularly
Continued on page 16
SIDEWALK READY: As The Beverly Companies’ properties have gotten bigger and more complex, ironically, it’s sometimes smaller areas like sidewalks that present the biggest challenges. The company takes a very intentional approach to tackling sidewalks. “We have a core fleet of equipment that we use for sidewalks, and every year there’s a couple of new pieces of equipment we’re buying, trying out,” says Operations Manager Alex Straughn. “One big advancement came when we got our first box truck to run sidewalk crews out of. It was a little bit uncommon then. Now we have probably 40 to 50 box trucks for sidewalk operations. They’re all outfitted with Snowrators, spreaders, shovels, everything that’s needed.” The truck just pulls up and that array of equipment is ready for crews.
Continued from page 14
and meets bi-weekly with Marsan and Straughn to talk business. “I don’t like to micromanage, but I do like to know what’s going on,” he says.
Today, The Beverly Companies has roughly 100 full-time, year-round employees, with that number swelling to about 350 during the winter. And the company now operates out of four locations, including a newly opened facility within the Chicago city limits.
Leadership support
In terms of snow operations, The Beverly Companies breaks its Chicagoarea market into four zones (south, city, western suburbs and north) that run quasi-independently, each with its own manager. The company has a large service presence in Chicago and in the southern suburbs where it is headquartered; currently the company’s focus is growing in outlying western and northern suburbs.
Marsan and Straughn support all the zones, dispatching wherever needed to assist. “We bounce around and help everything run as smoothly as possible,” says Marsan. “I think it says something that
COMMITTING TO EQUIPMENT: It’s a priority to give crews the right tools to get the job done the right way. Vehicle and equipment lines are standardized to make maintenance more efficient.
Jim, Alex and I all still have plows on our trucks. We all carry shovels. If we have to jump out and take care of something, we’re 100% ready to do it, because it means our team can be somewhere else taking care of something else.”
Marsan says that having the company leaders ready to help in the field not only goes a long way with
clients, but also helps build team morale. “We want our guys to know that we’re not going to just sit behind the desk and tell them what to do; if something out there needs to be done, we’ll go do it. When you ask them to go above and beyond, it’s a lot easier when they know that you’re willing to do it, too.”
Straughn appreciates this type of
identifying and empowering future leaders
Operations Manager Alex Straughn says The Beverly Companies has found good ways to overcome some of the biggest challenges in the industry, such as hiring right and building relationships with employees. “I think that’s one of the most important things: if you don’t have good employees in this business, you’ve got nothing.”
Straughn says he’s found the best approach is to empower employees. “You find the guy who wants to move up and train him and give him responsibility; the first year he might take over five guys; the next year put him in charge of 10 guys; before you know it, he’s a manager.”
How to identify these potential leaders? Straughn looks for someone with drive, the right temperament and patience. “When it’s 2 a.m. and guys don’t want to work anymore, and equipment is breaking, you need a leader who doesn’t get upset but can roll with the punches. You can read all the books and know everything there is to know about the snow industry, but if you can’t keep your head up, it’s very difficult out there.”
approach as well. “I’m not a salesman. I’m not a manager. I’m a little bit of everything. And that’s what I really like and enjoy,” he says. “I think one of the reasons that our company’s successful is because we have a lot of people who, while they have a main focus, are willing to do a little bit everything.”
That includes training new employees, which is a big focus within the company. “I feel like in October and early November, that’s all we’re doing — meeting guys at the site, showing them everything and making sure they’ve got the apps and the maps. I’ve found that having them on site is really the best way to show them things,” says Straughn.
While large group trainings still take place, Straughn says he’s seen more success with smaller groups that can be more hands-on and interactive. “It brings things back a little bit to oldschool values, with a more personal touch,” he notes. Though sometimes technology can help even further. “We’ve done a lot of creating our own small training videos, which has been great.”
Manageable growth
The company has grown steadily for 24 years. Marsan says that approach makes things not only easier to manage but also leads to a stronger, better-performing company.
“We’re always looking for more people, and in particular people who are going to be successful. When you don’t have to do that on a major scale, it’s always attainable, and we can always reach those goals,” he says. “If we had to, say, double in size at any time, I think we’d be scrambling. Steady growth is just more manageable.”
Marsan says that a lot of planning goes into growing smartly, but notes that it’s always wise to build in a little flexibility. That could be in terms of equipment, where The Beverly Companies may rent extra pieces if needed (or rent its equipment to other contractors to avoid it sitting idle), or use a limited number of subcontractors to take on work that exceeds its internal capacity.
“We’ve been on both sides of it: where we were looking for some machines because we didn’t have enough, and then other years where we have more than enough and we’re trying to figure out where we’re going to put them. Having some flexibility this way allows us to not shut business off and say we can’t take on any more customers, because we have a little leeway.”
Equipped for success
“I think we’re sort of known as an equipment-heavy company — we don’t cut corners on equipment and
we give the guys what they need. That’s really what made a difference for us,” says Straughn.
Marsan credits Esposito for his commitment to equipping the company for success. “That’s a big part of what he manages; he makes those final decisions…and Jim wants us to have the tools that we need to be successful,” explains Marsan. “He’s looking to take money that’s in the company and put it back into the business. And I think that’s what it takes to be successful.”
When Straughn started as operations manager, the fleet consisted of five trucks and two skid steers. Today the fleet numbers in the hundreds of pieces. Over the last 10 years, an effort has been made to streamline its trucks to make it easier for the mechanics to service and order parts that will work almost universally.
Within the last three or four years it has also been converting its lineup of plows. “Every year, we’re kind of trying different things, playing with things. But I think we’re in a really good spot now — we’ve got it dialed down to certain models with certain types of equipment,” he says.
Straughn says that having equipment that is relatively new, in good working order and right for the job, not only leads to higher quality
Continued on page 18
extra attention to customer service, communication pays off
In an era of chat bots and “please listen carefully as our menu has changed” customer service mazes, there’s perhaps nothing more refreshing than reaching a real, live, knowledgeable person. That’s the approach that The Beverly Companies takes, and more often than not Sales Manager Courtney Gordon, CSP answers the phone when clients call.
BUILDING CUSTOMER
RAPPORT: Courtney Gordon, Sales Manager, is the always-available point of contact for customers with questions. She follows up with operations to make sure any issues are addressed.
Gordon says one way the company sets itself apart and sells itself is through communication. That includes proactively reaching out to clients to let them know, for example, what is happening during a snow event, and it also means being accessible if they have questions.
“If someone has a question, or maybe we missed something, they want to know who the point of contact is, and that they have someone to reach out to, whether it’s 1 in the morning or on a weekend night. We answer every single call, we follow up on every single call,” Gordon says, adding that she has her own procedures in place to ensure the best service possible. “I can plug all of my phone calls into our software and run a report at the end of the day. I can follow up with operations and ask, ‘Hey, these are the issues we had today — what are we doing about it tonight?’ I’m sort of the liaison to make sure the ball doesn’t get dropped.”
Gordon says that customers notice, and appreciate, the commitment to communication. “A lot of the clients say, ‘It’s so nice to be able to actually talk to someone on a snow day.’ Sometimes they just need that little extra bit of communication, so we let them know when we were at their site and when we’ll be back. Or maybe they just need a small favor.”
Referral program
The Beverly Companies utilizes traditional sales strategies but also recently instituted a client referral program designed to increase word of mouth. “You can’t get a better referral than from a happy customer,” says Gordon. This program rewards clients who refer new customers with a service credit or a Visa gift card to the property manager who made the referral, with the amounts based on the dollar figure of the new contract.
But Gordon feels that it’s still old-fashioned customer service that best helps sell the company. Price is important, she states, “But I think the biggest things we deliver are the service and communication to get that end result for our customers.”
Continued from page 17
service but also makes life easier for the employees, which helps with employee retention and recruitment.
“So many guys just want to work in the winter and make some money. They get signed up with some company, they go to the site and the machine’s not there or doesn’t work. So they get frustrated. Something that we really continue to do is have backup equipment, and backups to the backups.”
