Snow Business October 2022

passing the torch

With his company in good hands, Gerald Boot advocates for innovation, reform in Ontario

CLEAN SCRAPES RIGHT DOWN TO THE PAVEMENT IN ONE PASS. GET YOUR SECTIONAL HEALING ON THIS WINTER WITH ARCTIC.

THE ORIGINAL SECTIONAL FROM ARCTIC. IT’S GOOD FOR YOU.

INNOVATING AN INDUSTRY™

CONTENTS OCT 2022

Bérard

Don’t let fear guide your decisions

By JON CRANDALL, CSP

It’s my favorite time of year. As I write this article, I am sitting in my home office looking out at a field, and the corn stalks are turning yellow. Soon I will wake up to cool temperatures, turning leaves and fall flavors in my local coffee shop and bakery. These subtle hints of what is to come are also stark reminders that snowy mornings are not far away.

Our team has switched from planning and early execution mode to full blown execution mode. We know that how good a job we do now directly reflects on the level of excellence we show up with in season and what the scorecard will look like at the end of the season. We grade on safety, quality and efficiency. These grades have leading and lagging indicators; and one of the indicators for efficiency is usually determined by how well we manage the cost of our service delivery.

But this season will be different from any other in my 26 years of running a snow removal business. Business costs are up considerably across the board. Raw materials, labor, fuel, overhead costs, and simple parts are up from 10% to 28% depending on the category.

Change is necessary

Like many in this industry, I started as a landscaper/laborer and financial literacy took a back seat. I was all about just getting the job done.

I didn’t understand that how well I could get it done was impacted by how profitable the business was. Not having resources to reinvest and take care of my employees and family almost put us out of business at one point. It took many hard learning experiences to gain what I would call

a master’s degree level of proficiency in finance/business. Admittedly I am a slow learner and it likely cost me much more than what a Harvard business school tuition would have been!

With costs rising so dramatically, it doesn’t take long to realize that without equally dramatic changes in our pricing/revenue models, our businesses will see hardships.

So where does this leave us? At JC Grounds we gathered a lot of information before making these changes. We forecasted our costs by having open and honest discussions with our vendors. We looked at labor and overhead trends. We reviewed

We need our businesses to be strong and healthy … not saddled with debt because we are absorbing higher costs or holding out as long as possible to make changes.

each account for its level of past years’ gross profit. And we spoke to trusted peers in our local market as well as around the country.

I can tell you that even with my experience bringing 10% to 20% price increases to our customers is still incredibly uncomfortable for me. After reviewing all of the information as a team, we decided to talk to our customers individually if possible. We knew that if we did not make the changes in pricing to right the ship, bigger challenges would occur down the line.

Don’t second-guess

Some clients will be upset and will not understand. However, the majority will want to help! If they do not, it is OK; they have a right to feel that way. While I respect their opinion, they may not have had the experience I have and don’t understand the real impact that will

result if these changes don’t happen They are on their own path of life and need to learn just as I have.

Although I respect their position, I do not let the fact that they are on a different point on their path change mine. Years ago, a negative reaction would have prompted me to secondguess my decision. Not anymore!

I am extremely confident in our position and know it is the right thing to do for my customers and my team. We need our businesses to be strong and healthy … not saddled with debt because we are absorbing higher costs or holding out as long as possible to make changes.

We amended our existing multiyear contracts and renewed more than 90% of our customers. If nothing else, we found out who our tribe truly is in this experience – it’s those who believe their vendors are partners who truly want to win together.

Lean into fear

So, what am I fearful of? I am fearful of my younger self who is out there in many people in our industry. Fearful that they may hold back and try to “hold on” because they are worried about losing an account.

We work incredibly hard doing what we do. You and your team deserve to be compensated fairly; and your customers deserve to have a financially stable company that they can rely on. One that reinvests in training, qualified team members and infrastructure.

This time will pass, and price increases will eventually normalize back to 3% to 5% per year. Don’t let fear lead your financial direction, and you will go on to prosper for many years to come. I am always available to talk … please reach out!

Jon Crandall, CSP, is chief visionary for JC Grounds Management and is 2022 chair of the SIMA board of directors. Email him at jon@jcgrounds.com.

WINTER ISN’T AFRAID OF THE DARK. NEITHER ARE YOU.

Winter doesn’t sleep. It’s up at all hours of the night. And it knows you don’t always see it coming. But that’s about to change. The INTENSIFIRE ™ LED headlights with patented EdgeView™ technology feature a dedicated lens and LED bulbs that direct light through the outer edge of each headlight, allowing you to clearly see both the full width of the plow blade and the storm in front of you—all night long.

See What You’ve Been Missing

• Patented EdgeView technology provides a full 180 degrees of light visibility

• Intuitive heating system automatically melts snow and ice buildup on the lens

• Enhanced solid optics create a wider, fuller and brighter light pattern

• 100% LED performance provides up to two times the light output of halogen headlights

CLEARLANE® ENHANCED DEICER

MORE EFFECTIVE DEICING, SAFER FOR THE ENVIRONMENT

When it comes to deicing, ClearLane® enhanced deicer makes your job easier. Specially formulated to help you clear dangerous winter roadways, ClearLane® enhanced deicer is an alternative to road salt that offers faster melting properties, anti-corrosive features and less environmental impact.

• Less scatter allows for fewer applications and greater savings

• Reduced corrosion for longer equipment life

• Effective melting at lower temperatures

• Fewer chlorides released into the environment

EDITORIAL

Director of Education & Content

Cheryl Higley // 262-236-9972 // cheryl@sima.org

Design & Production Director Lisa Lehman // 216-798-1853 // lisa@sima.org

ADVERTISING SALES & MANAGEMENT

Senior Manager, Engagement and Business Development

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

DIGITAL MEDIA & MARKETING

Manager, Marketing & Communications

Stephanie Orvis // 262-236-9948 // steph@sima.org

SUBSCRIPTION

Subscription questions/cancellations: cs@e-circ.net

Subscription changes/updates: sima.org/magazine

EDITORIAL ADVISORY COMMITTEE

Charmaine Allen Allen Builders

Nichole Ashton, CSP North Country Snow and Ice Management

Erin Faupel, ASM ULS Landscaping

Jim Hornung Jr., CSP Elbers Landscape Service

Tyler Jabaay Priority Landscape & Maintenance

Rick Kier, CSP Forge Ahead Consulting and Software LLC

Bob Marks, CSP, ASM emi landscape

William Moore, CSP, ASM Executive Property Maintenance

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

Director of Events

Heather Carew, CAE // heather@sima.org

Manager, Education & Credentials

Ellen Lobello // ellen@sima.org

Jason

Thomas

USM

Kevin Speilman Nxgen Networks Inc.

Robert Young K.E.Y. Property Services

Michael Wagner, CSP, ASM Colorado Designscapes Co.

Manager, Finance & Operations

KC Hallgren // kc@sima.org

Manager, Billing & Member Services

Aimee Krzywicki // aimee@sima.org

Office Manager & Executive Assistant

Nikki Luedtke // nikki@sima.org

Business Process Analyst

Nakishia Lee // nakishia@sima.org

SIMA OFFICERS & DIRECTORS

Board Chair: Jonathan Crandall, CSP, JC Grounds Management

Immediate Past Chair: Wayne Michalak, CSP, cutmytreedown.com

Vice Chair: Mark Arthofer, CSP, Skyline Construction

Secretary / Treasurer: David Wescott, CSP, Transblue Ruben Diaz, ASM, Diaz Group LLC

Connie Gaul, ASM, Brightview Enterprise Solutions

Patrick Kane, CSP, Evercor Facility Management

Chris Hinton, CSP, GRM Inc.

Danny Milligan, ASM, Strathmore Landscape Contractors

John Janes, CSP, ASM, Caterpillar Debora Babin Katz, TrucBrush Corporation

Snow Business (5730) (ISSN 2155-2576) Copyright © 2022 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.

Ostrander, CSP East End Group

Skuta, CSP

SIMA STAFF

Put your SIMA membership to work

By BRIAN BIRCH

This year was a busy one for the SIMA team as we worked to increase association membership and member engagement. As we head into the winter season, here’s a recap of our efforts and how they can increase your membership value:

Training trial run takes off

Verifying basic knowledge of safety and techniques for your employees can be a daunting task. SIMA makes it easier with our All-Access Pass video training program trial run. For no additional fee, members can access one of our most popular training videos and receive verification of your team’s results. Requests must be submitted by Oct. 15 so act quickly! Request your trial run at https://bit.ly/SIMATrial and learn more about the All-Access Pass at www.sima.org/videoseries

New benefit: Liquids certificate

As part of our mission to help our industry build a trained workforce, SIMA added the Fundamentals

MEMBERSHIP STAFF UPDATE

of Anti-Icing and Liquids online certificate course as a member benefit. This course provides insight into liquids science, operations planning, materials, brine making, calibration and application rates and safety. Verification of successful completion of the course will be provided. Members can visit Train.sima.org to get started.

No-login renewals

Renewing your SIMA membership may be a challenge during busy times of the year, especially for members who don’t frequently log in and access our systems. With that in mind, companies whose memberships are close to expiring will now receive a payment link that doesn’t require a log in. We’ve made it quick and easy for you to renew your membership and keep rolling through the year.

EasyPay monthly membership

In May 2022, SIMA announced EasyPay, a monthly membership option for companies that want to join SIMA with less of an upfront financial commitment. For $40 a month, you and your entire team will

We’d like to thank Chris Dix for his work as our membership manager over the last 4 years. Chris left the association in September, and we wish him the best of luck in his new endeavor. SIMA will be finetuning membership and customer service roles to ensure that we continue to build on the work Chris and our internal membership team provided to help support and engage with our members. In the meantime, don’t hesitate to email info@sima.org or call the SIMA office at 414-375-1940 with any membership questions. You can also chat us at www.sima.org or visit our Knowledge Base, which has answers to many questions at help.sima.org/knowledge

receive SIMA membership as long as your membership account is in good standing.

You’ll be charged on the 1st of each month until you cancel or upgrade to one of our other membership options. Our popular $200 Training Commitment Credit is not available for EasyPay members, but you can always convert to an annual membership at any time. Learn more at www.sima.org/easypay.

New members-only courses

In March 2022, we launched a new training experience at Train.sima.org We took that opportunity to retire older members-only courses and add some more recent training programs. Members in good standing can now access over 50 courses, including topics like HR, estimating, job costing, business process, billing, insurance and more.

Have an idea for membership benefits or ways we can better meet your needs? Email Brian@sima.org.

Brian Birch is chief operating officer of SIMA. Email him at brian@sima.org.

Join SIMA for a Town Hall in November

For several years, SIMA has provided a year-end “State of SIMA” to our members. In an effort of transparency and accountability, the State of SIMA shines a light on the work the board of directors and staff performed to deliver membership value and to continue to showcase the snow and ice management industry’s professionalism and importance as a safety service provider.

This year we’re taking the State of SIMA online with a Town Hall on Nov. 30 at noon EST. We’ll still provide those updates, but we want to hear from you! The Town Hall will be an opportunity to ask questions and share ways SIMA can be the best partner to you and your team year-round.

Visit my.sima.org/home/calendar to RSVP and receive a calendar invite for the event.

Texas-sized experience at SIMA’s Leadership Forum

Things got hot (literally) in Austin, TX, during SIMA’s second annual Leadership Forum. Attendees heard from speakers focused on branding, “leading a life by design,” building loyal customers, and succeeding in business outside of snow.

SIMA 2022 LEADERSHIP FORUM

During the event, SIMA presented its highest honor – the Lifetime Achievement Award – to SIMA founding member Charles Glossop, CSP, of Hantho Outdoor Services in Minnesota. The Lifetime Achievement Award is presented to a member of the snow & ice community who has demonstrated involvement

SIMA founding member Charles Glossop, CSP (right) was honored with SIMA’s Lifetime Achievement Award. He’s shown here with Board Chair Jon Crandall, CSP; and founding member John Allin, CSP.

and commitment to the snow & ice industry through continuous innovation, enthusiasm and leadership. Only eight people in SIMA’s history have received this award.

In addition, we honored Douglas Dynamics’ Vice President Mark Adamson, who retired in August. Adamson is a former member of the SIMA Board of Directors and will continue to serve on the SIMA Foundation board.

The location for next year’s event will be revealed in spring 2023. As the event continues to grow, it’s becoming one that business owners and highlevel managers won’t want to miss.

Retiring Douglas Dynamics Vice President Mark Adamson (center) was honored for his commitment to SIMA and the industry. Adamson was a long-time member of SIMA’s board of directors and will continue to serve on the SIMA Foundation board.

