Snow Business October 2025

INDEPENDENT SECTIONED MOLDBOARDS

Comprised of 30 inch independent sections to let the plow contour to any surface for cleaner passes. Each moldboard section independently trips over unseen obstacles beneath the snow.

HEAVY-DUTY CUTTING EDGES

The Razorback is outfitted with ½” AR500 main cutting edges and now includes upgraded wing edges with a ¾” AR400 backing plate, preventing the wings from digging into surfaces while in transport mode and significantly extends wear life.

FREE-FLOATING WINGS

• Hydraulically adjustable between transport, plow & scoop mode.

• Floating, AR400 spring-loaded tripping cutting edge on each wing, that conform to the pavement and scrapes to the ground.

• Designed to trip over obstacles such as curbs & manhole covers.

BUILT TO PROTECT YOUR TRUCK

The moldboard of the Arctic Razorback is mounted on durable poly blocks, which flex to absorb a significant portion of the plow’s weight while in motion. This design reduces the stress transferred to the truck, resulting in smoother handling while driving and less wear on the vehicle’s suspension system.

LIFT & LOCK SYSTEM

The Razorback’s Lift & Lock System uses dual hydraulic locking pins to make attaching your plow quick, secure, and hassle-free. No tools or manual pins required.

LED HIGHLIGHTS

The Razorback comes fully equipped with premium J.W. Speaker LED headlights, featuring heated lenses, an ultra-low profile for improved in-cabin visibility and multi-angle adjustability to fit a wide range of truck models.

ADAPTIVE DOWN PRESSURE

Our Adaptive Down Pressure system maintains constant pressure across all surfaces, ensuring optimal scraping without sacrificing the plows overall scrape. With a built-in pressure relief valve, the blade intelligently bypasses obstacles and re-engages with up to over 1,000 PSI for uninterrupted performance.

RAZORBACK FULL KIT PLOW™ | SPECS

Transport-Mode Width

Plow-Mode Width

Scoop-Mode Width

CONTENTS OCT 2025

Girard,

David Lammers

Marty Grunder

SIMA // INDUSTRY VOICE

You can shape the industry’s future

By actively participating in SILC, you become an integral part of safeguarding

your business interests, promoting fair regulations, and ensuring a favorable operating environment for all snow and ice management professionals.

There’s a satisfaction that comes with snow and ice management work, as it ensures safety and mobility during challenging winter conditions. However, we face a unique set of challenges, including evolving regulations, labor shortages, and the need for standardized practices. This is where active participation in SIMA becomes not just beneficial but crucial. SIMA has several ways for you to help shape the future of the industry.

Use your voice: Participate in the Snow & Ice Legislative Council

The Snow & Ice Legislative Council (SILC) aspires to be a vital advocate for the snow and ice management industry at both state and provincial levels. Its primary mission is to monitor, influence and respond to legislative and regulatory developments that impact snow and ice professionals. By participating in SILC, you gain a platform to make your voice heard and directly contribute to shaping the legal and operational landscape of your business. How can you get involved?

Attend meetings: SILC meetings will discuss current legislative issues, strategize advocacy efforts, and educate members on relevant policy changes. Attending these sessions is the first step to understanding the council's work and identifying areas where your expertise can be most valuable.

Respond to calls to action: When legislation is being considered, send letters, make phone calls, or even schedule meetings with local representatives. Such grassroots efforts amplify the industry's voice and demonstrate how you are impacted by proposed legislation.

Share your expertise: By sharing your challenges, successes and insights with SILC, you help to inform their advocacy strategies and ensure that proposed solutions are practical and effective for the industry. This could involve participating in surveys, providing case studies, or even testifying at legislative hearings.

By actively participating in SILC, you become an integral part of safeguarding your business interests, promoting fair regulations, and ensuring a favorable operating environment for all snow and ice

management professionals. To get involved, email martin@sima.org.