Going big into GPS
The Beverly Companies installed the Motive system, including frontand rear-facing cameras, in all of its vehicles. The system provides not only location tracking, but a number of other features, like driver monitoring. “There are warnings if you don’t have your seatbelt on or if you are looking down at your phone, which has been a challenge for some of our guys to accept, but this technology is definitely the future,” says Straughn.
“When we sat down and looked at the cost of the system and what it could do for us, we decided it was worthwhile,” Marsan adds. “It doesn’t only help our drivers be safer, but we’ve seen where it saved us by capturing footage of the way someone else was driving and taking the fault off our drivers. In our first year with the dash-cam system, I think we had three accidents that probably would have been put on us that we were able to
DASH-CAM EQUIPPED: Vehicle camera systems keep the company’s drivers safe, and help remove liability when accidents are the fault of other operators.
prove were the fault of the other drivers. So that obviously saves us some money.”
GPS technology on the company’s heavy equipment keeps the team well-informed on its location, hours, fuel and runtime. “That is so helpful in keeping track of all these things, because when you get into the numbers of equipment that we’re at, you can’t always go and drive and look at everything in person. So we put GPS into play to look at it,” explains Marsan. “We’re also able to see not just total runtime, but it’ll show us idle time. So that allows us to talk to our operators and say, ‘Hey, last week, we were out there for 20 hours and you have 8 hours of idle time — we need to shut it off when it’s not in use, because those hours factor into warranty and how often oil changes need to happen, etc.’”
Remote monitoring technology also tracks the equipment’s mechanical health. In the company’s CAT heavy equipment, for instance, the system can reduce downtime and repair costs by alerting when maintenance is needed, and even distinguishing between an issue where the machine should be taken out of service immediately and when the repair can be done at the next service. “All those things help us plan and avoid downtime, helping to lower the cost of ownership,” Marsan says.
Sales technology
Technology isn’t only used in operations. Shortly after she joined The Beverly Companies, Sales Manager Courtney Gordon, CSP took the initiative in helping the sales department, and the company as a whole, move forward technologically.
“I wanted us to be able to keep growing and take advantage of ever-changing trends in technology to help our customers,” Gordon explains. “There was a CRM in place when I came here, but it wasn’t what I thought we needed to grow how we wanted to,” she recalls. “I was just an account manager at the time, but I took it upon myself to say, ‘Hey,
BUSINESS // COVER STORY
Continued from page 19
we need something that fits our needs better, that will support our growth, and something to grow with us.’”
The Beverly Companies switched to and now relies heavily on the LMN software platform, but Gordon emphasizes that while technology helps to automate processes, solid internal processes are still needed as a double-check.
“Technology is great for us to have, but in the end it is just another tool,” agrees Marsan. “The right technology can make you more efficient and automate things, but at the end of the day, it doesn’t do the work for you — you still have to do that.”
Marsan has been an active SIMA member for many years and is a member of a peer group where colleagues have asked about the “secret sauce” that has led to the company’s success.
“I think for us, it’s just sort of
Changing weather shifts strategy
The Beverly Companies’ ideal snow clients are larger multi-regional sites, including property management companies that have multiple locations, explains Sales Manager Courtney Gordon, CSP. And increasingly, it is pushing a mix of seasonal and per-visit contracts. “Back in 2016 we hardly had any seasonal agreements; now it’s about a 52% seasonal / 48% per-visit split, which we think is healthy,” Gordon says.
She notes that recent Chicago area winters have been relatively light on snow but heavy on work. “We might only have two-and-a-half weeks of winter, but in that time it’s just non-stop wet, heavy snow followed by an ice storm.” She adds that these changing weather patterns have driven changes in contract language and pricing.
“Because we know that a tenth of an inch of ice is a similar amount of work to one inch of snow, we knew that we had to account for that. While some of our seasonals are unlimited, the remaining mix are capped at a certain number of inches or graduated. We’ve found that adding this multiplier allows us to account for the additional salt applications required on our capped or graduated agreements.”
an old-fashioned approach: we understand what it takes to get things done, and we do the work. I don’t think there’s any secret,” he says.
“We have an owner who invests back into the company and provides the tools for us to be successful. We have managers who put the time in and are
good leaders. And we have employees in the field who care and want to be a part of the big picture.”
Patrick White has covered the landscape and snow and ice management industries for a variety of magazines for 25 years. He is based in Vermont. Contact him at pwhite@meadowridgemedia.com.
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WITH MARTY GRUNDER
Do you know your ideal client?
Having your ideal client defined gives you a roadmap to use when deciding what jobs to take, and helps your sales team get on the same page so you can be successful.
IAt The Grow Group, we teach that a company’s ideal client is:
• Enjoyable to work with: Your team enjoys doing this type of work, and the client respects and values that work.
• Sustainable: There is enough of these types of clients for us to build a business around.
• Profitable: We can make money while doing this work.
’ll give you an example from the landscaping side: I’d love to be able to say that we only do $500,000+ design-build projects. Those projects are enjoyable, and they’re usually profitable; but they’re not sustainable for us. We can’t build a business on just doing those projects in our market — there aren’t enough of them. We also have to do landscape maintenance, snow removal, and smaller design-build projects to have a viable, sustainable business.
Making a list of who fits and who doesn’t fit your ideal client profile can be a helpful exercise in better defining your ideal client moving forward. And then once you have this defined, use the profile you’ve created to set your sales direction and tactics. Dig deeper into the characteristics of your ideal clients:
Property type
Are the properties you want to service residential or commercial? Are they single family homes, HOAs, business parks, grocery stores, healthcare facilities, warehouses?
Make a list of the types of properties you’d ideally like to service based on your team’s capabilities and what you enjoy doing. We like to look at the properties we’ve historically been most successful in taking care of at Grunder Landscaping Co. (GLC), and then look for other properties like those.
Property location
We all know how important route density is to being profitable in snow, and how much easier routes are to manage when the
properties are close together. Where are the properties you currently service? Are there neighboring properties that are similar that you could warm call to earn their business this winter, too?
Expand your horizons
I realize this isn’t rocket science, but it is so important for a company’s success. Hopefully this is something you’re already doing as you’re forming and executing your sales strategy for 2024 and 2025. Because once you know exactly what you’re looking for, then it’s just up to you and your sales team to execute the plan. A few tactics we’re relying on at GLC right now to do just that are:
• Joining and being active members in area chambers of commerce.
• Attending business events and introducing ourselves to new people.
• Identifying properties we’d like to take care of, and then doing some digging on LinkedIn to see if someone we already know could introduce us to the decision maker.
• Revisiting landscape maintenance contracts we have that don’t already include snow removal to see if we could get their snow removal business.
There may be other prospects that come to us organically that may not fit within our ideal client triangle, and that’s OK. We can decide based on the specifications of each job if we want to accept the work or refer them to someone else. Having your ideal client defined gives you a roadmap to use when making these decisions and helps your sales team get on the same page so you can be successful.
Marty Grunder is founder of Grunder Landscaping Co. and The Grow Group coaching firm.
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Soft Sell
Growing your business requires more than good service
BY MIKE McCARRON
Business owners need to understand that what got them where they are now won’t get them to where they want to go. Sure, quantitative metrics tell us a lot about our company’s performance as we tirelessly analyze and scrutinize statistics and specifications of our equipment and labor force to determine how well they work in every imaginable scenario and how much it costs to operate the business.
However, the relationships we develop and cultivate with our clients are just as meaningful. Cultivating those relationships involves gathering valuable, informative data by learning as much about the client as possible and earning their trust.
I’ve often heard business owners say that simply doing great work is all that’s necessary to grow a
company. But, as the world gets smaller, multiple companies competing for the same customers in many geographical areas is now commonplace. Unfortunately, more than just “doing good work” is required. We all know that people like to do business with people and companies they know and trust. So, how do we up our relationship game to attract and keep more clients?
Learn as much about them as possible
In Stephen Covey’s renowned book “The Seven Habits of Highly Effective People,” habit Number 5 is “Seek first to understand, then to be understood.”