Aspen Equipment BLOOMINGTON, MN 952-656-7133

ABC Rentals

SOUTH ST. PAUL, MN 651-451-2264

Country Side Services RAMSEY, MN 763-441-4943

Friendly Chevrolet FRIDLEY, MN 763-786-6100

L-Z Truck Equipment

ST. PAUL, MN 651-488-2571

North Central Bus & Equipment

ST. CLOUD, MN 320-251-7252

Northland Farm Systems OWATONNA, MN 800-385-3911

Park Chrysler Jeep BURNSVILLE, MN 952-890-5337

Perry’s Truck Repair LONG LAKE, MN 952-473-4898

Pod’s Tire & Wheel WHITE BEAR LAKE, MN 651-426-4640

PPMI Motor Sports ROCHESTER, MN 507-252-8097

Precision Landscaping HASTINGS, MN 651-437-2305

RecTech Outdoor Solutions PLATO, MN 952-686-8711

Rule Tire & Auto WILLMAR, MN 320-235-1146

Russell’s Automotive NORTH BRANCH, MN 651-674-4000

Aspen Equipment DAVENPORT, IA 563-949-4045

BUSINESS // FINANCE

seasonal shift

Take proactive steps to manage a winter cash flow crunch

IBy GRANT HARRISON

love the change of seasons. I have family living in west Africa, and one of the hardest adjustments for them has been that they no longer experience a change of seasons (unless you count the change from “hot” season to “hotter” season).

But here at home in Canada, we get to experience the changing of the seasons. And fall is my favorite. It’s my favorite for all sorts of reasons: for cooler weather, for a return to routine after the summer, for campfires on cool nights, for Thanksgiving, and even for pumpkin spice lattes!

cash flow management tips

If you understand your cash flow and how it changes throughout the year, you can manage it all year long. Here are some suggestions:

• Create a budget and review it monthly

• Create a cash flow spreadsheet to eliminate much of the guesswork and the surprises

• Ask your bank for a temporary increase in the amount you can borrow on your line of credit

• Ask suppliers for longer payment terms

• Provide a personal loan to the company – but set a payback date and stick to it

• Put customer deposits for spring work in a separate bank account. Put this money on the balance sheet rather than on the P&L

• Determine what summer services are profitable and focus on those, eliminating the ones that aren’t profitable

I also love the change of seasons when it comes to our business. The fall brings with it a change in the type of work we’re doing; the start of planning for the snow season; the excitement of new equipment; and the return of everyone to work together after summer holidays.

But the fall brings with it some unique financial stressors for business owners. These include material and equipment expenses; contracts that don’t pay out until January; equipment and vehicle repairs and maintenance expenses to prepare for winter; higher labor costs; unbillable time to prepare for winter; rain days; staff training; and fewer workable hours in a day.

Avoid a panic

If you aren’t prepared for these expenses, it can be an incredibly stressful time of the year. Too often I see business owners panic and make poor decisions to compensate. They make decisions like:

• Arrange for 6-month (rather than 12-month) equipment lease payments and have them start in January

• Set money aside for the fall

• Bundle small equipment purchases into a lease rather than paying cash for individual items

• Using customer deposits for spring work to cover winter expenses

• Taking in unearned revenue from 12-month maintenance contracts

• Using personal lines of credit that the company cannot repay

• Receiving high-interest loans from private lenders

• Using suppliers as a line of credit (not paying for 90+ days)

Cash vs. profit

It doesn’t have to be this way! The bottom line is that a successful winter season starts with preparing for it and

• Service your winter equipment in the spring when cash flow is better

• Invoice on the first of the month for that month, rather than at the end of the month

understanding that there’s a difference between cash flow and profit. There are plenty of companies that are profitable on paper but run out of cash. But if you know your numbers and plan ahead, you can head into the winter season with confidence in your cash position. Besides, there are far more important things for you to be thinking about besides cash flow … like enjoying a pumpkin spice latte!

Grant Harrison is president of Nextra Consulting, based in Ingersoll, Ontario. Contact him at (519) 8686398 or www.nextraconsulting.ca.

MAKE YOUR MARK

Everything you’ve built—your reputation—rests on the quality of your work. Protect your work and make your mark with the Drop Pro™ lineup, only from SnowEx®. Our purpose-built, patented-technology drop spreaders provide a constant flow of material precisely where you want it, the way you want it. Assuring pathways are clear, customers are safe and the reputation you’ve earned stays intact.

DROP PRO 250 & 600

• 2.5 cu ft and 6.0 cu ft capacities

• Designed for UTVs, compact tractors, and wheel loaders

• 600 model available in both poly and stainless steel options

• Variable-speed control precisely matches material delivery rate to conditions

• Purposefully designed with a 36" spread width for sidewalk applications to minimize material waste and prevent damage to green spaces

DROP PRO 1400

• 14.0 cu ft capacity with 48" spread width

• Purpose-built for tractors and compact trucks

• Features a unique material distribution shaft vibrator for maximum spreading consistency

• The variable-speed digital control allows for precise adjustment of the material feed rate and self diagnoses for simplified troubleshooting

ISSUE #4: FOCUS ON WEATHER

don’t gamble on weather

Just because weather is a game of chance, the success of your snow business shouldn’t be left to that same roll of the dice. You can’t control the weather, but you can control your bottom line by using contract types to help mitigate your exposure and insulate you from a “good” or a “bad” winter:

PER-SERVICE CONTRACTS

(e.g., per push, per occurrence, per hour, per application) require a certain number of events to be a “good” season. An active winter can be good for the contractor and quite costly for the customer. Conversely, clients come out on top in

TIME AND MATERIALS (T&M) can be great for contractors in heavy winters … not so much for your clients, who don’t love the idea of busted budgets halfway through a season. Conversely, light winters can break a contractor relying heavily on T&M for revenue generation. 1 2 3

SEASONAL CONTRACTS give the contractor and client a certain degree of predictability. Property managers get ease of budgeting while guaranteeing the snow contractor a specific revenue, regardless of snowfall. Financially speaking, these contracts remove any risk and uncertainty for the

Surface Temperature:

The temperature of a ground surface (e.g., black top, concrete, grass) at a specific time and location. Application rates and major anti-icing decisions should be based on pavement surface temperatures, using air temperature trends to help predict future conditions that could impact operations.

KEY WEATHER TERMS & WHY THEY MATTER

Air Temperature:

The temperature observed at approximately 5 to 6 feet above ground elevation in order to represent how warm or cold it is at the average height of humans. Helps to determine the type of precipitation that will occur.

Dew Point:

The temperature at which the moisture content in the air becomes liquid. Helps to determine surface conditions. It is important for understanding when and what type of precipitation is going to occur, which is critical for any anti-icing and deicing applications.

Relative Humidity:

The amount of water vapor in the air relative to what it could hold at a given temperature. The percentage of relative humidity impacts the type of precipitation and the type of deicers that should be used to mitigate conditions.

weather-specific contract clauses

When you submit or your prospective client provides a contract, these weather-specific contract clauses (depending on your market/location), may help mitigate your risk:

Blizzard: The National Weather Service defines a blizzard as a storm with large amounts of snow or blowing snow, winds greater than 35 mph (56 kph), and a visibility of less than .25 mile (.4 km) for at least three hours. Protect yourself with a clause that will ensure you’re fairly compensated for such an event, which will require more equipment, materials and labor to service.

Contract start and end dates: As weather changes bring earlier and later winter events, make sure all contracts include a date for when services will begin and end. And ensure contract terms are agreed to if service is needed before or after those dates.

Extreme cold: Team members are asked to work in inclement weather, increasing the risk of hypothermia and/or frostbite. There are instances when it isn’t safe for them to be out. If you work in an area where temperatures drop below a certain threshold (e.g., -15°F, -26.1°C), include a clause that states service will be suspended or postponed for employee safety.

Mixed precipitation: These events are a headache for a snow and ice management company. Defined by the NWS as “any of the following combinations of freezing and frozen precipitation: snow and sleet, snow and freezing rain, or sleet alone. Rain may also be present.” If your market is seeing more of these events (and depending on your contract type), consider a clause that allows you to bill for additional deicing applications and/or equipment.

Ice events: All contracts (but especially those that are per-inch) should have a clause addressing ice events. Ice storms are defined as storms that result in the accumulation of at least .25” of ice on exposed surfaces. The amount of labor, materials, equipment and time to service those events is quite different than, for example, a 3-inch snowfall.

Ice watch/site monitoring: Make sure there is a clause that identifies who is responsible for monitoring site conditions for thaw/refreeze or other conditions after initial service is complete. If it isn’t included, the onus for liability will fall on the contractor.

Lake Effect: If you operate in an area subject to Lake Effect events, storms can bring widespread or localized lake-induced snow squalls or heavy snow showers that produce snowfall accumulation of 7 or more inches in 12 hours or less. Lake Effect markets are subject to snowfall total disparities, where you may see limited precipitation in some areas and heavy accumulation just a few miles away.

There are many other weather scenarios that may dictate additional contract language. Understand your market’s weather, frequency and duration of storms, etc., and write your contracts accordingly. Make sure an attorney reviews any contracts, yours or the client’s, to ensure you’re not assuming unreasonable liability.

Look beyond averages when building pricing

Weather has very few boundaries and seldom acts in a perfectly normal way. However, too many contractors bid, budget and plan against weather’s “normal” or “average” without fully exploring the range of possibilities that a winter season or even an individual storm possesses.

Rarely do we have a winter where the real weather aligns with the average. The typical weather forecast you see 72 hours out is not the same one you receive the day of (or even hours before) the storm.

Snowfall climatology is an accumulation of historical snowfall data that spans decades or even over a century. This data is used to calculate the snowfall “normal” or “average.” Most winters are made up of climate variabilities that often are based on wide ranges of snowfall values from season to season. However, the volatility decreases when you review longer periods of data (e.g., 30 years), compare those against shorter-term averages (e.g., 3, 5, 10 years, etc.), and understand the frequency of the extremes.

Make sure to have a full understanding of the climatology of the areas you do business in. Arming yourself with better snowfall data will allow you to better predict revenue, plan for covering your costs in the event of a lean winter and improve your relationships with your clients by establishing more equitable contracts.

ADDITONAL RESOURCES:

DID YOU KNOW?:

The National Oceanic and Atmospheric Administration (NOAA) recalculates 30-year temperature and snowfall averages at hundreds of cities across the United States every decade. The last updates were made in 2020, so depending on how far back you rely on historical averages to create your billing model or bid on new jobs, your data may be very outdated.

SIMA members can learn more about weather service options by viewing the Making Weather Work for You course at my.sima.org

Information in this issue of Start Up was collated from several Snow Business resources dedicated to weather.

WEATHER DATA COLLECTIONS

Capturing relevant weather data can inform operations and protect your company in the event of service disputes, or worse, slip and fall claims. Here are service verification best practices for weather:

Define a weather monitoring process, which may include third-party outsourcing to validate snowfall, temperatures, etc.

Document weather conditions at the start and end of service, including current precipitation (if any), e.g., heavy snow, ice, rain, etc.; conditions, e.g., sunny, cloudy, clear, breezy, etc.); and air temperature

• Pavement surface temperature at the start and end of service

Check out SIMA’s service verification best practices, which includes these data points and others, in the Quality RFP Creation & Best Practices download at www.sima.org/best-practices

Purchasing Snow &

weather watch

Services are worth the investment

Snow and ice management providers need a firm grasp on the weather that will dictate a winter event — before, during and after — to provide quality service and capture proper documentation for billing and liability protection. Newer or smaller companies may start out relying on site webcams; Department of Transportation-type resources; local weather (e.g., TV stations); national apps; and data from local airports, the National Weather Service and National Oceanic and Atmospheric Administration. Relying on these will not provide the pinpoint accuracy you will need to capture essential data that can make or break a slip-and-fall case or support you in a billing dispute with a customer.

As your company grows, contracting with a professional weather ser vice adds a useful tool to your service delivery. Depending on the service you choose, you can receive storm alert updates via email, text, mobile app, etc., in advance and up to the storm with an emphasis on storm timing, accumulation, intensity, likelihood and temperatures. Having accurate weather information during a snow season is the thin line between a profit and loss. Accurate meteorological data allows snow managers to serve their areas more efficiently, plus provide possible savings in labor and equipment costs in the long term. These tools can help companies manage operations in several ways: pre-storm preparation and mobilization; service or snowfall and/or ice total verification; billing support; customer education and more.

Here are 4 tips to consider when you decide to partner with a weather service:

1 24/7 protection. Your weather provider should have around-the-clock meteorologist support.

APP OPTIONS: Weather apps provide more generalized data. For more accurate, detailed information, snow providers should partner with a third-party service. Visit my.sima.org/home/supplierdirectory for a list of SIMA member weather service providers.

2 Localized forecasts. Severe weather can have varying localized effects so make sure your provider offers area/ZIP code-specific data.

3 Customization. Snow and ice management isn’t a one-size-fits-all business; and neither should your weather service. Depending on your needs, you may be able to request certain data; or they can work within your budget to provide certain services.