Specialized collaboration: Join interest groups

SIMA’s snow and ice interest groups bring collaboration to a personal level. Our groups allow professionals with shared focuses, challenges or business models to collaborate, share best practices, and address specific niche issues. SIMA has active interest groups in residential snow removal, women in snow, business development, and in the Pacific Northwest/Western region.

What occurs in interest groups?

Interest groups center around specific types of operations or geographical regions.

Knowledge sharing: Participants can openly discuss common problems, innovative solutions, and emerging technologies. This fosters a collaborative environment where everyone benefits from collective wisdom.

Best practices development: These groups are ideal for developing and refining industry best practices.

Networking opportunities: Interest groups provide invaluable networking opportunities, connecting you with peers whom you would not have met separately. This can lead to partnerships, referrals, and a strong support network.

Overall, joining an interest group is an excellent way to deepen your expertise, build a strong professional network, and collaboratively elevate specific segments of the snow and ice management industry.

Have an idea for a new interest group? If you identify an unmet need for a specific audience, email evan@sima.org.

The snow and ice management industry is complex and ever evolving, but through active participation in SIMA’s SILC or interest groups, you can collaboratively shape an improved, efficient, and respected future for the snow and ice sector. For SIMA members, participation has no cost. Your engagement is not just an option; it's a powerful catalyst for progress.

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

TAKE CONTROL

Manage the storm—and your business—with the new Auto Speed Control from Western Products, engineered and designed to optimize your de-icing material applications. Equipped with a familiar and user-friendly control interface, the Auto Speed Control automatically adjusts material flow rate based on truck speed to deliver controlled application—saving you time, material, and money.

• Set desired spread rate, material type, and hopper spreader delivery system and the control takes it from there

• Features an easy-to-use control layout similar to previous hopper spreader controls

• Uses OBD-II port to instantly adjust de-icing material flow to changes in vehicle speed, stopping the flow when the vehicle stops or exceeds travel speeds over 35 mph

• Compatible with WESTERN hoppers equipped with the FLEET FLEX electrical system INTRODUCING THE ALL-NEW AUTO SPEED HOPPER SPREADER CONTROL

Leadership Forum | August 16-18, 2026

The SIMA Leadership Forum is headed to Savannah, Georgia, in 2026!

Save the date and plan to join fellow industry leaders at this can’t-miss event! Now that we’ve hosted our 5th successful event, we want to make sure we’re keeping it fresh and relevant to your needs. If you’d like to serve on the Leadership Forum task force, visit sima.org/volunteer and click “task force” to sign up.

Symposium Call for Speakers is Open

Interested in presenting at the 29th Snow & Ice Symposium in Cincinnati, OH? Call for speakers is open! Visit show.sima.org and click on the Call for Speakers link to submit your proposal. Deadline to submit a proposal is December 5 The Symposium task force will review all proposals and plans to have decisions made by early January 2026

SIMA Foundation Profitability White Paper is Online

The SIMA Foundation commissioned a study to update the 2023 Snow & Ice Management Profitability Study. A white paper with the results will be available in October at sima-foundation.org. In addition, the researcher recently presented the findings on a Snow Talk podcast. Listen at sima.org/podcast . Thank you to Caterpillar for their financial support of the project.

no place like hoME

BY

PATRICK WHITE // Photos by Stephanie Nolt Photography

AI frees team to focus on bigger picture

Bates Landscaping’s growing reliance on AI and tech streamlines the business, empowers the team.

Page 10

Worldwide workforce expands talent pool

Flexibility and remote viability works for the team, reduces costs for the company.

Page 13

BATES LANDSCAPING TEAM: Justin Bates (Partner/GM), Dylan Bates (VP of Operations), Megan Sullivan (Account Manager), and Melissa Blake (Business Developer)

Justin Bates could have taken the easy path, following in the footsteps of his father, who owns a small landscaping business. But Justin had a different, bigger vision that focused less on him as the hub and more of a collective venture. Enter Bates Landscaping, based in Phoenixville, PA since 2011.