This means we need to understand what our clients need and want before we tell them what we can do and how we plan to do it. For example, what are the most important aspects of your services to them? What are the client’s pain points? Seek to understand potential problems that keep the client or property manager up at night. Once they know that they have been heard and that you are interested in treating them the way they want to be treated, they are more likely to trust you and do business with your company.
Bid honestly and accurately
Be honest with yourself and with the client. Know what your team is and is not capable of doing. Don’t take work you’re not confident in doing. Ask yourself, “Can our team successfully deliver on this commitment?”
Suppose you are trying to land a large project, and you don’t have the necessary experience in that space. If you bid on the work and are selected, you may end up not serving the client well and this will clearly broadcast to an owner or property manager that you’re not capable of doing what you promised. This would cut deeply into their ability to trust you moving forward. They probably won’t be interested in your company bidding on any future work for them or recommending you to anyone else. What’s worse is that this property manager likely oversees numerous other properties that engage in multiyear contracts that might have been perfect for your team. Oops! Not so fast, tiger. And don’t forget, word travels fast in the business community. A bad reputation is hard to shake.
Create accurate, detailed and descriptive contracts These are not just legal documents; they are your safety net. They provide a clear framework for expectations and responsibilities, helping to resolve disputes and maintain trust with your clients.
# 1
# 2
# 3
A business coach once told me that contracts are for the bad times. Wow was he right! Where is the first place to go when there is a dispute about what you promised and what the client believes you were supposed to do? The contract. It’s all right there in black and white. Hard to argue with the terms of the contract…though some still try, unfortunately.
Enjoy the trust bump but remain humble
Once you start to gain trust with clients by showing a track record of knowing the client and their needs, accurately bidding on jobs, and performing consistent, quality work, your behavior will allow you to move to another level within that property manager’s trust group.
At this level, trust and performance are everything. Showing how your company can add value to their locations and why this is important to
In the end, people like doing business with those who are willing to help them solve problems and make their lives easier.
their clientele can help to cement that trust you’ve worked so hard to earn.
In time, you may be asked to offer suggestions and ideas about topics and jobs that don’t fall within your scope of work or area of expertise. That’s OK. Attend the meeting and offer helpful suggestions, even if you may not do the work. Getting a seat at this table is critical to upping your relationship and may earn you additional opportunities with this client or property manager.
In the end, people like doing business with those who are willing
to help them solve problems and make their lives easier. Seek first to understand the client’s needs; determine whether it’s the right job for you and your team; create clear, accurate contracts; and enjoy the benefits of considering client relationships along with quantitative metrics of equipment and your team’s performance.
Mike McCarron is president and founder of ImageWorks 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.
Build trust and get existing and potential clients on the same page by following and sharing the Standard Practice for Procuring and Planning Snow & Ice Management Services. Download it at sima.org/ standards.
renewable energy
Sustainable business practices allow your company and your team to thrive
By ERIC HAUGEN
I’ll start with honesty. When I heard the word “sustainability,” my initial thought would always go straight to the importance of recycling my water bottle. However, it’s taken me some time to grasp a broader understanding. In today’s world, sustainability encompasses much more than just environmental concerns.
After years of owning and operating a business, and now assisting other companies in managing theirs, I’ve come to realize the significance of business sustainability. It involves a business’s ability to thrive and endure, adapting to evolving market dynamics while staying true to its core values and purpose.
True business sustainability goes beyond mere salt reduction and reducing carbon emissions. This consistency that sustainability
provides is the ability to adapt when change comes. We all have an inherent desire for peace and comfort, which is driven from sustainable operations, sales and financial performance. Though we may thrive on the potential of selling a big retail center snow proposal, we most likely enjoy knowing which contracts are signed well before the season comes.
We are all in the snow removal business, so odds are we have some crazy in us; but a successful business needs sustainability. If the systems are in place and capacity is understood and sold ahead of time, then we are capable of overcoming the inevitable curveballs and attacking the big spring blizzard. By providing systems, tools, and resources for our teams and clients, we will have the ability to build a company that is prepared and ready to provide the service we promise in the timeframe we say it will be
done. Let me explain in more detail by examining four factors: financial, sales, operations and culture.
Financials
Financial sustainability is the cornerstone of business longevity. It involves maintaining consistent margins, optimizing resource allocation, and investing in the team and future growth opportunities. Almost every company I meet with believes the answer to all problems is growth. While scalability is often necessary, without understanding what is measurable and where the financial health is currently, the company will not grow in a healthy way and can potentially cause more harm than good. Sustainability leads to healthy scalability.
For more strategies on how to become a financially health company, listen to the April episode of Snow Talk at sima.org/podcast.
Key tools for achieving financial sustainability include budgeting, setting long-term strategic goals and benchmarks, and cash flow forecasting to anticipate and mitigate financial risks. If the answer to any financial questions is “I think,” it’s time to create the basic tools to offer an answer of “it is.” Financial understanding leads to financial sustainability.
Seasonal snow structure contracts are one of the most effective tools I see with today’s snow companies. The ability to budget, manage cash flow, and maintain team members comes from seasonal structures. If this is not in your repertoire, perhaps now is the time.
Effective sales strategies are essential for driving revenue growth and sustaining profitability. Whether offering seasonal services like snow removal or providing ongoing maintenance contracts, businesses must balance supply and demand, avoid over or under selling, and leverage tools like sales calendars and budgets to align sales efforts with strategic objectives.
How do you know what the right property is? One of the most common phrases my advising partner uses is “the right property is at the right place and for the right price.” It is often easier to ignore a strategy and just place a dollar figure on the property. However, the goal should always be based on capacity of resources versus the blanket sales goal.
Easier said than done, but building the tools that align marketing and sales strategies will give you and the team the ability to sell where, when and how the company should sell.
Most importantly, to quote another advising partner, “always sell two seasons ahead.” How often do you submit the next season’s snow contract at the end of the current season? I know, I know, they never sign till later anyway. However, what if we do not have the capacity to do the work when “till later” comes? How do we know if we don’t have enough work to utilize the equipment and it will sit in the yard next to the rust pile? Or even more concerning, what if we buy equipment for the new property but they do not renew until next year? Understanding capacity and selling early helps with planning and creates a less stressful snow season.
snow operation — before, during and after any snow event.
Clear communication, consistency and autonomy are essential elements of a healthy workplace culture that enable employees to perform at their best and to adapt to changing circumstances.
If you sold based on your capacity and one season ahead, how would that help your operations team? The routing could be done early, the equipment hydraulics would be functioning properly, and the subcontractors would be set to go. Would that provide the peace and contentment we all inherently desire? Of course, everything is easy until the first storm comes. So here is where tools create the sustainability for successful operations.
For example, a standard operating procedure that dictates start time of the first visit, removal path, equipment maintenance, timesheet documentation, etc., could be a tool that allows your team to be ready out of the gate when they arrive on-site. Being well-prepared before the first snow falls increases efficiency, client retention and team morale.
Developing tools for communication and remaining consistent are essential. How often do we come to the table with great ideas of changing this process or how we do things? We have discovered the answer to our problem at hand (while often missing the unintended consequences). What I see more than anything with struggling companies is the inability to allow the change to take place and remain consistent on the follow through. This damages your culture and creates team burnout.
A sustainable culture will create an environment where team members have the opportunity to thrive and have some form of consistency and expectations. Developing an organizational structure of positions, job descriptions, measurable goals, and expectations, while staying consistent, creates the ability to scale in a healthy way.
Final word
Business sustainability is the ability to put the spark out before it becomes a fire. When the fire is going, that is your focus every day and it never allows for preparation time.
As we have seen for several years, one of our most difficult barriers is finding and keeping good people and subcontractors. The amount of burnout among team members is alarming, let alone getting people on-site. Though we can dive into the importance of social sustainability at another time, the team is the most important resource for any successful
Let’s pretend we are in a perfect world; say we know what our capacity is for both resources and required budgeted revenue (budget). We sold to our capacity 4-6 months ahead of the season (sales calendar). Our team knows their roles (organizational chart), has the resources to succeed, and knows how to communicate with the team internally and the clients externally (SOPs). What would the end result be for you, your team, and your clients?