4 Snow & ice knowledge. A weather company that understands your business is essential to meeting your needs. Work with experienced meteorologists familiar with your business.

staying power

Communicate, appreciate and incentivize to slow team churn

By MARTY GRUNDER

Many of the leaders of landscaping and snow removal companies I talk to will identify one competitive advantage that sets them apart from other companies: their teams.

The people who make up each of our businesses are the secret to our success; and retaining them should be on the top of our to-do lists as leaders. While we can work hard to fill any gaps on our team, our recruiting efforts aren’t worth anything if we can’t keep the good people we hire once they start the job.

There are a few key things leaders can do to improve retention at their company:

1 Be a great place to work

A great workplace results from many things, the most significant aspect being your company culture. Every company has a company culture, whether explicitly stated or implicitly understood; and neglecting to intentionally foster the culture you want can result in toxic workplaces.

Building a strong culture starts with having a vision (where we’re going) and mission (what we’re going to do to get there) for your company that all team members can understand and relate to. Here’s ours at Grunder Landscaping Co.:

Vision: Our vision is to be recognized as leaders and as a growing company that provides opportunities for our team.

Mission: Create opportunities for our team to grow and succeed by enhancing the beauty and value of every client’s property while exceeding their expectations every step of the way.

Having a clear vision and mission helps your team understand what a win looks like for them, and the company can use these to guide decision-making. Map where you’re going.

2 Communicate

Owners and leaders need to remember that they are at the front of the bus; and while they can see where the bus, and company, is going, the team members sitting further back can’t. Sharing information with your team about where the company is going, your plans, and what you need them to do to help make this possible is critical to building trust within your team.

At Grunder Landscaping Co., we do this through a monthly meeting where we talk about the company’s goals, the KPIs our team has an impact on, our progress toward goals, and any areas where we need the

MATTERS:

Check out the digital edition for recruiting and retention tips from Marty Grunder. https://tinyurl.com/3z9nkyat

team’s help to improve. We want our team to know that we have big plans and what’s in it for them if we can make it all happen. Talk often about the things that matter most.

3 Show appreciation

The work that our crews do is hard. In February 2022, we had a storm that brought in 30 hours straight of snow and ice. We had team members who worked for 24 hours straight and others who did back-to-back 16hour shifts. What impressed me even more than the stamina and attention to detail our team had over those two days was the positive attitude I saw from everyone.

I think a lot of that comes down to how much our team knows we appreciate them and will take care of them. We had the team’s favorite snacks and drinks stocked up and waiting for them, and our leadership team made it clear we were there to support them. Our chief operating officer was out pushing snow alongside them. We mailed hand-written thank you notes to their homes, and just shook their hands and told them thank you.

To show someone you care you just need to be paying attention, which can be hard to do at the pace we tackle snowstorms.

4 Incentivize

Another source of positive attitudes while working long hours on snow removal? We made it worth their while with incentive programs. On top of base wages, we pay team members a 30% snow premium for any hours worked on snow and ice removal. This

premium is paid on top of overtime pay; and it makes the unpredictable schedule, night work and long hours worth it for our team.

Many factors build a solid company culture that will help retain team members for your landscaping or snow removal company. As we enter the fall and begin to look ahead to winter, I

encourage you to spend some time reviewing your company’s policies and what you’re doing to be a great place to work. How can you better retain team members?

Marty Grunder is president and CEO of Grunder Landscaping Co. and The Grow Group. Learn more at www.thegrowgroup.com.

CONQUER ALL FOUR SEASONS IN UNDER FIVE MINUTES

Our fleet of interchangeable truck bodies and WorkReady™ subframes will transform your truck from season to season in just 3 minutes.

One Truck, Multiple Bodies

Multi-Seasonal Use

Non-CDL Trucks

snow merry-go-round

Elevate success with year-round planning and execution

SVENDOR QUALIFICATION (RFI) BEGINS RFP PROCESS BEGINS

By PHILL SEXTON, CSP, ASM

RFI DISTRIBUTION, RESPONSES, REVIEWS RENEWING EXISTING CUSTOMERS

tandardizing success for any winter management business requires a 52week focus and a commitment to planning and implementing standards of practice. The snow and ice management industry should plan like the retail industry, which prepares for the next holiday shopping season the day after Christmas. In this way, the end of the current snow season should ideally be approached as the beginning of the next snow season. Due to the more recent economic environment and supply chain challenges, it is important to plan even earlier than the original standard.

SUMMER / FALL: PRESEASON REVIEW

As you build a framework for your yearround sales and operational calendar, look to SIMA’s 52-week procurement timeline for guidance. Furthermore, answering questions posed in this article (as well as others you might have) related to seasonal timing, philosophies and any constraints, will help guide you through the planning process.

Timing and philosophy

Successful snow and ice management operations share a philosophy that snow is a year-round business; therefore, you need to treat it as such. Establishing a forward-thinking philosophy is critical to any successful business or operation – particularly in today’s economic climate that includes supply chain and inflation challenges. Being forward thinking includes planning sales and operations at least 6 months ahead of each deadline and establishing growth plans two years (2 winter seasons) ahead. Therefore, it’s important to approach your planning in quarterly “chunks” of time: 3, 6, 9, 12, 18 and 24 months ahead.

If you’re thinking, “I can barely look to next month, let alone winter 2023,” narrow your focus to planning snow-related tasks in each of these quarters to help reduce the tension that is normally felt when gearing up for yet another season. Let’s start with where you should be in the timeline as you read this article in October.

Summer is the best time to identify and/or reacquaint yourself with new sales prospects, subcontractor relationships and material ordering (e.g., bulk and bagged, salt, blends, brines, etc.). If you’re still in “renewal season” even now, you’re way behind the eight ball. The ideal time to renew clients is during the postseason review process in the spring.

We know most customers aren’t accustomed to signing on the dotted line until sometimes as late as when the first flakes of the season are ready to fall. It is our responsibility as snow professionals to educate our customers about why it is in their best interest to renew or award contracts on time – which they will initially consider “early.”

New contracts require a standardized start and end date to the process. It is the contractor’s responsibility to decide the necessary amount of time to prepare in their geographic market(s).

When evaluating new contract opportunities that provide less than 60 working days of preparation time, consider whether you can realistically meet a client’s level of service requirements. This includes educating the client on the amount of time it takes to procure the proper capacity of people, equipment and materials. For example, given the current economic environment and supply chain challenges, the timeline for purchasing or renting equipment could require an additional 3-6 months (optimistically) to purchase a new vehicle.

While all markets and customers are different, the timeline targets Sept. 1 as the cutoff date for finalizing contracts. Educating your clients to mutually commit to this target requires the contractor to consider when property owners are typically accustomed to awarding contracts versus when they should. Important to consider in the contract award equation is answering the question: Why would customers award

contracts sooner than they are accustomed to? What’s in it for them? These are important questions to be able to genuinely answer if you are to be successful at changing the customers’ habits.

FALL

For example, committing to a Sept. 1 award date will put the contractor in a better position to ensure the operations team is trained and the capacity of resources have been acquired, prepped and ready to go.

PERFORMANCE REVIEW MONITORING

& SITE REPAIR CONTRACT NEGOTIATION & LEGAL REVIEW NEW SALES & RESOURCE/ DEICING MATERIALS FORECASTING

WINTER

WINTER: PRE-STORM & POST-STORM REVIEWS

Winter is when the work gets done, but it is also prime time for observing, assessing and documenting improvement and optimization opportunities. Don’t wait until after the season to identify gaps and opportunities to better serve your clients and make your team’s lives easier for future storms and future snow seasons.

&

Questions to answer during the season include:

MANAGING

When does snow service begin? My opinion has always been that snow service begins upon a forecast for snow or ice. Even if the forecast ends up being a false alarm, your clients received the benefit of your team being on standby and service-ready. Do your clients understand this value? What does snow service include? My philosophy is only about 25% of the service that snow and ice management

contractors provide is the actual plowing and ice management. The true value proposition that differentiates the “big boys” from the rest of the contractor crowd is everything else that happens before and after the storm. The forecasting, pre-storm planning and communication, training, equipment capacity on hand, communication during a storm, post-storm cleanup, ice and drift watches, post-storm communication, and the preparation should all be considered in your pricing.

Continued on page 14

BUSINESS // STRATEGY

Continued from page 13

What pain(s) have you experienced ... and never want to repeat? Equipment breakdowns. Being understaffed. Being underequipped (you knew a pickup truck couldn’t handle the job). Lack of proactive communication with clients that cause them to be unhappy. You know the issues; therefore, you should pay attention to them, document them and decide how to address them before the next season.

SPRING: POSTSEASON REVIEW

Springtime is sales renewal season. At the tail end of the season, contractors should be scheduling end-ofseason walkthroughs and confirming that clients are on next season’s routing schedule.

Renewal contract award timing is typically done in as little as a couple of weeks or, best-case scenario, a few months before the upcoming season. Rather than a standard renewal timeline, consider implementing a standardized postseason review process with clients to determine opportunities to improve for next season. During this process is ideally when the renewal should be presented for approval once any further improvements or punch list items have been identified and addressed.

Questions to consider before you renew or sell new work include:

VENDOR QUALIFICATION (RFI) BEGINS RFP PROCESS BEGINS

RFI DISTRIBUTION, RESPONSES, REVIEWS

RENEWING EXISTING CUSTOMERS EXISTING MULT-YEAR CONTRACTS CONFIRMED

What pain are customers most focused on? Usually, property managers are focused on the current season pains like HVAC breakdowns and other building infrastructure issues. Making it easy to sign up for next season’s snow services could be a valuable proposition to ease their future bottlenecks of budgeting and decision making if presented in a way that focuses on what’s in it for them.

What pains are you and your business most focused on? Most snow contractors are also landscape contractors, and it is understandable that they are already in motion with

SUMMER SPRING MID-SPRING

RESTART 52-WEEK CYCLE

the next season’s service demands. Therefore, focusing on the renewal process as part of an end-of-season review is important because it allows you to prioritize and schedule before the next service season fully begins in spring.

When do your customers finalize budgets? Property managers typically start budget forecasts in June/July for the next snow season. It makes sense to put the renewal contract in front of them before then.

When do you finalize budgets? Do you budget? Snow season sales forecasts and the budget process should begin the day after the end of the current snow season. Project how much sales growth you want to add at the end of the current season. Then focus on renewals to better estimate how much in sales you truly need to grow. If you know you are renewing 90% of your work and you want to grow by 20%, then you need to sell a total of 30% of your current sales. This takes time. And the best customers to have are those that aren’t looking for last-minute contractors.

Are you hiring? Staffing is likely to continue being the contractor’s biggest challenge to overcome. Like sales, we should always be recruiting and interviewing to maintain and add workforce capacity. Ads sometimes work. Paying attention to your industry network is better. I find referrals from our great employees have always been the best sources of finding more great people. Who else knows people? Your

customers. Ask them. I know we are afraid to admit to our customers we need more people. In this new economic age, it’s no longer a secret.

Standardize success

Standardizing your sales and operational planning using a 52-week calendarized system and philosophy is sure to help you further optimize your level of preparedness and profitability. Educate your customers and your operational teams on the importance of the timing as it relates to their best interests. Staying disciplined to the timeline(s) you set for yourself and your teams is what will guarantee success.

Phill Sexton, CSP, ASM, has been developing, practicing, and teaching Sustainable Winter Management (SWiM) standards for over 30 years. Contact him at psexton@witadvisers.com.

• Download the Standard Practice for Procuring and Planning Snow and Ice Management Services for additional information. www.sima.org/best-practices.

• Related story on sales and capacity is on page 16.

cautious but calculated

Controlled, strategic growth is key in today’s economic

climate

By DAVID GALLAGHER

You have been told that new sales are of utmost importance. Maybe you’ve heard the adage that it is the sales team’s job to push operations. I agree with these sentiments, and I hope you have already been focused on selling new snow work for this winter. If you are familiar with SIMA’s 52-week Procurement Timeline, you’ll note that you should have been doing so for a while now.

Controlled sales and strategic sales goals are essential. In today’s world of labor, materials and other productionrelated constraints, selling too much (or the wrong) new work will likely have profound negative consequences on your company. To avoid those consequences and still grow

your business, you have to have a plan. If you don’t already have one, it is never too late to plan.

Calculated capacity

Understanding your current capacity to deliver service and your ability to add capacity has always been important. In today’s economy, it is essential.

The ability for almost every contractor in the snow business to add capacity has been changed. Procuring salt, plows, trucks, loaders, etc., takes longer or isn’t even possible without significant (months-long) lead times. Don’t assume you can pick up the phone in October and call your dealers to get new plows installed on those new trucks you need to purchase. Used equipment is also in short supply and more expensive.

Identify your targets

Once you understand your current capacity and your ability to add capacity, focus on your sales activities and define the type of work you are willing (and/or capable) of servicing beyond your current portfolio.

Knowing the lead time on adding the necessary equipment to service that new work gives you an informed deadline for signing new work. Use the two pieces of knowledge together.