“[My father] has an operation of a certain size – one or two employees – and he really likes it that way, so he wants to keep it that way. I just wanted a different kind of company – a big, complicated machine that was bigger than just me; a company that a lot of other people were part of and relied on; a business that if I wasn’t around would keep going.”

Starting from scratch, rather than trying to grow and evolve a secondgeneration family business, has had its advantages and disadvantages, he says: “I think if you’re taking over a family business, then you’re taking over that vision of a company, and I would imagine you’re probably inheriting a lot of processes. Starting a new company might be a little harder, but you get to build things in your vision and the way that you want it.”

The disadvantage is that there’s no initial steady stream of income

coming in. So to get started, Justin kept working full-time at night in a restaurant. That was also the case for his brother Dylan, who joined the business as vice president in 2013 but kept his job at a machine shop. And for Melissa Blake, a key hire who came on board as business developer in 2014 but continued working her job at a tree care company while the three of them got Bates Landscaping off the ground.

“We’re going to lean on each other for advice in those areas, but ultimately, one of us holds the bag in each division, and that’s the final decision.”

— JUSTIN BATES

Finding their own niches

In the beginning, the trio did everything; but while reading a

number of business books, Justin noticed consistent advice that each person in a company should be laser focused on what they’re good at and then rely on the other people to do their thing well.

“So that’s what we’ve done. We look at the company as a multi-legged stool, with each person holding up their part of the business,” Justin says. “I’m going to own the finance decisions. Dylan’s going to own the operational decisions with the crews and the equipment; and Melissa’s going to own the ultimate decisions on who our ideal client is. We’re going to lean on each other for advice in those areas, but ultimately, one of us holds the bag in each division, and that’s the final decision.”

Finding the company’s niche

Bates Landscaping started in residential lawn care and landscape design/build. The business grew organically, but it also grew strategically through a 2015 acquisition

Continued on page 10

STARTING FROM SCRATCH: (center) with Dylan Bates (left) and Melissa Blake (right) bring their passion and expertise to drive the company forward.

BUSINESS // COVER STORY

Continued from page 8

of another landscape company. That transaction brought in the company’s first HOA client, which turned out to be a major transition for Bates.

This first foray into the community housing market led to the realization that this niche is its own community. “We started building relationships with other people in that part of the industry, and we got our second HOA,” Melissa says. “From there, there was sort of a snowball effect. I think that our approach, and our service in general, just leans more toward a customer-focused approach and solving

RESIDENTIAL FOCUS: The complexities involved in serving multi-family residential clients require communication, logistical fortitude and the ability to grow capacity as the neighborhoods build out.

AI frees team to focus on the bigger picture

Justin Bates is a big believer in AI and the company is using the technology to write standard operating procedures, sales processes and estimates to making vision, sales and marketing plans.

Chat GPT is the company’s go-to platform for AI help, but Bates also uses Dialpad to transcribe and summarize phone calls, creating a summary or bullet points on key aspects discussed.

AI is also helping to document work as it’s done. “I just had our account manager tell me yesterday that she went and did three enhancements that would have taken her 10 to 15 minutes each to write up. And she wrote all of them up in two minutes using AI,” he says.

The company also uses it to write SOPs. “You can tell it how you do something and ask it to create a step-by-step process with no more than, say, 10 steps,” he explains. Or you could have six people each talk about how they do a job, and AI can organize and clean everything up in a uniform SOP. It can even be prompted to add some preliminary information, like making sure certain tools are in the truck before you start the job.

With a mostly Spanish-speaking field staff, the company also uses AI to translate all SOPs and communication.