Eric Haugen has over 25 years of experience in the landscape and winter management industry. He specializes in financial metrics, technology management, workflow processes and operational efficiencies in his role with WIT Advisers. Contact him at ehaugen@witadvisers.com.
Sales Operations
BUSINESS // SUSTAINABILITY
protection plan
Sustainable businesses need org structure, systems and processes
By DAVID GALLAGHER
Most people would associate sustainability in today’s world with the environment. That is an important context of sustainability, but not the only application of the concept.
Sustainability is defined as relating to or being a method of harvesting or using a resource so that the resource is not depleted or permanently damaged.
If we think about this related to a sustainable business, it would be one that can operate in perpetuity without exhausting its resources or being irreparably damaged. What are those resources? Humans, cash, all the things that cash buys, customers, the list goes on. Damaged how? Reputation, profitability, growth ability.
Sustainability in your business provides for the reduction of risk associated with owning and running the business.
Sustainability requires a set of standard processes and an organizational structure that the business uses.
System and processes
A software system(s) that executes standard processes proven for your business is essential for success. Ensuring the processes are in place and compatible with the system(s) before software implementation is the most overlooked part of sustainability and success of the system.
Software by itself solves no problems and is not automatically sustainable. It requires standards of its users, and the executed processes within and outside of the software. Without standards there is little guarantee of consistent execution or results. Software speeds up the execution of tasks and the delivery of outcomes. Standard processes that are compatible with the software ensure that the inputs and outputs of the system are correct and consistent.
Org structure
Establishing a standard set of roles and responsibilities that outlines who is to do what and where, and how information handoffs or process execution should occur, provides clarity and sustainability. Narrowing the responsibilities of roles in structure allows team members to perfect their fulfillment of the role through consistent practice. It also makes it easier to hire people to fulfill these roles as the business grows or as new team members are needed.
The mastery of all tasks is not sustainable; few people are capable of doing everything well, by knowledge or profile. However, individuals who can or have mastered specific areas of knowledge are more common. For example, separating new contract sales from renewals and enhancement sales, and separating all of these from operations management, will best fit the profile of the best at each. Finding and cultivating new relationships (e.g., contract sales) are one typical profile, while maintaining existing relationships and solving the latest problems for those clients is a second common profile. I call them hunters and farmers. The profile of a person good with planning and resource allocation but not necessarily wired for building or maintaining client relationships is best suited for an operations management role.
Sustainable businesses are the minimum expectation for success today. They can compete for customers, team members, cash and essential resources to grow and be profitable. They can weather any storm and outperform the competition. They can provide a long-term platform capable of giving career opportunities for generations to come.
paper chase
Transitioning to digital documents drives efficiency, savings
BY CHARMAINE ALLEN
As our company grew it became apparent that we needed to depend on key people in our business other than my husband and me. This prompted us to become more streamlined in our processes, for the sake of our sanity and to make sure everyone was approaching all aspects of the business the same way. One method we used was to take a digital approach to our office processes.
Transitioning to a paperless office offers compelling benefits that are worth the investment. It is more time-efficient, streamlines processes, reduces manual handling and accelerates document retrieval.
There are also cost savings to eliminating paper usage, such as reduced expenses on printing, ink, storage, postage and paper; and you contribute to a greener planet by eliminating waste.
The upside
Here are some benefits we’ve seen from reducing our paper footprint:
1 Digital documents allow for faster responses, better communication and better access, which customers appreciate.
2 Using Google forms makes communication between the field (using tablets) and office staff (using desktops) easier. Best of all, there are no lost work orders or end-of-day reports, and no time spent rifling through papers to find what you are looking for.
3 With QuickBooks Online you can email and/or text estimates and invoices, which leads to quicker funding and cash flow. Digital workflows enable quicker approvals and automated reminders, so your team can focus on more demanding tasks.
4 Digital records can be encrypted, backed up and protected against physical damage. No more “napkin forms,” if you know what I mean.
5 Regulatory compliance is easier.
6 Digital documents are easier to edit, update and distribute. Necessary
changes are easy to make without the need for physical copies.
7 Space liberation. Say goodbye to overflowing file cabinets! This allows you to free up your office space for more productive use.
Lessons learned
A paperless approach requires planning, training and the right tools. After some trial and error experimenting with different programs, CRMs and such, we finally found what works for us. We were able to reach out to other SIMA members to learn their experiences as well.
Of course, there was also training and time spent finding out which processes work best for our organization. It was a gradual and sometimes time-consuming process. But in the end, it has saved money, time and been more efficient for us, making the effort and short-term frustrations well worth the benefits.
Charmaine Haggerty-Allen is co-owner and chief financial officer for Allen Builders and Landscape in Hamlin, PA. She is also a member of the Snow Business editorial advisory committee. Email her at charmaine@allenbuilderslandscape.com.
WITH JARED NUSBAUM
US overtime rules changes may raise labor costs
Under the revised overtime exemption rules, fewer workers will be exempt from overtime pay, potentially raising labor costs for a broad range of employers.
We’ve used this space on occasion to discuss overtime rules under the Federal Fair Labor Standards Act. It’s important to revisit since the U.S. Department of Labor changed the overtime exemption rules in the FLSA effective July 1, 2024. Under the revised overtime exemption rules, fewer workers will be exempt from overtime pay, potentially raising labor costs for a broad range of employers.
Overtime primer
Regardless of whether they are paid on an hourly or salary basis, all employees are entitled to be paid overtime unless they qualify for an FLSA exemption. Overtime pay is 1.5 times the employee’s normal pay rate for every hour over 40 that the employee works in a given week. Whether an employee is exempt depends on the type of work they perform and the amount the employee is paid.
Type of work performed
Jared Nusbaum is an attorney with 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.
The new rule doesn’t make direct changes to the available exemptions. To determine whether an employee is exempt, employers must look at their duties. Employees who primarily perform manual labor (e.g., shoveling, driving vehicles, etc.) are not exempt. Some exemptions can be applied, however, for managers or office workers.
The most frequently used overtime exemptions for snow industry employees are:
Managerial: Employees 1) who primarily manage the company or one of its departments or subdivisions; 2) who manage at least two full-time employees; and 3) whose earnings exceed at least the standard salary level (SSL).
Administrative: Employees 1) who primarily perform office or non-manual work directly related to the management or general business operations of the employer or the employer’s customers; 2) whose job includes the exercise of discretion and independent judgment regarding significant matters; and 3) whose earnings exceed at least the SSL.
Professional: Employees who primarily perform work that requires 1) advanced knowledge in a field of science or learning
or 2) invention, imagination, originality, or talent in a recognized field of artistic or creative endeavor; and 3) whose earnings exceed at least the SSL.
New minimum pay threshold
Under the new rules, the SSL will be raised from $684 to $844 per week. That means that an employee who earns less than $844 per week ($43,888 per year for year-round workers) cannot be exempt from OT, even if they would otherwise qualify. Further, the rule raises the minimum salary per week to $1,128 ($58,656 per year for year-round workers) beginning January 1, 2025.
Starting July 1, 2027, these earnings thresholds will be updated every three years to keep pace with changes in worker salaries, ensuring that employers can adapt more easily because they’ll know when salary updates will happen and how they’ll be calculated.
New HCE threshold
The FLSA allows employers to avoid paying overtime to highly compensated employees when their earnings exceed the HCE exemption level, their primary duties do not include manual labor, and they regularly perform at least one of the FLSA’s exempt duties for executives, administrators or professional employees.
The new rule raises the HCE exemption level from $107,432 per year to $132,964 on July 1 and to $151,164 per year on January 1, 2025.
Court challenge is likely
Court challenges could delay or prevent the rule from taking effect. Watch this space for future updates should the rule be put on hold or prevented from taking effect. Be sure to review your employee status and adjust compensation as needed. For more information, visit www.dol.gov or contact an attorney.
This article provides general information on business and employment matters and should not be relied upon as legal advice. A qualified attorney must analyze all relevant facts and apply the applicable law to any matter before legal advice can be given.
THE WINTER TOOLBOX EXPANDS
When winter weather is in the forecast, you’re called on to launch a full-on assault to keep your properties safe and accessible.