Don’t be tempted to add large properties or portfolios you don’t have in your plan as you approach fall/early winter. If you happen to get opportunities like these, consider partnering with a subcontractor or friendly competitor who might have excess capacity.

Otherwise, be disciplined and take on only those target properties that you know you can get the additional equipment and manpower to service. Now is not the time to take the work and figure out how to do it later. Your ability to add capacity last minute isn’t what it used to be.

Protect your margins

Make sure you know the cost of that added equipment, too. Trucks, plows, loaders, salt … almost all of our input costs are currently up 20% to 50%. This should mean an increase in your prices. Don’t allow margins to shrink this year, or the long-term cost to your business will likely be great.

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

Let’s make your dream machine a reality with our flexible financing options. Competitive rates and flexible terms make it easy for us to find the right solution for you. Plus, qualified customers can take advantage of custom payment schedules with seasonal skip payment. Reach out to the finance team for more

don't overcomplicate

Keep it simple and focused to tighten operations and grow

By TYLER JABAAY

It’s easy for me to complicate things. I see opportunities all over that can be great revenue adds. Plow this with a truck, plow that with a loader, shovel the sidewalks over here. Getting the signature on the dotted line can be an intoxicating feeling. I look at spreadsheets and charts plotting out stops for the trucks and look at where skids and loaders sit on sites just waiting to generate big dollars quickly as long as the snow flies.

A couple months before winter work starts, I go over these maps and spreadsheets with the ops managers and get a funny look. We are too spread out; too many services all over the place. Customer A gets calcium chloride, Customer B has a 2” trigger with rock salt, and pretty soon I am at the spot everyone hates to be – at the intersection of frustration and complication.

This story likely hits home with most. I have learned all the lessons the hard way. I am a simple guy. Why am I making things so complicated? Most likely out of fear. I was scared to tell the customer “no.” It’s very uncomfortable for many, but I would highly suggest getting good at it. The more I say no, the simpler things have become.

We no longer do triggers, salting on request, or HOAs. I’m not suggesting there isn’t money to be made at those properties or with those services, but they don’t fit in the very small scope of service we provide. I have found the more focused we are on a target customer, the more likely we are to be able to add more of those customers. It’s a magical thing. The narrower the focus has gotten, the more profitable my business has become.

Simple systems scale; and I’m very focused on simplifying as much as possible to scale and make the company more profitable. Here are some things I’m working on:

1 Reducing driving time

A huge amount of money is spent on drive time. We’ve chosen to go after bigger sites with simpler scopes.

2 Increasing capacity

We’re looking at high-density areas, so we don’t spread out too far. Accounts that are farther apart create more drive time, and more chances that traffic will add to drive time. Accounts closer together will be much more profitable and easier for customer service and callout times.

3 Reducing labor costs

We are adding larger trucks to carry more salt. We had a lot of F450s with salt spreaders; but they would run out of salt too fast, creating service interruptions and lost time since the operator had to stop plowing, put a bucket on the machine and reload the truck with salt. Also, smaller trucks with salt spreaders will spend a significant amount of unbillable time

driving

4 Updating equipment

We are spending money to be more profitable. Larger pushers, larger trucks and sectional snow pushers are being added to reduce salt usage, service time and wasted drive time. By having more updated equipment, the likelihood of a breakdown is reduced, which increases our capacity, adds more billable time, and reduces costly repairs.

Do the math. Look pragmatically at your numbers. Where is money made and lost? I like to ask the question: “If I were a consultant and didn’t know anything about my business, what changes would I make first?”

Hopefully I encouraged you to take a step back, ask the questions and find the answers. It is simpler than we make it. Double down on that philosophy.

Tyler Jabaay is president of Priority Landscape and Maintenance. Based out of the south side of Chicago, Priority Landscape has locations in Grand Rapids, MI, South Bend IN, and Chicago. Email him at Tyler.Jabaay@PriorityLandscape.net.

to sites with salt stored on them or to the shop.

Get more information on route density on page 40

future focus

Make every business move with the end in mind

As an industry veteran of over 40 years, I have been through several businesses' startup, growth and exit phases. Each phase presents different opportunities and challenges, much like our lives!

When starting a business, your priorities are much different than a business owner who has been operating for many decades. Whether you are continuing to operate your business or starting to prepare for your exit, read on to learn some important considerations about the way you are running your company and how this impacts your day-to-day and long-term results.

Are you building a lifestyle business or enterprise company?

Both lifestyle businesses and enterprise companies serve a great purpose that will provide a good living for you and your family throughout your career – neither is a “wrong” way to run your business, but each has its pros and cons.

The lifestyle business is typically limited to the owner as the most critical person in the company, surrounded by two or three right-hand people. These businesses tend to not scale consistently

or grow annually year-over-year. They also tend to operate in just one market with several profit centers.

These closely held companies can produce solid cash flow and a great lifestyle for the owner and their family. However, the owner is typically the key to the company’s success and when the time comes to think about succession, opportunities are usually more limited.

An operator that chooses to adopt a more disciplined business approach to can scale as they desire with virtually no limits. They strictly adhere to their profit centers and often scale through a branching business model. This allows them to expand infinitely into multiple markets as time progresses.

They invest heavily in their organizational development (HR) and develop a leadership structure to support and manage multiple teams, which in turn manage the company’s workforce and customer base.

These businesses operate on a strict set of principles and metrics that are well-understood and adhered to by the leadership and management teams. Along with identifying the company’s core values and key metrics, having a clearly defined brand is essential to the scalability of the business. These factors help increase your company’s value when it is time to sell.

You might be asking yourself how you are going to learn and develop these key items in your business. You

would begin by identifying admirable companies across the region or country that have accomplished an identifiable, scalable and disciplined business model. You can find these businesses and meet industry experts that can help you champion various aspects of your company through organizations like SIMA.

Systemize your business as if you're going to sell it every year

Whether you run a lifestyle business or an enterprise business, there are multiple steps you can take to help your company run more smoothly, while working toward a higher sales value:

Brand. You should first focus on building the company as a brand –meaning your prospects, competition and the general market know who you are.

Measure. You can also increase your sales value by consistently measuring and documenting your business performance. You should have mechanisms in place to earn year-overyear growth and indicators to help you identify areas for improvement. Whether the growth comes from increasing your top line or reducing your expenses, your performance reporting should signal the best course of action.

Focus. Solidifying your profit centers will assist in your sale. By working only with your target market and staying consistent with your service offerings, you build a stronger, more specialized

By MIKE RORIE

brand and a more manageable, profitable business.

Systemize. You must have systems in place to run the repeatable parts of your business. Software is one of the most valuable investments you can make as a business owner; it is built to do what multiple experienced industry professionals can do, and will save you time, effort and money.

Software systems can cover all of your business processes such as measuring maintenance work, designing enhancements, pricing, bidding, servicing the work, managing your customer base, purchasing and more. Having these systems in place allows your future buyer to step in without overhauling operations since you already have your business processes managed by software applications.

Whatever you do, make sure you have something meaningful to turn to after exiting the business.

Any potential buyer will look at your key performance indicators (KPIs) and financial values. Far before you’re ready to sell the business, you should understand and master these key components to determine the outcome of your company’s sale.

My advice is to operate your business as if you are going to sell it every year. A strategic business exit at the desired size and year can be life-changing for you and your family.

Your life beyond the sale

If you no longer had to go to work in the morning or worry about running a company, what would get you out of bed in the morning? Would you focus on spending time with your family? Would you stay involved in industry organizations like SIMA to stay connected with others who love the work we do? Would you pick up new hobbies? Would you become an investor in other enterprises, either large or small, or directly and indirectly related to your past experience?

Whatever you do, make sure you have something meaningful to turn to after exiting the business. You will have spent your career keeping communities safe through the harshest winters. When you no longer have a company to run, ensure you have a purpose and relevance so that you have something to look forward

to each and every day, just as you did throughout your career.

Mike Rorie has been a participant in the snow and ice industry for over four decades. He sold his company GIS Dynamics, creators of Go iLawn and Go iPave, to Aspire Software in 2021 to continue evolving both products for contractors. He remains an active participant and leader in the industry, and is a board member for GroundSystems, Inc. in Cincinnati.

passing the torch

With his company in good hands, Gerald Boot advocates for innovation, reform in Ontario

BY

ALL IN THE FAMILY: Boot’s Landscaping & Maintenance’s family roots run deep, including founder Gerald Boot; his brother-in-law Anthony Kampen (vice president); and brother-in-law Jack VandeRee (vice president).

PATRICK WHITE // Photos by Joël Bénard

Somewhat apropos of his name, Gerald Boot got his start in the landscape maintenance business by pounding the pavement. “In 1981, every evening in March after I finished work in a factory, I knocked on doors in my neighborhood offering lawn maintenance services,” he recalls. By April, the business was up and running. “Even without business cards or any professional documentation I had about 40 clients during the first year,” he says.

Today, Boot’s Landscaping & Maintenance Ltd. has grown from a one-man operation to a team of 80, offering four-season services in Toronto, Ontario, and surrounding areas. Boot estimates that about 30% of the company’s time is spent on winter maintenance, 30% on summer maintenance and 30% on landscape

designs/installations. The remaining 10% is devoted to irrigation, done under the banner of a separate company called Ecosense Irrigation, which was started in 2012.

Instead of focusing on advertising and marketing, Boot says honest hard work, professionalism and attention to detail are what’s grown the company.

That and some help from above. “As a Christian I believe that our lives and business are guided and directed by God. Everything that has happened to us had a reason and purpose.”

Playing off strengths

Oftentimes “family business” means a parent and child or husband and wife working together. Boot’s Landscaping takes the meaning several steps further – the company has been led every step of the way by members of Gerald’s family and extended family.

“As the company grew, I knew that for me to have time with my family I would need a business partner.” His brother-in-law Jack VandeRee, who had been working with the company while gaining formal horticulture training at

Continued on page 26

THE BOOT’S BRAND: Since 1981, Boot’s Landscaping & Maintenance Ltd. has evolved as the company has grown and founder Gerald Boot elevated its presence in the Ontario market.

STRONG BONDS:

John Boot, Dennis Vanderveen, Gerald Boot, Jack VandeRee and Anthony Kampen have used a shared vision for excellence to grow Boot’s Landscaping & Maintenance Ltd.

ALL IN THE FAMILY

Looking at the staff of Boot’s Landscaping & Maintenance Ltd., you might need a family tree to trace how many relatives have contributed to the company’s success. Having so many family members involved has made it easier to delegate and trust others, founder Gerald Boot says. And he’s taken two steps to ensure it doesn’t create interpersonal problems: treat family members as you would other employees and keep business at the office.

Gerald Boot FOUNDER

Theresa WIFEPAYROLL

John SONSNOW & ICE DIVISION MANAGER

Diane, Eleanor, Caroline, Sarah, Kim DAUGHTERSSUMMER/WINTER CREW MEMBERS (RETIRED)

Gabriel GRANDSONSUMMER GARDEN CREW

Marina SISTERSUMMER CREW (RETIRED)

Steve SONCREW LEADER

Dennis SON-IN-LAWSNOW & ICE MANAGER

William, Mark SONS-IN-LAW SUMMER/WINTER CREW MEMBERS (RETIRED)

Jack VandeRee VICE PRESIDENT

Evelyn WIFEACCOUNTING (RETIRED)

Maria DAUGHTERSUMMER CREW MEMBER (RETIRED)

Thomas SONSUMMER/WINTER CREW MEMBER

Izak SONCREW LEADER

Norah DAUGHTERCREW LEADER

Martin SONSUMMER/WINTER CREW MEMBER

Anthony Kampen VICE PRESIDENT

Antonia WIFEOFFICE (RETIRED)

Seth SONSUMMER/ WINTER CREW MEMBER

Justin SONSUMMER/ WINTER CREW MEMBER

Ben SONSUMMER CREW LEADER/ WINTER LOADER OPERATOR

Rachel DAUGHTERSUMMER/WINTER CREW MEMBER (RETIRED)

Alexandra DAUGHTERSUMMER GARDEN CREW

Continued from page 24

Humber College, was the perfect fit. He is now the company’s vice president.

In the mid-1980s, Boot formed dedicated snow/ice and landscape divisions and the company spread beyond residential services to instead focus on multi-residential high-rise and townhouse condominium properties. Boot says that shift in client base really helped grow the company’s snow division.

Theresa’s brother Anthony Kampen (who had worked for the company

“If you can’t delegate, there’s no point in growing the business, because you can’t do everything yourself.”

—GERALD BOOT

during summers) joined the company full-time in 2000 after graduating from University of Guelph. He slowly began taking over Boot’s role as manager of the grounds maintenance division and

THINKING BACK, LOOKING AHEAD

Gerald Boot has seen an extraordinary amount of technological change since founding Boot’s Landscaping & Maintenance Ltd. in 1981:

Communication. Boot recalled having to find a phone booth to call his wife toward the end of snowstorms. “I had a pager for a while and eventually got a mobile phone with an attached battery pack the size of a shoe box.” Despite the prominent use of smartphones today, Boot still relies on an older technology to communicate with the crews. “Two-way radios still work great as a way for crews to report when sites are completed or to report what still needs to be done.”

Weather forecasting and technology. “When I started there was only a radio forecast to listen to,” he says. The company now contracts with a private company for forecasts and weather data, which can also be used when dealing with slip and fall claims. At least five years ago, the company began installing weather cameras at client sites that give pavement and air temperature readings and a visual picture of the area.

Equipment innovation. This year Boot’s snow team will use a robotic sidewalk plow and salter on two client properties close to the company’s office.

is also a vice president today.

“I always wanted my position replaced with a more qualified and capable person – Anthony is much more capable than I am,” Boot says.

Delegation opens new doors

While many company founders struggle with letting go of control, Boot made it a priority to find good leaders and trust them to make decisions. “I guess I’m a very trusting guy. I’ll give people responsibility. I’ll check on them; if they measure up, they’ll get more responsibility,” he says. “If you can’t delegate, then there’s no point in growing the business, because you can’t do everything yourself.”

That perspective has paid off; so much so that Boot now tries to disappear for much of each winter. “My philosophy is to work so that we can live, not the other way around. When I see snow coming, I head to Florida!” he says. It’s a luxury made possible by the team that now oversees winter operations – his son, John Boot; his son-in-law, Dennis Vanderveen; and 20-year company veteran Brian Streight.

“They work together to organize the routes and make sure we have enough equipment. Dennis manages the sidewalk crews while John and Brian are responsible for the road crews,” says Boot. “They’re younger and more tech-savvy than I am. I’ll still assist with equipment purchasing, but those three guys basically run our snow operation.”

GIVING BACK: Gerald Boot has been a volunteer leader serving several Canadian snow and landscape industry organizations.

Industry advocate

With capable leaders in key positions, Boot has been able to scale back his day-to-day role and devote significant time to helping advance the industry.

He is chair of Landscape Ontario’s snow sector group, which scored a major legislative victory in January 2021 when the Ontario provincial

Continued on page 28

SELF-INSURANCE: TAKING CONTROL

In addition to his work with legislative reform and advocating for a national snow and ice standard, Gerald Boot has been at the forefront of an innovative approach to insurance. After receiving a “go away” renewal quote from his insurance provider in 2019, Boot joined a new self-insured retention (SIR) program. “It was just getting off the ground, and for the first year we were one of only two companies enrolled in the program. Today there are over 30 companies in our group,” he explains.

The SIR has an insurance company that does the behind-the-scenes administrative work, as well as its own claims adjusting firm and legal defense team. To participate in the SIR, member companies must follow standardized business practices (audits are conducted every year and non-compliant companies are removed from the group). New participants must be recommended by the program administrator and approved by the member companies.

In the event of a claim, the first $25,000 is paid by the contractor. Then claim costs come out of the self-insurance reserve funded by the participating companies. Once that money is gone, the insurance company pays. If the reserve money is not used up it comes back to each member company, prorated based on the amount they paid in. If the insurance company never needs to pay out, a percentage of each member companies’ premiums are returned to them.

“The main benefit is that a contractor has full control of any claim against their own company,” Boot says, noting that moving to the SIR was one of the best business decisions he’s ever made. “If you’re going to do this, you’ve got to have a good litigation team. You need lawyers who want to win.”

We heard a lot of you running Light- and Medium-duty Plows don’t know that our wear parts will make your edges last two to five times longer.

 Extend the life of OEM Western®, Fisher ®, Boss®, and Meyer® plows with our Xtendor ® Guards, reducing maintenance costs and downtime.

 Protect your moldboard from curb damage with Xtendor® CastGuards.

 We carry edge and nose guards for V-plows; edge guards for Western wing plows; wear shoes and cutting edges for Arctic® and ProTech® snow pushers.

 Our 5/8 " steel, carbide, and rubber cutting edges last longer than OEM.

Continued from page 27

government reduced the statute of limitations for slip and fall claims to 60 days. “LO played a major role in getting that bill passed,” Boot says.

He also is the Canadian Nursery Landscape Association (CNLA) representative responsible for advocating for the development of a national snow and ice management standard.

The effort began in 2020, when stakeholders in the Canadian snow and ice management industry approached the Canadian Standards Association (CSA) Group, which agreed the idea had merit. The CNLA funded a detailed study that identified key concerns that could be addressed with national snow and ice standards:

• There is no minimum level of competency required for contractors

• There is no regulatory framework for protecting the environment and the public

“It is very clear there is a need for a national snow and ice standard.”

— GERALD BOOT

• There is significant environmental impact from overuse of salt by untrained contractors

• There is an unfair burden placed on competent contractors, who are required to bear all liability for slips and falls

“It is very clear that there is a need for a national snow and ice standard,” Boot says. While CSA Group is currently holding off on advancing the process, he is hopeful that progress will resume in the near future.

Boot says it is an honor to be able to give back to the industry that he has devoted his working life to, and notes that the experiences he’s gained

as a volunteer have been personally and professionally rewarding.

“I’ve learned a lot and met many people who run successful businesses. Being involved gives you the ability to find out what is happening in the industry and what to watch out for in the future,” he says, urging others to get involved with industry associations and advocacy efforts.

“I’ve always treated volunteerism as a job, being part of a team, just like having a paid position since people rely on a volunteer to produce just as with a paid person. The only way that I could properly volunteer was to have a business that could run well with me away.”

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

WHEN ONLY A SKID-STEER WILL DO

The WESTERN® PRODIGY™ multi-position winged snowplow is ideal for skid-steer use and clearing heavy snow in record time. Featuring patented wing technology that automatically adjusts to provide the most efficient plowing configuration for the job. The easy-to-use PRODIGY adds versatility to your fleet and allows your crew to get:

shake it up

Fresh approach to kickoff meetings can be positive and productive

By MICHAEL WAGNER, CSP, ASM

Many snow and ice management companies take a traditional approach to snow kickoff meetings, usually focusing on things such as management meetings, discussing billing and invoicing, plowing and equipment operator training, etc.

In our current economic environment, we must consider how we’re needing to do more with fewer personnel and less equipment while also creating a culture in which people find winter maintenance fulfilling. This is an opportunity to get creative and make the preparation and learning process a rewarding and effective experience.

OPERATIONS

• Take field trips • Practice preparedness

While this is certainly one of the most important aspects of a snow and ice management program, it’s also the area of focus that refines and carries out the service process.

Hit the road. This group has a world of opportunities to initiate a variety of new kickoff meetings, and one of the greatest places to start is taking field trips! Take your team to client sites and use this opportunity to gauge your personnel’s capabilities and expertise, while also using it as a discovery tool for new or less experienced employees.

When you take a group out to a site, discuss the level of service you will provide on behalf of the organization; review onsite equipment, vehicle and tool usage; go over safety procedures and practices; and discuss how you will complete the job from start to finish.

The best way to attack this is to take notes as you’re walking sites with the team; when you finish, complete a visual cheat sheet of everything covered in your job walk. You can also create a visual repository such as using a cloud-based platform so everyone can always access it. This can be a great place to store photos of site-specific obstacles; specifications and requirements; route plans; emergency and operations points of contact; etc.

Whatever you do, don’t train your team and walk away. Train them, and utilize photos, videos or documents as future training and reference materials to make sure everyone knows where they are.

Use resources available at my.sima.org, including a variety of safety training documents, site plan templates and more, to complement your kickoff planning.

Practice makes perfect. Another great idea is to practice preparedness. While you’ll want these components documented as standard operating procedures, be hands-on and interactive in the follow through. Whether you do this during the day or in the middle of the night, practice personnel response and equipment loading and preparation. Practicing this in “live drills” can be a very effective way to make sure people and processes are aligning properly before the first snowfall.

Continued on page 32

SNOWPROS

Continued from page 30

• Take part in training • Be open to possibilities

Leading together is better than leading alone. Pick up a copy of Simon Sinek’s book “Together is Better” and it will take you on a quick journey through reasoning and leadership and why you can accomplish more when you work together.

The senior leadership team should meet regularly (no matter if it’s a formal or informal setting) to discuss the vision and how it aligns with the snow and ice program. Use this to set objectives for the organization. Discuss and evaluate potential revenues and costs, operations, and how the organization’s strategy aligns with client retention and developing an exceptional level of service.

The senior leadership team should take time to focus on their personnel and how they can support them by reducing or removing potential constraints that impede momentum and progress.

While the senior group has their own responsibilities, sometimes you have to take a participative approach

leadership safety & risk evaluation

While in some way, shape or form organizations perform snow and ice operations safety training, how creative are you? Ask yourself these questions:

• Are you discussing the emergency preparedness and operations plan with all involved personnel (e.g., managers, supervisors, shovelers, plow drivers, etc.)?

• How do you convey potential risks and mitigation tactics to all staff?

• What are your greatest exposures, and how well do you evaluate your risk profile?

• Who’s conducting contract reviews and acting on learning from previous incidents?

This is one area that should have real emphasis among your staff because it can carry detrimental implications if not properly attacked.

All hands on deck

Round up the personnel involved in various areas, and discuss onsite and off-site details such as those listed below under the relevant positions:

Maintenance and Operations Managers, Supervisors and Foremen

• Plan event response, ensure proper staffing levels, develop contingency plans, train the staff, discuss site

and spend time listening to the people who are in the trenches, grinding out the successful achievement of the organization’s objectives.

Get a boots-on-the-ground view. As a senior leader, attend your organization's training events, including driver and operator training; administrative training; mechanical training; and safety training. Be visible and be passionate. Be a leader out there hearing what people and teams are struggling with or succeeding on. It will give you a better perspective of how you can lead and support the staff throughout pre-, mid- and postseason.

Be open to improvements. Don’t be a prisoner of being content or closeminded. As a leader of the snow operations, it is up to you to foster creativity and help individuals put their plans into action, test them and analyze the outcome. Work with your people to implement new ideas for training and process improvements.

• Take a full team approach • ID room for improvement

risks with clients and mitigation tactics, stock and assign the necessary personal protective equipment, and discuss insurance coverage for specified high-risk scenarios.

Administrative Personnel

• Ensure that paperwork and documentation for billing and invoicing, timesheets and labor logs, material usage and inventory, is being completed properly and for the required amount of time.

Shop and Equipment Personnel

• Make sure all vehicles and equipment have been properly inspected and repaired at the forefront of the season. Address problems preseason, and develop an inventory of high-frequency items, as well as items that can cause extreme downtime during a long-duration event.

site map

As part of a preseason operations "field trip," you should walk the property and identify property characteristics such as:

• Piling zones

• Low and high elevation spots

• Shaded versus unshaded spots

• Surface composition

• General site layout, which includes emergency entrance and exit zones

The effort is worth it

• High-traffic areas

• Drainage

• Walkways

• Cracks or potholes

• Curbs

• Loading docks and ramps

With all this information in mind, remember that the effort that goes into the planning and processes in preparing for the winter season ahead is key. In the realm of business management foundations, the system in which you develop creates an output from its input; and the only way to see the results you sought is to focus on the processes that get you there.

While you must always focus on doing what’s right for the organization and all stakeholders, be experimental and innovative, and test ideas before you rule anything out. Strategizing and planning can be a very enlightening experience and will aid in the growth of yourself and everyone around you. Follow a process and develop an inclusive and interactive approach to preseason and kickoff meetings this year.

Michael Wagner, CSP, ASM, is fleet and safety manager at Designscapes Colorado Inc. Contact him at 303-328-5554 or mwagner@designscapes.org.

Patented Snow Removal Technology The polypropylene brush is hydraulically driven by a

dmo for the win

Get storm-ready with a focus on personal readiness

By ANGELA CENZALLI, CSP, ASM

As the snow season is nearing, we are all beginning to prepare. Is the equipment ready to go? Have we lined up our suppliers for critical materials? Are we going to make that one last purchase before it snows? Do we have enough staff? These are all important questions.

But let’s go a little further: Is your staff really ready for the season? Are they prepared for the first snowstorm, and the next one, and the next one? Promoting a positive self-image and a professional company image is where I believe many of us will find success.

Personal preparation

Alexander Graham Bell said: “Before anything else, preparation is the key to success.” From a personal perspective, what does preparation really mean? Let’s skip over the obvious answers this time (e.g., training, PPE, food, etc.) and look deeper at what it really means on a personal level.

Let’s look at this from a wellness perspective. Are you and your employees ready mentally and physically for the challenges of a snow season? Making good decisions during a snowstorm can be a direct result of how well an individual takes care of themselves and their company. Taking care of yourself is not limited to having the right clothes and getting a good night’s sleep. Promoting a positive self-image means you have a quality daily routine. A daily routine, or what I refer to as a daily method of operation (DMO), can be a difference maker between burnout and thriving. We all know what burnout looks like,

THE DOWN LOW ON BUSINESS DMO

How do we take care of our company? This is even easier than taking care of ourselves. Promoting a professional company image is where you stand out in a sea of employees. Here are some areas to consider for bolstering that image:

Equipment care. First impressions can make or break you as an individual and as a company. The cleanliness of your truck, for example, is a direct reflection of you as an individual. It can take only a few seconds for a client to assess you or the company by what they see littering your dashboard and floorboards. A clean vehicle says to someone that you care, are intentional and have pride in your workmanship.