Western Products adds the all-new PRO-PLOW® 3 straight blade plow, the MARAUDER™ poly hopper spreader, and PILE DRIVER™ XL hydraulic wing pusher plow to its snow and ice control line up. These new tools will make your fleet more efficient and keep you one step ahead of the storm.
build an mvp team
Understanding motivations, visions and passions can help you retain a focused, connected team
BY JENNY GIRARD, ASM
“You don’t build a business. You build people, and people build the business.” —Zig Ziglar
This is one of the best lines I refer to when working with teams. It is so true that when you begin to focus on people, those people will carry and build that business. They will support you in tough times and good times. They will advocate for you, be your best marketing tool and so much more.
Yet one of the biggest challenges most companies face is trying to find team members. Furthermore, once you have them, retaining them is the key. This is a complex process that most companies are working hard to solve on an ongoing basis. There are some steps that you can take to start understanding and retaining your team members.
There is no one right way — every company’s team retention strategy can look different. Dive into what works for your company, team and area.
Why choose us, or not?
Talk with the people who have stayed and find the root cause of what keeps them with your business and maybe even the industry. Drive this discussion
through one-on-one chats, pulse surveys, group discussions and more. This will give you a basis of what is working.
The reverse of this would be to discuss with individuals why they are leaving by building a process for conducting exit interviews. This information is important to understand what is not working. You may get “the grass is greener” entangled with the worst-case scenario; but it is important to listen and utilize this information to grow.
Once you have this vital information, build processes and training to improve your retention.
Beyond today
Another key to successful team member retention is to tie employees to something more than a paycheck — from building connections to your company, uniting them with a common goal, connecting through team building activities and many more.
A critical step that most take for granted is to consider what the employee is passionate about and what they are striving for. At the end of the day, the hard truth is that many team members need to work so they can pay the bills. Yet what most companies forget is that they can do that anywhere, in any industry — so why your company, why this industry?
What can set you apart from the masses? Building relationships. Sounds simple but it can be hard in practice,
especially in our industry with so many variables at play.
Motivation, values and passion
If you are leading a team, you need to be tuned into each individual’s aspirations. Every level of leadership should have a focus on building relationships, and growing their understanding around the individual’s motivations, values, passions and aspirations to build strong connections.
First you need to ask the questions: What are their hopes and dreams? What do they value? What are they passionate about? What do they want to accomplish at work and at home?
Motivation may look different for each person. For some it could be to grow their skills within the company, while others are motivated by information and learning. Motivation can also be driven by outside factors. For example, someone is looking to settle down and buy a home, or maybe they need a new car or have a baby on the way. Insight into an individual’s motivations will help translate into what they need to stay and be engaged with your organization.
Reviewing values is a fundamental step in connecting with the team member. Understanding what they value in and outside of work is vital. Many times they will point out something you may not have thought would be important. You may have a
team member who has a new family, so a consistent schedule is valued. You may have a team member who enjoys learning and may appreciate spending time with you or others that they can learn from. You may have someone who is retired who values less responsibility, a designated spot, benefits like a 401K. Understanding and supporting those values, when possible, translates into a strong relationship and connection.
Passion sparks the flame for most. Finding out what that individual is passionate about is essential to driving them to the right seat. If they are passionate about learning mechanics, this could be essential if you lack this skill within the organization. If someone is passionate about customer service, with the right training they could become a great account manager. Maybe someone wants to be engaged with the industry and would benefit from connecting with SIMA or peer networks. Understanding a person’s passion can translate into pathways and engagement.
Knowing all of this helps build a framework of what drives your people and their decisions, and what their motivations are without assumptions.
Make connections
When and how do you start asking these questions? The first place you can start is in the interview! Before bringing on that team member, find out their goals, passions and what they value. If you hire them, the next crucial period is within that 90-day window. Typically, this is when you decide if this was the right hire — the team member is doing the same thing.
It is critical to have touch points of connection and show them the benefits of working at your company as well as in the industry. Show them a future that you and the industry can provide while asking those crucial questions along the way.
For those people who have stayed with you, a great place to start is 1-on-1 conversations. These intentional conversations will provide you and that team member with clarity of expectations, motivations, desires or
goals and simply build a relationship for both parties.
All 1-on-1s should be frequent — not pushed to once a year or only following some type of critical situation. Some 1-on-1 strategies could include a formal review process, quarterly check-ins, and just simply striking up conversations. All provide a variety of connection
points. Empower your in-field leaders to have touch points with their teams. These leaders are fundamental to driving this space of connection simply because they are the ones who most frequently interact with the crew. That leader should know what motivates individuals, be advocates for your
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business, and reiterate the ability to grow with the company and the benefits of working there.
Making touch points work
If you’re thinking: “That’s a great process but I have some employees who only work snow/I only manage snow and do not see/talk to these team members regularly. How do I incorporate something like this?”
Great question! This is a problem that we face in this seasonal, stormdriven industry. How do you engage with a team member when they only work snow? We all know that feeling: you’re sitting on the phone crossing your fingers hoping that they will answer and will be returning for another season. This typically happens because you may not have touched base with them for a while. Therein lies the problem — when you’re away, they will be swayed!
Touch base with that person frequently. There are so many ways to build connections, from a phone call check-in, to text messages, invitations to company events, newsletters, training opportunities, involving them in preseason planning, etc. The simple act of contacting them connects them. Even if they are busy, it still speaks volumes that you are thinking about them. It lets them know they are not forgotten and, more importantly, they know they still work for your company!
Utilize this time to discuss the future: namely their desires or goals for
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the next season. You may gain insight into how they want to connect — maybe they want more training so they can be a lead operator or maybe they’re interested in learning how to handle customers. All of these takeaways build relationships and connections to your company in the future.
Creating their path
Now that you have built a relationship; understand motivations, values, passions; and are building those lines of connection, what’s next? For those employees you want to retain, you need to help provide a
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vision for the future and a build a path to reach that outcome.
1 Review all the different seats you have. This will look different for every organization. Envision the capabilities that you need or desire to grow and to be successful. Is there an empty seat? These seats might be positions needed now while others are forecasted based on company growth or even just a side project. This will help align pathways you have available immediately and the type of succession planning you require.
2 Review the type of person you have. Typically, you have one of three types: a) very eager, highly engaged, looking for more responsibilities and wanting to lead; b) engaged, looking to grow in time, and willing to lead but not as accelerated as the first; c) engaged, support the team and company but do not want to grow and/or lead.
Understanding this will help you align a strategy for that person. If the
person is an asset to your organization and you want to retain them, you need to develop a path. For example, if a person does not want to lead but they want to grow, what does that path look like? Paths you could take could be growing their industry skills, engaging them more with industry organizations, helping them learn new equipment or sites, providing new challenges, engaging within the trainer’s space, discussing other avenues within the industry, etc. In most cases you have to think outside the box!
What if you cannot provide a path? I know we are talking about retention, but the reality is you may have a great employee but their passions/goals may not align with something you can provide.
Do not dismiss this opportunity to keep them engaged and connected because you never know what the future holds for them or your business. They can be a great resource, especially
if they are learning new skills or trades that you may not typically have access to. They tend to be very loyal since you supported their future goals. They will also be great advocates for your business, recommending your company to others who might apply or even as a service provider to their new company.
Takeaways
If you want to improve retention, start by working on your relationships with team members. Understand what is driving them, their passions and their goals. Remember: most people need to work to pay the bills, but they can do that anywhere. Why choose you and why choose this industry? Keep people engaged, connected, and help provide a path for their goals within your company and this industry.
Jenny Girard, ASM, is client success implementation specialist for The Integra Group. Contact her at Jenny.Girard@TheIntegraGroup.com or 518-231-9748.
step by step
Tiered contract models level the risk for snow professionals and their customers
IBy RICK KIER
’ve always felt that the snow and ice management business is a lot like the fire department. You want your fire department to have the latest and best equipment; and to be fully staffed with well-trained, highly dedicated firefighters who are ready to go at a moment’s notice. You happily pay your taxes to support your local fire department so that you can have peace of mind that if you need them, they will do everything possible to save your family and property. Yet, you hope they never need to show up at your house.
Part of our job is to help our customers understand that thought process. If they only pay for snow and ice management at the time services are delivered, then it may be difficult for you to have the best equipment, the best-trained staff, and to be as ready as possible.
If you are charging on a per-time, per-occurrence or per-storm basis, then your pricing should be set up such that in a “normal” or average winter, you are covering your fixed and variable costs and making a reasonable profit.
And that would be fine if every winter was “normal.” Unfortunately, winters tend to swing from one extreme to the other. With per-basis contracts,
the customer “wins” and saves money in a light winter. That means the contractor loses, since you don’t even cover your fixed costs. The variable costs take care of themselves since you didn’t incur the costs if you did not do the work.
Conversely, in a heavy winter the contractor “wins” and makes extra money since a portion of the per-basis charges covers your fixed costs. Once you reach the “normal” level, your fixed costs are 100% covered and anything above that is cash in your pocket.
The end result is that unless your market area has a “normal” winter, someone will win and someone will lose. As professional snow removal experts, our job is to reduce or eliminate this risk by creating a win-win contract relationship with our clients.
Tiered approach
The best way to guarantee a winwin contract is to offer snow services on a tiered seasonal contract. If you have never heard of a tiered seasonal contract (sometimes known as a hybrid contract), you are not alone since it is the least-used type in most contractors’ toolboxes. How does it work?
• Set up tiers that represent possible winter outcomes in the market area for the jobsite. I recommend five tiers: low, medium-low, medium, mediumhigh and high.
• Establish an annual snowfall total for each tier.
• Determine the method for measuring the total snowfall for the market area.
Pricing structure
Each tier comes with a quoted seasonal price dependent on how much snow falls in the market area.
I have seen two ways to handle payment for this contract model:
1 The customer makes five or six equal monthly payments based on the medium tier. At the end of the season, the customer is billed or credited if the snowfall total is above or below the medium tier. I used this method for years, and it served me well.
Occasionally, the customers don’t even want a refund. They are happy to have a credit on their account or even ask us to perform a new service they otherwise would not have requested in order to use up their credit. Some property managers don’t like to spend any less than they have in the budget for fear they won’t get it back in next year’s budget. This can be good for the contractor.
2 Invoice the customer in five or six equal monthly payments based on the lowest tier and when the snow totals exceed that level, the customer is invoiced for the amount due to get
them to the next level. These catch-up payments can be a lump sum or spread out over the remaining months. While this method works fine, I like the first method because there is only one adjusting invoice at the end of the season, and you never need to change invoices you have already set up in your system for future months.
Cover your bases
Using a tiered seasonal contract does not automatically create a win-win relationship. You need to price the work so that no matter what kind of winter season takes place, you have 100% of your fixed costs covered.
The difference between the tiers should be the amount of variable costs you expect to incur based on that level of snowfall. This can be the tricky if you don’t have an estimating tool that helps you easily account for the fixed and variable costs, as well as the profit associated with each contract.
You should make a percentage of
Snow Contractor Costs
Fixed Costs
Fixed costs include all costs the business incurs related to snow operations as well as general business operations. These costs don’t change very much regardless of a light or heavy winter.
• Truck and equipment payments
• Routine equipment maintenance
• Office and management team salaries
• Preseason preparation and training
• Rent, all facility costs
• Electricity and other utilities
• Insurance
• Technology (computers, phones, radios, snow cameras, data systems, etc.)
• All overhead and administrative expenses
Variable Costs
Variable costs include expenses directly tied to performing the snow and ice management services. These costs go up with each event, so they are much higher in a busy winter and much lower in a light winter.
• Labor
• Labor burden
• Subcontractors
• Fuel
• Materials
• Storm repairs
your profit on top of the fixed costs and from your variable costs. Those percentages will vary by company based on your setup and goals.
Many potential customers see the tiered seasonal contract as being very fair to both parties. It is a great way to convert a customer who is used to paying per-basis to a seasonal contract
so that you can cover your costs regardless of the winter Mother Nature throws your way.
Rick Kier of Forge Ahead Consulting was president and owner of Pro Scapes Inc. in Syracuse, NY, for 41 years before he sold the business. He now consults for snow and landscape companies across the US and Canada. Contact him at rick@rickkier.com.
fleeting thoughts
Create a replacement plan with the future in mind
By MICHAEL WAGNER, CSP, ASM
The snow and ice management industry is not exempt from rapid changes that can impact your entire operation. The industry is currently focusing on sustainability in many ways, from the usage of chemical materials, to finding solutions to persistent labor challenges, to meeting evolving regulatory requirements. All these topics can influence your fleet management practices, making it extremely important to focus on your strategy and how you make decisions today to plan for the future.
Fleet environment
While not every organization requires a full-time fleet manager or someone solely dedicated to fleet management, the individual that makes the final decisions on equipment and vehicle purchasing must understand what is happening in the fleet world. Fleet magazines, newsletters, blogs and professional associations provide a wealth of information on current industry trends.
Equipment adaptations. Vehicles and equipment adaptations are focusing on fuel and power sourcing, ergonomic improvements, and tools that bridge the labor gap, such as self-powered and robotic equipment. While not all solutions will find a home in your company, there certainly are opportunities for organizations looking to do more work with less labor or to meet regulatory requirements.
Financial challenges. Another hefty consideration relates to the financial and inventory challenges of your fleet procurement and lifecycle plan. PreCovid, it was common practice to develop a fleet replacement strategy with a 2.5% to 3.0% annual inflation increase. Since 2020, companies have faced rollercoaster inventory issues, with inflation rising 20% to 30% on vehicles and equipment. This has meant a strong need for fleet budgeting, procurement and disposal strategies, and identifying solutions that provide value for the organization and the client. Working with the same strategy from four years ago will not be effective in operating your fleet in 2024 and beyond.
With these key points, the next step in creating a sustainable fleet plan is analyzing your equipment and vehicles to make sound decisions.
Fleet analysis
When analyzing your fleet, continue to look at the same metrics or key performance indicators (KPIs) that have always been important.
You will examine the trend of your operating costs such as maintenance, repairs, insurance, fuel, and downtime, and weigh it against the residual value of the vehicle or equipment. As a best
CHANGING REGULATIONS: As states and municipalities require companies to reduce or eliminate gas-powered equipment, being proactive by exploring your options and training your team will keep you ahead of the curve.
practice, you never want to put more into the asset than what you’re getting out of it.
This is why it is important to understand vehicle disposal and resale trends. As of right now, the resale market is still holding strong. With new vehicle and equipment prices increasing and interest rates rising, buying used can make sense in many
Fleet strategy tips
Ask yourself these questions while you work on your fleet strategy:
• Who do I purchase equipment from, and are they meeting demand and creating dependable solutions?
• Are my suppliers creating a good service program or are they only focused on the sale?
• Do I have a labor shortage/challenge that I can address by adding equipment that can perform similar tasks?
• Financially, how can I ensure we meet the profit needs of the organization with rising inflation and equipment/vehicle costs?
• How can I provide the same or better level of service by transitioning to new or different equipment?
• Do I have an aging fleet that is causing excessive downtime? If so, what do I need to do to meet operational demand?
• Am I meeting regulatory challenges ahead of time, or am I procrastinating or missing implementation dates?
applications. You may get more for your used vehicle or equipment than normal. If you can stay on-track with regular replacements and purchasing, your operations won’t struggle with increased downtime and dependency on fluctuating parts availability for older models.
Identifying opportunities
While focusing on replacement strategies, identify new solutions to prob-
These are just some of the many questions that are important to answer when creating a sustainable fleet strategy; but they will give you a good, balanced insight into your financial, regulatory, and operational needs, and can provide answers that help guide you in the right direction. Continued
lems, mainly in the equipment’s design and applicability. For example, you may be able to substitute one mini-loader, ride-on unit, or piece of mechanized liquid spraying and granular equipment for the work of two to three laborers that you don’t have.
We need to find ways to do more with less, so it’s time to examine the job duties of all roles that work with vehicles and equipment to
OPERATIONS
Continued from page 43
perform services and see if we can find solutions that aid in providing the same service or better with fewer people.