No smoking or vaping on the job. It is unhealthy for you and those around you. Studies show that those who smoke at work appear to be less productive and less engaged than those who do not. Is this perception or a reality? Either way, smoking on the job is dangerous to the equipment, the client, yourself and the company’s image.

Appearance. Beyond ensuring your team has the appropriate PPE, ensuring they represent your company with branded uniforms that are clean and fit properly helps make a professional impression to the client and the public.

Bathroom breaks. Loaded up on coffee and hours into a storm, do your operators know where they can take bio-breaks? For clients that require continuous service, do they provide access to restroom facilities? Build this into your plan so your team doesn’t have to hold it, or worse, “make a phone call” at the tailgate of the truck.

but do we truly know what thriving looks and feels like?

What’s your DMO look like?

It’s possible to have a DMO even in the snow season. It may take a different form, or be interrupted now and then, but ultimately working with a routine leads to the ability to make thoughtful decisions in the worst moments, and allows for positive choices, calm thinking and decisiveness.

Everyone’s DMO will look different but generally will have the same feel:

• Creating space in the mornings before work to preview your day.

• Laying out your clothes and essentials the night before a storm.

• Allowing 15-30 minutes for journaling, meditation, a podcast or reading. Meditation alone can increase your performance at work by more than 100% and reduce anxiety up to 60% on a daily basis.

• At the end of the day, review your wins, practice gratitude (5 positive thoughts can change your entire demeanor), make time for active movement (15-30 minutes each day) and prepare for the next day.

Some gurus will tell you to get up 2 hours early if you want to be successful. Many of us don’t have 2 extra hours in the morning since we’re at work before the sun comes

RESOURCES:

Keep your team fueled with healthy options. Download the “Eat this, not that” guide at my.sima.org.

Are you ready for the storm? SIMA members can access Angela’s “Are You Ready for the Storm” on-demand session at train.sima.org

Send your teams to camp. SIMA members can access SIMA’s Snow Safety Boot Camp course at train.sima.org

up; but we can find 30 minutes in the morning and evening to take care of our minds and bodies.

Our actions speak louder than words. The effort we place on our growth and mindset outside of work has a direct reflection on our actions at work.

As you ready yourself and your

teams for this snow season, consider implementing a few DMO concepts to increase your readiness for success. Be safe, be you and be well.

Angela Cenzalli, CSP, ASM, is an industry veteran and owner of B-Mentors Health Consulting & Wellness Group. Contact her at angela@B-Mentors.com or 508-776-9270.

against costly drag chain seizure or breakage all winter long.

Seals components – Creates a protective barrier against corrosive salts and chlorides. Environmentally responsible and will not wash off.

Trusted by over 40 State Departments of Transportation.

Removes white salt residue left behind from pressure washing with detergents – use NEUTRO‑WASH after every winter storm.

Put a stop to corrosion and expensive repairs – enjoy more efficient equipment that works harder, lasts longer and looks better.

Save thousands of dollars simply by protecting the equipment you already have in your fleet.

equipped for success

Ease seasonal transitions with a timeline for equipment prep, repair and storage

BY JOSH HOWVER, ASM

As the snow season grows closer and closer, hopefully you’ve already started getting your equipment lined up and ready to go for when the snow starts to fly. For many in the industry, snow and ice management isn’t their sole focus all year long. This makes it hard to be fully engaged and mindful of snow season needs in advance. Many times, it’s a last-minute rush to chuck on plows and salters the night before that first storm. While this may get the job done, it’s not the way any professional in this industry wants to start their season.

For companies that have another revenue stream in the “green” months, it may be difficult to find time to dedicate to snow equipment during those months. It’s also hard to focus on something that you might be burned out from after the prior snow season. Even with these excuses, it’s of the utmost importance to keep your equipment and material from falling by the wayside.

Build a timeline and set milestones throughout the offseason to hold yourself accountable. If you’re lucky enough to have a full-time mechanic or fleet manager, this process might be a little less painful. If your company doesn’t have this kind of position, assign a stakeholder and allow them some flexibility in using indirect time and staff to keep things in order. It will absolutely be worth the investment to have a snow fleet that’s ready to go when you need it.

Look back to get a head start

The first part of preparing for a successful snow season in relation to equipment should be to put your equipment away after it’s been fully inspected and cleaned from the

prior season. While it may be easier to say: “Good riddance, I’ll deal with this later,” it’s going to make everything more difficult by putting off equipment maintenance.

Given the pandemic’s effects on manufacturing and the supply chain, it’s in everyone’s best interest to have orders in so that any delays can be accounted for and won’t cause lastminute panic. It’s also much easier to know your costs going into the season and be able to use your offseason revenue stream to ease the pain of paying a lump sum for repairs/parts when you’re between seasons and might not have great cash flow.

For these reasons, when plows, salters, sprayers, snowblowers and any other snow equipment comes back to your shop, make it a priority to inspect each piece. Make a list of the parts and pieces that you need

Continued on page 38

ORDER IN ADVANCE:

Make sure you have essential parts like plow shoes, etc., so you can expedite the change from summer/fall operations to winter equipment preparations.

HLA’s EdgeFlex takes a ground up approach to clearing snow. The segmented cutting edge provides the necessary adaptability to maintain consistent contact over uneven surfaces, common with aging infrastructure. With maximum contact the mouldboard transfers its weight evenly across the cutting edge. The even distribution of force protects the surface from the potential damage of conventional blades when they scrape over high spots.

Plowing with an EdgeFlex is easy; just lay the blade down and run. While you worry about blade placement and controlling the direction of the flowing snow, HLA’s EdgeFlex technology works its way across the surface, adapting to the contours for cleaner results.

This winter RIDE THE EDGE with HLA Snow.

OPERATIONS // MAINTENANCE

Continued from page 36

to either repair or maintain your equipment. Order these parts and use your timeline to get the equipment back up to 100% before the next season.

For routine maintenance items such as changing fluids, get the process started as soon as possible.

You can also use this time to go through your inventory to make sure you have all your equipment. I’m sure no one has ever left a plow at a client’s site only to find it in June (oops!). Evaluate your equipment and decide which pieces need to be retired or traded in for something more reliable. Don’t let yourself get into November relying on a piece of equipment that you know is going to give you constant issues.

Keep on top of the timeline

As you continue through the season, keep checking your timeline and whether you’re on schedule. If you’re falling behind on progress, dedicate the resources necessary to get back on track. As stated before, it’s worth the

IN-SEASON: Neutralizing cleaners can protect and extend the life of your equipment.

investment to be properly prepared. Use overtime or bring in a trusted third party to supplement your efforts. When the time comes to assemble snow machines and trucks, it is important to train your operators and laborers on the basics of machine maintenance. It’s wise to have a set of spare parts to leave with each crew or with each truck/machine. This way, in the middle of a storm, the crews can fix small breakdowns on their own.

Obviously, this isn’t always going to work out and you’ll need to have a plan for a mechanic with mobile

BE PREPARED: Minimize downtime by keeping a toolkit with parts for easy in-field plow repairs: trip springs, nuts and bolts, cotter pins, linch pins, hydraulic hoses, quick couplers, chains, motor solenoids, corresponding sized hand tools, a hammer. Other helpful items might include replacement snowblower blades, electrical fuses for controllers and vehicles, spare keys, belts for salters.

capabilities or spare equipment to use in an emergency. As the season starts, there’s no excuse for any of the equipment to go out with an issue.

In-season adjustments

Once you’re into the season, maintaining your equipment is key to being successful and efficient. Crews should be trained to report issues with equipment during/after each event. Priority should be given to these items as time allows between storms.

If you have offsite equipment, it’s a good idea to have a manager or your mechanic check those pieces. Make sure that there are no blades/feet wearing unevenly, pinched hydraulic hoses, leaking fluids, damaged moldboards or trip springs. It’s also important to fire up those machines and move them around to get a good evaluation. This aids in keeping the machines from sitting too long when you’re in lulls.

For equipment that comes back to the shop, it’s much easier to get a visual check but it’s still wise to move the plows, salters, sprayers, blowers, etc., to make sure they’re in good operating condition. Washing your equipment and using a salt neutralizer is also a massive help in keeping your equipment in top shape.

Then, when the season comes to an end, you’re right back at the beginning of your maintenance cycle. See, it’s not so bad!

Josh Howver, ASM, is maintenance manager for Cornerstone Partners Horticultural Services in St. Charles, IL. Contact him at joshh@cphort.com.

You should be: Compact routes save time and money are you dense?

By MIKE McCARRON

It’s 2 a.m. Snow is falling 2 inches an hour and lying smoothly on top of a quarter-inch of black ice from the ice storm that concluded 30 minutes before the snow started. You have contracts with longtime clients to clear and need to treat large parking lots by 7 a.m. Those contracts include a fire department, a police department, two hospitals, nine HOAs and five high-rise apartment complexes, one of which is 10 miles from the others.

Anticipating this big storm, you routed your crews in your routine, efficient way: closest to farthest away from your hub. You are prepared, so this shouldn’t be a problem, right? Suddenly, the phone rings, and the client with the outlying property instructs you to take care of that one property before all the rest. But the route schedule is not set that way.

You feel a pit in your stomach, and a rush of anxiety about this lastminute request causes your heart to race. Uh oh! How could something so “right” on paper go so off-track at the last minute?

Will this compromise relationships? Your anxiety probably comes from your desire to keep a solid relationship with the client. That’s a reasonable reaction. But this unexpected route change request could threaten your relationship because it is fraught with uncertainty; will probably cost you some level of profit; and may damage relations with other clients whose expectations you may not

be able to meet if you make this change. You start to ruminate on the situation. Could the initial contract with this client have been negotiated differently? Do you have the staffing to accommodate such a change? Given the current national labor shortage, where available labor is difficult to find when you need it, is labor insecurity impacting your operations, especially your efficiency and ability to meet client expectations?

Then, you ask whether you should have taken fewer clients. Should you have scrutinized your clients’ expectations more carefully and considered how you could serve all their requirements as effectively as possible in both easy and challenging scenarios?

Do

the “what-ifs”

early

To avoid such worries and strains on your resources, consider looking at some “what-if” scenarios before they happen in order to figure out if you will still be able to meet your commitments.

A great place to start is to review your client locations and how easy they are to service in challenging situations or when everything doesn’t go as planned. Many companies find that arranging contracts that are close to their headquarters or satellite facilities is a more profitable strategy than trying to be everything to everyone near and far.

Following are a few ideas to help you develop strategies and plans to be more effective when dealing with challenging scenarios like the one described:

ROUTE MAGIC

Pinpoint your properties on a map, tally the distance between each, and then factor in travel times accounting for traffic and weather. You’ll quickly see how concentrating clients in a tight area (as close as possible to your facility) will boost efficiency and cut costs. Target new sales accordingly.

Plot it out

Plot your locations on a map and note what expectations management and owners have for each location. Note the ZIP code boundaries on the map. Review the locations and identify the mileage from property to property. Identify actual road miles, not as the crow flies. Consider that your normal routes may not be passable in a winter storm event, and longer detours may need

consideration. What is the actual access to each property? Be sure to identify travel time with traffic and then factor in onsite work times.

Note how many billable travel hours per crew you will need to invoice when crisscrossing town versus more efficient routes servicing properties on the same street or in the same ZIP code.

ID areas of concentration

Closely review your list of work near your headquarters and any satellite locations. Ask yourself if you could line up more concentrated work in areas where you already have contracts.

More centralized and concentrated clients will make moving large pieces of equipment easier, safer and more efficient.

It’s also easier to train your teams when they are all working close to your HQ or satellite facility and closer

to each other. This makes for easier deployment of crews when a property needs additional resources at the last minute. Account managers can also inspect properties and document progress faster when they spend less time traveling to outlying properties.

Look for opportunities

During the winter, look for opportunities to pick up more work in the areas you already service. Ask your drivers and crews to help you with this surveillance work. Many of them already know which companies are servicing the adjacent locations.

Once you have firm data, strategize how you could win those properties. Can you convince the property owners and managers that it would be more economical to have you address their properties since you have other properties in the same area?

Check the service quality that

other companies provide to properties near yours. If your quality is superior to that of other providers, those property owners and managers may have noticed the difference. You may be able to use this information to help convince them to contract with you in the future.

Also, consider going after smaller properties, since these can turn a better profit if your teams continue to perform billable work instead of wasting time driving to various outlying properties.

4

Safety first

Consider the safety benefits of more concentrated client locations. Remember that the more time your teams are on the road, the greater the risk of them being involved in an accident, especially in inclement weather. Striving to keep your teams in a tighter radius will allow for improved safety and greater efficiency, both of which will save your company money.

The bottom line is that your contracted properties may be spread out across significant geographical distances. They don’t need to be. As clients become more demanding with increasing expectations of same-day, and even same-hour service delivery (especially during winter months), it’s imperative that you take a step back and review all of your clients’ locations and expectations to determine how well they fit into your business model.

Exchanging equal workloads for more economical close-in work will pave the way for more consistent deliverables, more efficient account management and the opportunity to exceed client expectations. Organizing your operation like this is a win-win for everyone.

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

OPERATIONS // TEAM BUILDING

sticky situations

Soliciting feedback can lead to positive change, show that managers are listening

BY NICHOLE ASHTON, CSP

Your team members want to be heard; and the bigger your organization gets, the harder it can be to hear them. If individual employees don’t feel they’re being invested in or being heard, they won’t feel there’s a reason to be there and aren’t likely to stay for long.

When I joined North Country Snow and Ice Management seven years ago, I wanted to improve operations and the company culture. I knew the key to that was to gain my team’s trust and respect. The company is based in New York. But I live and work remotely, so making that personal connection isn’t as easy. With most companies, there is always improvement that can be made; and the only way I could help is to hear the team’s opinions and ideas. There are challenges coming in as management; not every team member felt comfortable speaking to me, so I had to figure out a way to get people to open up.

Suggestions are welcome

I decided to implement a feedback system that offered anonymity while providing a forum for team members to share their thoughts. Taking a page from my 7th-grade health education teacher (talk about being an expert at handling uncomfortable questions), I use sticky notes where they can ask questions, offer criticism, and share suggestions on how we can improve. Whenever I have everyone together, usually during spring and winter orientations, I give them the opportunity to share what they like about working at North Country, what they don’t like, and what change they would make if they could. I collect their feedback, randomly select notes, and then use those to facilitate a dialogue.

What do you like about working at North Country?

We start with the good stuff to lighten the mood. It gives us a room full of compliments. There is always something everyone likes, and it might open someone else’s eyes to something they like about working here or the people they work with.

What don’t you like about working at North Country?

This one can be tough; but it allows those who don’t normally get a voice to drop their guard and know they’ll be heard without judgment. Because it’s anonymous, they’re more willing to talk about sensitive topics. I am fiercely protective of my team, and if they’re unhappy I want to know. Once you become a manager, you sometimes forget what it’s like to be in nonmanagerial role. And you don’t always experience all the things that your team members do. My rule is “I can’t change it if I don’t know about it. Give me the opportunity to make it better.”

By asking this question, we know how they feel and can start to have a conversation. Talking through issues as a group is also helpful, because

when you have 30 to 50 people in a room it becomes more of a dialogue and less confrontational.

What is something you would change if you could?

This is where it gets fun. The feedback here could be how to make a job more efficient; a process change that’s been on their mind; or even just a piece of equipment that they’d like to have. It might not be something they dislike, but by bringing it to light I can possibly identify a weakness in our processes or an area for improvement.

An example that has made a huge impact for us operationally involves the process used when employees return to the yard at the end of the work day. We have three divisions, and they would all come in and unload at the same time. In the past, this resulted in delays as trucks lined up out the driveway onto the road. Based on feedback, we implemented a “buffetstyle” return where everyone stops at different stations to complete tasks like discarding garbage, unloading tools and parking the trucks.

Sometimes suggested changes involve a process or identifying a training deficiency; but sometimes they’re as simple as needing extra handles on a trailer or fold-down steps on a dump truck to make entering and exiting safer. Their suggestions might seem small to us, but it can make all the difference to them.

Words into action

As we go over each question, I sort the notes into two buckets: big concerns become immediate actionable items for me to address; the others go into the “parking lot” where they stay while I investigate or need input from the upper management team or the owners. Instead of telling the team, “I don’t know,” I’ll say “Let me find out for you.”

Feedback is then brought back to the team, For example, if someone wants a new piece of equipment, I can add those to future production meetings to discuss pros/cons for future equipment purchases. I can get feedback from the upper management team or the owners and take it back to the team. If it’s not in the budget, I can share that. It becomes a learning moment for them to see things from the owner’s perspective. If it’s something we can change, I make sure to share the resolution. Sometimes, it’s already in the works, and I haven’t been made aware yet. We all love new equipment day!

IMPROVED PROCESS: Based on team feedback, North Country Snow and Ice Management changed its end-of-day procedures to reduce delays and improve efficiency at the headquarter’s facility.

It’s important to communicate back to the team my efforts on their behalf. Each day the team gets a “Who’s Who” packet that details their work for the day, who they’ll be working with, etc. If it’s an actionable item, I will put notes or comments on the Who’s Who; and so are reminders of where their concerns stand. It becomes like a memo board or daily news for the team.

This exercise has become very successful for us. It’s a fun way to involve the team in a small way that has big impact – so long as someone is willing to listen. Communication is key; every little bit helps.

Nichole Ashton, CSP, is operations coordinator and senior account manager for North Country Snow and Ice Management in Glens Falls, NY. She is a member of the Snow Business editorial advisory committee. Email her at nashton@ northcountrysnowplowing.com.

Ground speed control,

HTrack™ 2-way GPRS tracking & control system,

Integrated liquid tanks

pain at the pump?

Improve fuel economy with driving and operations best practices

BY CHARMAINE ALLEN

In our industry, nearly everything to power our snow services relies on fuel. After a summer of high fuel prices and uncertainty about what’s to come this winter, it’s key for snow and ice contractors to run as fuel-efficient an operation as possible. The best way to save on fuel would be to drive less. When pigs fly! But there are other strategies that you and your team members can use to reduce fuel consumption:

Watch your speed. Maintaining the speed limit not only is the right thing to do but is one of the most effective solutions to increasing your fuel efficiency. Your travel time does not increase significantly at lower speeds. On the other hand, faster speeds, rash driving, and sudden stops and starts waste fuel.

Give brakes a break. Frequent braking creates heat energy and reduces the life of your brakes. Constant stops and starts use more fuel. Unnecessary use of the clutch leads to a loss of power. Save your brakes by using the truck’s weight and transmission to slow before breaking. A combination of these precautions can lead to significant savings, both in terms of fuel and brake components.

Maintenance. This is one of the most crucial factors for any snow business company. Not only does preventive and scheduled maintenance cut down on unnecessary downtime and prolong the lifespan of your vehicle or equipment, but it also saves fuel. Check tire pressure before and after every storm. Proper tire pressure can save 5% to 25% in fuel consumption. A clean air filter leads to less dust and

thus less wear on engine components, while at the same time resulting in lower fuel usage. Check your tanks’ carburetors and fuel lines often for signs of leaking. A drop a second could save you over 130 gallons a year.

Reduce idling time. Set a company standard to reduce idling time. Any idling over 2 minutes can cost money and fuel. Shut off the engine for long waits.

Keep the vehicles cool. Parking in the shade prevents fuel evaporation. The cooler the vehicle, the less fuel will evaporate from your tank – and it will also save your bum from getting scorched. Win-win!

Limit 4WD. When possible, drive and plow in 2-wheel drive. Leaving 4WD engaged burns excess fuel and shortens tire life.

Lighten your load. Hauling extra weight reduces fuel efficiency. Look at how much ballast you carry. If

a route requires 3 tons of salt but you’re hauling 5, you’re wasting fuel. Reduce travel time. If you have the capacity, dedicate equipment to a site to minimize the need to trailer it to and from your headquarters and site to site.

Tighten your routes. As you plan your winter routes, make sure you’re being efficient with your teams’ time and equipment fuel consumption. Route density and proper planning can save fuel since you won’t be zigzagging across your market.

Taking a close look at your operations can help you identify necessary adjustments that can positively impact your fuel efficiency.

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.

Training Videos All-Access Pass

High quality snow training and verification program

Building a quality safety and training program for snow takes a lot of time and resources, until now! Use SIMA to verify basic knowledge of safety and techniques for all of your employees, available anywhere, anytime.

• Access for all part-time or full time employees, no logins or registrations required

• Automated quizzing and quiz completion reporting

• Private web-based delivery for entire company to access

• Custom delivery portal for participating companies.

Choose a minimum of 3 of the following videos to build your custom package:

Employee problems

Managing issues requires policy, consistency and honesty

By JARED NUSBAUM

Every business has had a “problem employee” – someone who can’t get along with coworkers, violates company policies or ignores directions. Problem employees drain productivity and morale, so it’s important to have a method for managing them. The following steps can help you hold employees accountable for problematic behavior and offer a path to handling termination.

Have an employee handbook

1 Employee handbooks are your best friend. Your employee handbook should specify which workplace behaviors are appropriate and which are not. Most handbooks include policies on topics like sick leave, overtime and harassment. But it’s fine to alsso specify expectations around attitude, interaction with coworkers/ clients/the public or use of electronic

devices at work. Just make sure these are standards you’ll actually enforce. Since you can’t anticipate every possible behavior, consider general language that prohibits behavior that damages the company’s reputation or presents the company in a bad light. Ultimately, you want to be able to point to some part of the handbook when discussing problem behavior. Handbooks should describe your discipline policy. This way, employees know the risks of bad behavior. It also promotes uniformity in disciplinary

when you have to terminate

Follow your handbook’s procedures when making termination decisions. Consider similarly situated employees when making a termination decision; if you terminate a person for violating a specific rule, be consistent with other employees. Some tips for handling the termination meeting:

• Remain calm.

• Have your human resources director (or, if you don’t have one, another senior-level person) sit in on the meeting as a witness that everything was handled professionally.

• Explain to the employee that they have violated a company policy and are being terminated for that violation.

• Have a written memo explaining that the employee is being terminated for repeated or serious policy violations. Identify the policy or policies.

• Don’t get drawn into arguments. If the employee accuses you of something, reiterate that they are being terminated for a policy violation.

actions, which can help protect you if an ex-employee claims that they were disciplined for unlawful reasons. Make sure that new employees review the handbook before beginning work and have them sign a statement saying they received and understand the handbook.

Address problem behavior directly

2

When you witness or hear about problem behavior, investigate what happened. Depending on the severity of the issue, your investigation might be as

• Try to have the termination take place in an office or another out-of-the-way location to avoid unnecessarily embarrassing the employee.

• If necessary, make arrangements for the employee to be escorted off the premises.

• Have the employee’s final paycheck ready. If it’s not possible to pay all wages at the time of termination, send the check as soon as possible. Most state laws impose strict deadlines for payment of final wages.

• If the employee signed a non-compete agreement, give them a copy. Remind them that your company enforces such agreements to the fullest extent possible.

• Take possession of any company property and keys.

• Confirm the employee’s address so you can properly complete tax forms, distribute final wages and provide any documents to the employee.

simple as playing back the event in your mind or talking to coworkers who witnessed it. For serious events – such as those that damage property or cause injuries – conduct an in-depth review. Since the consequences will be more severe, you want to make sure you’re holding the right people accountable.

Your next step will be to determine if there was a policy violation listed in the employee handbook. It’s unfair to discipline employees for something they didn’t know was wrong. You want to be able to show that they knew the behavior was prohibited, even if it seems obvious. Something that seems common sense to you may be less obvious to someone who lacks the same industry experience, general work experience or cultural context.

Once you’ve conducted interviews and decided if there was a violation of company policy, meet with the employee promptly. This doesn’t need to be a formal meeting –depending on the severity of the incident, it could just mean taking the employee aside for a minute on the job site –but responding promptly makes it clear that you take the behavior seriously. Identify the problem behavior, explain why it’s not acceptable and explain that discipline may result.

Document everything

3

It’s easier to see where you are in the disciplinary process – and to make decisions about retention or termination – if you have clear records of employees’ past behavior. For problem behavior, it’s a good idea to document the following:

• What happened

• The policy that was violated (and the fact that the employee knew about the policy)

• That you explained the problem to the employee

• That the employee agreed to refrain from that kind of behavior in the future (and, if necessary, the steps the employee will take to ensure that the behavior doesn’t recur).

You might have the employee sign a document acknowledging the information previously mentioned. If they refuse to sign the document, explain that it will still go in their personnel file. You can add it to the file with a note that the employee “refused to sign but reviewed the information with me during the meeting.” You may want to keep witness statements and other investigation materials separate from the personnel file. Be sure to check your state’s laws on which items must be included in a personnel file.

If future violations occur, document the same things. For repeat offenses, stress that the problem has occurred before, the employee has been warned and the employee has failed to change their behavior.

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

STOP SCRAPING BY

BOSS Snowrator® and SR MAG eliminate labor headaches and increase bottom lines

Today’s snow and ice contractors face more pressure than ever: The constant demand to satisfy customer needs requires contractors to balance labor demands, increasing material costs and the unpredictability of Mother Nature—all while driving a healthy bottom line for their business. More than ever, contractors need specific, right-sized solutions in their fleet.