Regulatory repercussions
Lastly, look carefully at how your fleet purchases will meet regulatory requirements and make sure you are aware of any changing regulations that may impact the longevity of the equipment in your fleet, or where you can operate it.
Many states and municipalities are requiring the reduction or elimination of gas-powered equipment, and you don’t want to lose contracts because you didn’t plan accordingly.
Be aware of the legislation in your region and communicate the needs of service and equipment onsite with your client so everyone understands the expectations.
Whether it is desired or not to
Is it replacement time?
When developing a lifecycle cost analysis and a fleet replacement plan, you want to determine your optimum replacement time for each piece of equipment. For example:
Equipment: ¾-ton plow truck
Equipment age: 7 years
Maintenance costs: $10,000 per year
Residual value: $5,000 (10% of the purchase price)
You’re now doubling what you’re putting into it over what the vehicle is worth. This is a good indicator that you need to replace the vehicle.
switch gears and adapt to batterypowered equipment, it is a fact that you must comply to meet regulations as well as retain clients that have no choice but to operate in this manner. You may have to implement pilot
programs with new equipment to see what works best; and this is the perfect opportunity to work with suppliers on testing and demoing new equipment to find a usable and reliable solution.
SNOW & ICE EQUIPMENT
• 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 & HTrack™ 2-way online tracking and control system, standard
• Automatic pre-treat and post-treat
Creating sustainability
It can be overwhelming and challenging to answer this question: “How do I manage a fleet with sustainability in mind?” This question doesn’t need to be focused on only by those who are impacted by regulatory requirements. The practice of creating a sustainable fleet program is good for your organization, clients and the industry.
Don’t be afraid to evolve and adapt your fleet strategy for the future! There is no need to change everything and feel like the industry is changing in a way that is not able to be met. With an effective fleet strategy and planning ahead of time, you can be successful.
One of the greatest mistakes you can make is being reactive and running out of time to make necessary changes, which is why it is so important to begin now to develop a plan for the future that will ensure compliance, healthy financial performance, and a level of service that exceeds the clients’ expectations.
Michael Wagner, CSP, ASM, is Director of Operations at Designscapes Colorado Inc. Contact him at 303-328-5554 or mwagner@designscapes.org.
salt market trends
EDITOR’S NOTE: Snow Business interviewed Dr. Stefan Schlag Leon Beraud, founder of Salt Market Information, based in Switzerland. Dr. Schlag Leon Beraud has studied global salt market trends since 2001 and shared his insights on a variety of topics. Unless noted, all data was contributed by Dr. Schlag Leon Beraud and presented in metric tons (mt).
NORTH AMERICAN CAPACITY & PRODUCTION
2023 capacity in North America was 100 million mt.
Actual production was about 60 million mt, with the US accounting for 40 million mt.
According to the USGS Mineral Commodity Summaries 2024 report, US production of salt was an estimated 42 million mt in 2023. The United States is second in world mine production to China (53 mt).
environmental impact from mining production
Using salt is the best and most economical deicing method; but at what cost to the environment (not related to actual applications)?
• The biggest impact to carbon footprint is attributed to transportation— considering the barges, trains and trucks that move it and the equipment used to unload it.
• Salts have varying carbon footprints. Solar salt, which is created through solar evaporation, has the least (1 kg CO2 per ton), whereas mined rock salt is below 10 kg CO2 per ton. Vacuum salt, processed using vacuum extraction, can be as high as 100 kg CO2 per ton.
pricing and consumption
Consumption in 2023 remained lower than 2019 levels after the pandemic affected production and throughout around the world since 2020. Increased energy costs negatively affected salt markets as increased processing and especially transportation costs negatively affected the ability to import and export salt at competitive prices for some international transactions.
North American salt consumption attributed to deicing treatments in 2023 compared to the chemical industry (30%) and others [food, water treatment, medical/pharmaceutical, feed and “other”] (27%). — USGS
2023 (23,500) vs. Canada (7,780).
An estimated 41 mt of salt was sold or used in 2023 with a total estimated value of $2.6 billion.
Deicing Consumption - North America 2010 to 2023
ICE MANAGEMENT // DATA
pricing outlook for 2024
Millions of tons of salt are being imported but expect a decrease in prices for 2024. With the global economy slowing, global freight rates went down. Combined with domestic production costs increasing, this could pressure domestic producers to not increase prices significantly.
There has been comparatively little demand in the last few years given the mild winters seen in many areas. Given the El Nino pattern that prevailed in 2023-24, demand is expected to be down, which could impact pricing.
Generally, road salt prices are based on mining costs, transportation and distribution. All prices have increased, but there are enormous differences from state to state and by country. Intermediaries also impact pricing. Only 10%-20% of costs are related to mining the salt. Anticipate $20 USD increase for shipping and handling.
• 24/7 expectations of black surfaces and increases in traffic density, road networks and parking surfaces is causing higher salt consumption.
• Technology (from traffic guidance systems to better weather services) is playing a role in reducing salt use, along with contractors better understanding the science behind salt use.
• In the next 5-10 years, we’ll see stagnation and decline in salt use due to global warming resulting in less snow and fewer days below freezing.
primary import locations & prices
Imports from Canada to the United States come from Compass Minerals’ Godrich mine — the largest in the country — via the Great Lakes. There are two main international trade paths:
• Solar salt from Mexico is transported to the West Coast of the US and Canada. Production costs are low due to lower wages and ease of production since energy isn’t required to mine the salt. The mines are close to the sea with access to deep seaports so transportation costs can be minimal.
• Chile (rock salt deposits close to the coast) and Egypt produce millions of tons for shipment to the US East Coast and Canada.
US import from Canada
US import from Chile
US Import Prices 2017 to
US Import Price Development
SIMA Means Safety
Team safety is serious business and SIMA is here to help with new resources!
The standard outlines the basic elements required for the formation of a snow and ice management company’s operations safety program, including training, monitoring and documentation.
Sidewalk Crew Safety Training
Train your sidewalk teams with five modules in English and Spanish (coming this fall):
✓ Personal safety and PPE
✓ Site-specific safety
✓ Tools and techniques
✓ Yard safety
✓ Chemical safety
Free Training Downloads
Supplement training with packaged safety-related resources:
✓ PPE
✓ Shoveling and snow blowing
✓ Site and misc. safety
SPOTLIGHT ON HOT PRODUCTS TOOLS
Do you want to give your office control over what your operators should do and not do at any given time? After mastering residential snow management, Follosoft is thrilled to unveil its new commercial system. Upgrade to commercial efficiency with Follosoft! www.follosoft.com
Winter Equipment
Don’t let your cutting edges put your contracts at risk. The Vulcan for DXT will keep you on route with confidence all season. We guarantee Vulcan for DXT will last at least 3X longer than your OEM cutting edge. www.winterequipment.com
CASE Construction Equipment
The all-new CASE 651G is built for tough jobs like removing snow. The new model delivers breakout force of nearly 24,000 lbs. and lifting capacity of over 16,100 lbs. and features a larger hydraulic pump for increased cycle times, a curved bucket for better material retention and a higher hinge pin for better dumping clearance. www.casece.com
SnowEx
The all-new Renegade poly hopper spreaders, available in 1.5- and 2.2-cu.-yd. sizes, are specifically built to control ice more efficiently than ever. Choose between the HELIXX shaftless auger delivery system for precise rock salt application or the pintle chain material delivery system for heavy materials like sand and salt/sand mix. Add the Triple Threat pre-wet and direct liquid application accessory for the ability to spread, pre-wet or spray, all with one hopper spreader. www.snowexproducts.com
Teleo
Teleo and Storm Equipment introduce the only remote-operated and autonomous industrial snowplow commercially offered in the US. The companies worked to retrofit a John Deere 332G skid steer loader with Storm Equipment’s Metal Pless snowplow blade and Teleo Supervised Autonomy technology. The machine is designed for mass snow clearing in large open areas. Customers can order the retrofit of any make and model of heavy equipment. www.teleo.ai
Yeti Snow Management Software
Designed by seasoned contractors, Yeti Snow Management software stands as the industry’s preferred snow-first service management platform, while also now catering to landscaping services. Yeti is designed to streamline operations, enhance client satisfaction, and fuel business growth. It equips snow and landscaping management firms with the tools to effectively coordinate and schedule crews and resources, while maintaining meticulous documentation standards. www.yetisnow.com
Follosoft
FISHER
From scooping and stacking to windrowing and plowing along curbs or in wide open spaces, the STORM BOXX HX Pusher Plow with TRACE Edge Technology delivers efficiency and adaptability. Its exclusive, hydraulic, independently controlled wings provide countless configurations within a 180° range of motion. The Terrain Response Advanced Cutting Edge (TRACE) provides a cleaner scrape of the plowable surface on even the most challenging properties. www.fisherplows.com
BOSS Snowplow
Get ready to revolutionize your snow and ice management game with the VBX+, the dawn of spreader technology from BOSS. Designed for the modern contractor, the VBX+ is packed with smart features allowing precise material distribution and seamless job site tracking. The VBX+ 1.5-yd. auger is equipped with a deicing capacity of up to 1.5 cubic yards, specifically designed for your 3/4to 1-ton truck.
www.bossplow.com
Frost Solutions
The Frost Solutions Snow Depth Sensor provides low-cost, remote snow depth measurements. This sensor, launching for Winter 2024-25, measures snow, ice, or water depth every five minutes, can trigger alerts based on configurable conditions, and integrates seamlessly with Frost mini-weather stations.
www.frostsolutions.io
TOOLS // HOT PRODUCTS
TrucBrush Corporation
TrucBrush SD-19 is designed specifically to remove snow off your clients’ lowest lowboys and step decks before loading their goods, while still offering the ability to clear snow off truck and trailer fleet rooftops. TrucBrush SD-19 eliminates the need for any person to be on these slippery surfaces to clear snow. Expand your service offerings and utilize your loaders even days after a snow event with this innovative attachment. www.TrucBrush.com
Hilltip Corporation
Hilltip’s NEW StrikeSmart PLUS is a next generation control system. This system gives you up-to-the-minute weather forecasts tailored to your location. If used with the TEMPSTRIKER sensor factors like temperature, humidity and surface conditions are constantly monitored. Based on the gathered data, HTrack sends real-time spreading recommendations directly to the StrikeSmart controller. www.hilltipna.com
Arctic Equipment
Manufacturing Corporation
Introducing the SV90P – your key to hassle-free winter mornings! Crafted with over 50 years of industry know-how, this nimble snowplow is perfect for ½-ton trucks to clear driveways with ease. Embrace efficiency and reliability, ensuring a smooth winter season. Upgrade to the SV90P for a stressfree snow removal experience. www.arcticsnowplows.com
Paladin
Paladin Saber Series Snowblades are the ultimate snow removal solution. Made in the USA, they feature Contour Edge technology and smooth recovery trip edge blades. These heavy-duty blades are designed to withstand harsh winters and offer unbeatable performance and durability at a competitive price.
www.paladinattachments.com
Buyers Products
A powerful V-plow for your ½-ton pickup truck! The stainless steel SnowDogg VMXII is optimized for the light-duty pickup. The Floating A-Frame allows the plow to contour the pavement, while the chain lift makes for easy stacking. An aggressive V-plow at an aggressive value.
www.buyersproducts.com
Defiance Snowplows
Defiance Snowplows is proud to introduce the XLP - Expandable Loader Plow for skid steers and compact wheel loaders up to 100 hp. With compact and expandable wing positions, you can clear narrow drive-throughs or massive parking lots with the same equipment… faster and more efficiently.
www.defianceplows.com
TOOLS // HOT PRODUCTS
ASV
ASV, an industry-leading brand offering allpurpose and all-season compact track loaders and skid steers, introduces new attachments. The new branded tools include several versatile options for forestry, construction, landscaping and snow clearing. They include a low-flow mulcher, stump grinders, angle brooms, a teleboom, a long floor bucket, a cold planer and a V-blade. The attachments are tested and optimized for ASV machines. www.asvi.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
Ventrac
The new Ventrac SB350 Brine System is a rear-mounted, 35-gallon capacity pre-treatment addition to the Ventrac winter fleet. The adjustable spray width of 48-84” is perfect for tight sidewalks or larger transitional areas. The SB350 comes standard with a spray wand, reaching up to 60” for treating entryways or hard-to-access areas. www.ventrac.com
KAGE Innovation
The hydraulic-free SnowStorm BLAST pusher utilizes smart KAGE technology to get a clean scrape every time with no fluid leaks and no broken pucks. Attach this floating trip edge snow pusher to 15,000- to 30,000-pound tractors and loaders through a 3-point hitch, bucket clamp or quick attach. www.kageinnovation.com
WESTERN
The all-new WESTERN PRO-PLOW 3 is a robust, professional-grade straight blade with a 70° attack angle that clears residential driveways and parking lots with ease. It’s simple to operate, easy to maintain, and comes equipped with a high-carbon steel cutting edge to reduce wear and extend the life of the blade. It features the exclusive WESTERN POWER BAR, high-strength steel base channel, and eight vertical ribs for unmatched structural reinforcement. www.westernplows.com
LAST WORD WITH JOE KIEDINGER
Practice people-first leadership
Putting your people first is all about action, not just words. By implementing direct measures that have a tangible impact on the quality of your employees’ lives, you are showing them, through action, that they are your priority.
Servant leadership is defined by the Greenleaf Center for Servant Leadership as “a non-traditional leadership philosophy, embedded in a set of behaviors and practices that place the primary emphasis on the wellbeing of those being served.” In other words, servant leadership is people-first leadership. A servant leader makes it their first priority to serve the needs of those around them.
When you adopt a people-first leadership philosophy, everything else falls into place. Understanding your team members and their concerns becomes clear because you are practicing empathy. People under empathetic leadership are far more innovative, engaged, healthy and loyal. How you should support your team becomes clear when you are practicing active listening.
By following the core tenets of servant leadership (listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, building community), you pave the way to building a people-first organizational culture.
Create a world-class experience
In the aftermath of the Great Resignation and a “quiet quitting” trend, creating a world-class employee experience has never been more important. Job seekers are searching out employers that offer the best employee experience possible, meaning those that take a people-first approach in everything they do. Here are ways to create a world-class employee experience and maximize retention:
• Compensate fairly
• Offer comprehensive benefits
• Support a healthy work-life balance
• Purge toxicity from your culture
• Provide plentiful opportunities for career development and advancement
• Have a well-defined mission – show your impact
• Make your core values clear and live them every day
For many job seekers, some, if not all, of these aspects have become non-negotiable.
By implementing direct measures that have a tangible impact on the quality of your employees’ lives, you are showing them, through action, that they are your priority.
Track, monitor, and report
The most important part about building a people-first culture are the people themselves. You will only know if your efforts are working by asking them directly and frequently. Data is your key to sustaining this culture. To get the data you need, ensure that your employees have a safe platform to provide their candid feedback on what they think is going well and where they want to see improvements.
Anonymous surveys are easy to set up and work wonders for this purpose. Leaders can then use the data to gain real-time insights, address overarching issues, sustain their efforts, and make necessary changes to make sure their efforts are being felt.
With time and consistency, leaders will see trends and realize the true impact of their efforts. They can then use all the data at their disposal to make informed decisions on what to continue doing and what to change going forward. In addition to surveys, leaders can conduct regular one-on-one meetings with each of their team members to get more direct, nuanced and individualized feedback. Commitment, certainty and communication are the three keys to sustaining a people-first culture. Leaders need to be committed to put in the effort needed to create one; they need to be certain about what’s going well and what needs improvement through data analysis; and they need to communicate regularly with their team to assess their efforts at a more granular and individual level.
Creating an employee-first culture comes down to adopting a people-first approach to leadership. Read up on servant leadership and apply its principles in your leadership style. Take the time to understand what job seekers and employees are looking for in an employer through both research and direct insights. Once you have a plan of action, start moving on it and be sure to sustain it by keeping track of your progress with information and insights from your team.
Joe Kiedinger is founder and chief executive officer at Dignify. Contact Joe at joek@dignify.com
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