That’s where the BOSS SR MAG and Snowrator® come in—designed to manage snow- and ice-covered walkways quickly and efficiently, SR MAG and Snowrator® are platforms capable of maximizing earning potential while reducing the headaches associated with today’s unreliable labor pool—making them an unmatched tool and an unrivaled business solution for contractors.

Designed to clear sidewalks, the SR MAG and Snowrator® provide a reliable solution to maintain high-traffic areas while reducing time, money, materials and manpower required—sometimes up to as much as 30%. Each can be quickly deployed on the job site with a suite of attachments designed specifically for eliminating snow and ice.

With the Snowrator®, contractors can utilize float and active down force, a BOSS-designed 4’ hydraulic snowplow and a 20-gallon brine tank as standard options. Plus, Snowrators can take on a range of attachments and accessories including, but not limited to, a 5-gallon bucket mount, an EXACT PATH® 1.5 cubic foot drop spreader and 20-gallon auxiliary tank.

For jobs that require more power, performance and options—contractors can opt for the all-new SR MAG. The SR MAG comes standard with a 26.5 horsepower EFI engine, 690 cold cranking amps and is BOSS’ first smartconnected capable product. In addition, the SR MAG can

be equipped with a suite of optional attachments, including a 4’2” V-XT V-plow, 4’ and 5’ straight blades, STX48 Snow Thrower, BRX48 Broom, TGS 85 Broadcast Spreader and an EXACT PATH® 1.5 cubic foot drop spreader.

The BOSS SR MAG and Snowrator® maximize on-the-job efficiency and management of materials and manpower, which means contractors can confidently add more sidewalk-heavy customers and grow their bottom lines.

CONTRACTOR FEEDBACK

“The time and money saved has been amazing, because with one Snowrator® we’ve reduced our salt costs by 30%.”

— Brian Hominiuk, VP of Foegley Landscape

“The Snowrator® is one of the most underrated tools out there … By adding Snowrators, we’ve saved 40% in labor costs while improving the quality and consistency of work.”

— Rafael Diaz, President of Diaz Group LLC

“The Snowrator® has been a game-changer for my business. One Snowrator® easily replaces 3-4 guys shoveling, which has made us more efficient and my bottom line more profitable.”

— Tom Canete, President/CEO of Canete Landscape Design and Construction

SPOTLIGHT ON SOFTWARE TOOLS

Rastrac

StreetComplete is a vehicle tracking solution that optimizes routes to enable organizations to monitor a given service area over a period of time as maps “age out.” This intuitive telematics system uses color-coded street maps to show fleet managers which streets have or haven’t been recently visited by a GPStagged snowplow. www.rastrac.com

Include

Include Cloud is a full suite of powerful cloudbased applications built to help your business operate more effectively. Estimate jobs, take payments, save thousands on processing fees, manage your crews and tasks, communicate with your customers and run your entire business from anywhere, including in the field. www.include.com

DTSI Software

Developed with snow contractors in mind, FieldVision is a work tracking and processing system for your mobile phone with a companion desktop management console for those with a high volume of work. FieldVision can completely replace all paper processes, generate invoices and provide real-time photos and feedback of ongoing snow removal operations. www.fieldvisionapp.com

busybusy

busybusy improves your jobsite data collection and makes time tracking a breeze. Whether you want to streamline your time tracking process, gather more accurate job costing data, track equipment or generate additional jobsite reports, we have you covered.

www.busybusy.com

Yeti Snow Management System

Designed by experienced snow contractors, you can trust Yeti to take care of your entire business. With our award-winning snow management software, you can easily communicate with crews, subcontractors and clients. Yeti manages your sites, events, equipment and materials, invoicing and reporting all on one reliable platform. www.yetisnow.com

Nektyd

Automatically create digital documentation of your jobs with a simple-to-use app for your workers. Reduce liability and save up to 90% of your time invoicing after the storm. www.nektyd.com

Modeco Systems, LLC

SmartAsset is a patentpending asset tracking system that was developed with landscape/snow management equipment in mind. SmartAsset leverages IoT sensors and changes how all equipment is viewed in our industry. www.smartasset.biz

Go iLawn

Win more profitable work with the Go iLawn Snow InstantEstimator System. It automatically generates time & material estimates as you measure the job. Now you can produce color-coded sitemaps that include snow service data to impress your clients and guide your crews. Get your 14-day free trial today! www.goilawn.com

Ignite your passion for snow

SnowBidder

SnowBidder was built by leaders in the commercial snow industry to provide anyone in snow removal with the tools necessary to create profitable and consistent pricing. Calculate seasonal, per inch, per push and time & material totals in minutes and export a proposal in seconds with this free estimating software.

www.snowbidder.com

UtilizeCore

UtilizeCore is the first solution to help streamline operations and more efficiently manage your service provider network, requesters and locations being serviced.

www.utilizecore.com

Team Engine

Team Engine helps snow removal companies build, grow and engage their workforce. The software guides users through proven best practices in hiring and retention and provides a way to automate the repetitive (but very timesensitive) steps in the hiring process.

www.teamengine.io

TOOLS // SOFTWARE

PropertyTakeoffs

Don’t have time to measure your sites? No problem! This quick and easy platform lets you upload your site addresses, specify what you’d like measured and counted, and the automated measuring system will have your maps done for a fraction of the cost and in a fraction of the time.

www.propertytakeoffs.com

Sitefotos

Sitefotos brings a solution to every technology need in the snow industry. What started as a photo app has grown to be the preferred full-service platform of the top 100 snow contractors. Covering everything from measuring and estimating to unprecedented service verification, weather monitoring, fleet tracking, API integrations and invoicing.

www.sitefotos.com

PlowOps

Built specifically for the modern snow fighter, PlowOps revolutionizes the vehicle tracking industry. Our software is designed from the ground up to serve the needs of the modern snow fighter. Replace your antiquated AVL with PlowOps and greatly improve the efficiency, transparency and safety of your operations.

www.plowops.com

HAKKAPELIITTA TRI

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

HAKKAPELIITTA LOADER

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

Attentive

Attentive’s AI-based automated takeoff software vastly simplifies the estimation process, eliminating time spent endlessly clicking on outdated online maps. It delivers 98+% accurate takeoffs on high-resolution 2021-2022 imagery, reclaiming 80% of your sales team’s time. Imagine the possibilities when you have the time you need to grow your business! https://attentive.ai

Follosoft Inc.

Our application helps snow removal companies increase their efficiency, customer service and bottom line. www.follosoft.com

CrewTracker Software

Built on 18+ years of input from industry professionals, CrewTracker Software provides an automated digital services platform to manage and grow operations at optimal performance. CrewTracker is designed to increase profits, improve productivity, expedite invoicing, automate customer communications, streamline operations and more. www.crewtracker.com

Frost Solutions

Frost’s new and improved Mini RWIS drives cost savings to municipalities and commercial clients around the country by giving them the ability to view, monitor and predict site conditions from anywhere. frostsolutions.io

Aspire

Eliminate the guesswork and uncertainty of snow and ice season for your business. With Aspire, you can manage every aspect of an event – all in one place – providing you the real-time visibility needed to streamline subcontractor management, close events out in days versus weeks, and reduce invoicing errors this winter.

www.youraspire.com

Landscape Management Network

LMN is the most comprehensive business management software built by landscapers for landscapers. The company was founded by former landscape business owner and now LMN CEO Mark Bradley in 2009. The software constructed and developed in North America currently serves over 85,000 skilled tradesmen and tradeswomen worldwide in the green and snow industries. www.golmn.com

Vaisala

Vaisala Wx Horizon is now available for use in parking lots and distribution centers. The solution includes Wx Horizon, solarpowered cameras and weather sensors. Combining Vaisala industry-leading surface condition forecasts and observations, the solution delivers actionable insights that enable informed treatment decisions and a verifiable record of the actions taken. www.vaisala.com

TOOLS // WEATHER

FrostyFlake

Don’t let forecasts keep you guessing. FrostyFlake watches the weather in real-time and sends text alerts when it’s actually raining or snowing. We’ve simplified watching for weather in nearly 20,000 cities and towns across North America. Let us be your safety net this season. www.FrostyFlake.com

AccuWeather

Post-event reports ensure accurate snowfall amounts for you to verify or bid jobs. Near real-time data is available as soon as 24 hours after the storm. Historic snowfall data contains dozens of snowfall reports per ZIP code for 25+ years. sima.accuweather.com

trueWeather

trueWeather is setting the standard as an innovation leader for weather providers in the snow removal industry with pinpoint forecasting accuracy with pavement information, including temperatures and 1st- and 2nd-inch timing; Certified Snowfall Reports delivered in 24 hours or less; and freezeWarn, the industry’s first refreeze verification service. www.truewx.com

Weather Command

With over 75 years of experience, we bring a long and proud tradition of innovation in the weather industry. We eliminate “weather hype.” Our warnings help you to be proactive, not reactive. We provide forecasts, snow and ice warnings and certified snow and ice totals.

www.weathercommand.com

US POSTAL SERVICE STATEMENT OF OWNERSHIP MANAGEMENT AND CIRCULATION

TITLE: Snow Business PUBLICATION: #2155-2576

FREQUENCY OF ISSUE: Bi-Monthly except Sept & Oct

NO. OF ISSUES PUBLISHED ANNUALLY: 7

MAILING ADDRESS: Snow & Ice Management Association, 10140 N. Port Washington Rd., Mequon, WI 53092

PUBLISHER/COO: Brian Birch, 10140 N. Port Washington Rd., Mequon, WI 53092

EDITOR: Cheryl Higley, 10140 N. Port Washington Rd., Mequon, WI 53092

OWNERS: Snow & Ice Management Association, 10140 N. Port Washington Rd., Mequon, WI 53092

Known

EXTENT AND

CIRCULATION

mortgages or other security holders

WeatherWorks, LLC

Rely on the nation’s leader and document your snow and ice totals this winter with WeatherWorks’ Certified Snowfall Totals. Storm totals are quality controlled by a professional meteorologist and certified for accuracy on our user-friendly online platform. Upgrade with VeriFreeze to document refreeze cycles at your properties. Sign up today and save $30 with code SIMA at checkout.

www.CertifiedSnowfallTotals.com

GET MORE PRODUCT NEWS! Visit the Snow Business Tools Online page at go.sima.org/tools for more in-depth product information. Check out videos of the latest products and services in the industry. Research products and services by category. Save on purchases with SIMA Deals and search the SIMA Supplier Directory for manufacturers and dealer information. Suppliers can submit free product spotlights, too. Coming up in December: Heavy & specialty equipment.

SIMA // MEET A MEMBER

Josh Van Spyker

Co-Owner

Van Spyker Landscaping // Hudsonville, MI

Years in the industry: 5

Why did you join SIMA?: We’re always looking to increase what we can bring to the table. SIMA has so much to offer from the depth of the knowledge to the networking opportunities available.

Best thing about snow: It’s an additional revenue stream during what used to be “slow” months.

Tell us about your family: I’m one of four boys raised on a farm in western Michigan. My youngest brother Jake is a co-owner. I’m married with three kids.

One piece of equipment you can’t live without: BOSS Drag Pro 180Z. We bought two, and productivity skyrocketed.

Tell us about your team: We have six employees who are all fantastic. They are hardworking and dedicated to quality.

Best SIMA resource you’ve used: Online courses.

Favorite business book: “Crucial Conversations: Tools for Talking When Stakes are High” by Joseph Grenny, et al.

Who are your mentors?: My parents. They are the definition of hardworking. I couldn’t have asked for a better example of how to work toward achieving your goals.

Ryan Marshall

Vice President of Operations Turf Pro Landscaping // Komoka, Ontario

Years in the industry: 30

Why did you join SIMA?: We joined SIMA to help us learn more about liquid deicing.

Best thing about snow: Looking at a freshly cleared lot or when a run goes perfectly smooth!

Tell us about your team: We have some very dedicated staff who have been with us for 12-plus years, but the team also includes many younger staff.

What’s your craziest snow story?: It’s not crazy, but I have so many memories growing up of my brother and I going out plowing with my dad. We would be so happy to be in the truck with him and help shovel the sidewalks.

Tell us about your family: My family has owned the business since 1988. My parents bought the business when it was a truck and a lawn mower and have grown it to 40-plus employees.

What’s one piece of equipment you can’t live without?: My phone!

Favorite business book: “Become A Destination Company” by Jeffery Scott.

Ryan Marshall with his hero: his dad, Kevin

NEW SnowDogg ® VMXII V-Plow

Lightweight Plow with a Heavyweight Attitude

Weight-Optimized for the Half-Ton Truck

304 Stainless Steel Moldboard with 3/8 in. cutting edge – An investment that will last

Floating A-Frame – Contour the road for clean scraping

Heavy Duty Lift Cylinder – Unparalleled stacking power

SnowDogg Illuminator™ LED Headlights –Brighter and longer-lasting than traditional halogens (sold separately)

RapidLink™ Attachment System – Mount and dismount in record time