“And it can even be used for more abstract things, too,” adds Melissa Blake, chief value creator. “Say, for example, you have a

IMPROVING COMMUNICATION:

Bates Landscaping uses AI to translate all of its standard operating procedures and communication into Spanish for its largely Hispanic workforce.

proposal that you want to make for a customer. You can put in a few different prompts and then ask it some questions, and then AI can ask you more targeted questions to get a better end result – it’s a way to have you think more outside of the box, because it starts to prompt you with questions that maybe you weren’t thinking about.” Similarly, AI could be used to write a five-year business plan; you tell it where you want to be in five years and it can give you a quarterby-quarter timeline for how to get there, she says.

Justin sees AI as one example of how technology can be used to help Bates Landscaping grow 15 to 20 percent a year, without having to add large numbers of new management positions. When AI helps managers be more efficient, fewer are needed and those managers who are essential can earn more. “We really want to grow the company so that the people who work with us can grow and not hit a ceiling,” he explains.

problems rather than just kind of keeping the train on the tracks,” she says. So, perhaps by company culture as much as company profitability, Bates Landscaping came to realize that the community housing market is the best fit for them.

“Every day you look around, there’s a new development going up somewhere,” Dylan says of the growth of this market segment, noting that 10

new HOAs have been built within a mile radius from their shop in the last four years.

As the communities they service expand, Bates Landscaping has to ensure its capacity can scale as well. “We have an HOA right now that we’ve been working at for two years. I think when we started, it was 50 or 60 homes, and it’s at 270 or so right now; it’s slated to be over 300 homes when

it’s complete,” Melissa says.

From an operational standpoint, there are additional considerations for these communities in transition, which often involve working and continually communicating with the builder.

Continued on page 12

HOA SERVICE: Flexibility in equipment choices and team member assignments is key in serving the multi-family niche.

Continued from page 11

“When we service some of them, the asphalt is not completely done yet, so you might have things sticking up. There might be a lot more to navigate while that building-out process is happening,” Dylan explains.

Community relations

Each community association tends to operate differently, so the key is building relationships and a lot of communication. “We try to keep really close relationships with both customers — because they really are both of our customers, the property manager and the board; both of those relationships need to work,” Melissa says.

That starts before Bates Landscaping even onboards a new customer: “For us to be able to provide excellent service to them, we need to fully understand who they are and what they’re expecting, so that we can execute properly for them.

Because it’s imperative that once the snow falls, we know exactly what our role is,” she says.

And the communication needs to be tailored to the audience. If there’s a property manager involved, that professional might have at least a basic understanding of the factors involved in snow and ice management. The board is typically made up of residents who are entirely unfamiliar. But in all cases, it’s important to explain the nuances

of the service. “It’s part of our job to make sure they understand exactly what we’re doing,” she says. “So very similar to a training process that you would go through at work, we conduct that when we onboard a customer.”

Melissa says they also prioritize customer feedback with 30-, 60- and 90day check-ins, and they also touch base regularly with long-time clients: “As their point of contact, if they have questions or issues about their service, I bring in

COMMUNITY BUILDING: The Bates Landscaping team supports the communities it serves to help build rapport and engagement, and to allow the communities to get to know them as a company as well.

somebody like Dylan from operations to be able to answer those questions, so that they fully feel educated and engaged with what exactly is going on.”

Bates Landscaping tries to build relationships not just with businessrelated communication, but also by being active in and engaged with the communities it services. That might mean presenting a fall plant pruning workshop for the community landscaping committee or sponsoring an ice cream truck to help the children of residents celebrate the last day of school. “We try to do little things like that to benefit the community. It helps with rapport and engagement and allows them to get to know who we are,” Melissa says.

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

Worldwide workforce expands talent pool

Bates Landscaping has about 30 year-round employees, but not all of them work out of the company’s Phoenixville, PA, office. “We have field people and managers on site,” says Justin Bates, “but we have employees nationally and overseas. Our office positions are mostly remote.”

Prior to Covid, the company operated out of two facilities. But as office staff began working from home, it became clear that technology could make remote working a viable option. By eliminating their office, they were able to save money and headaches— no rent, office equipment, energy bills … and no hassles with a landlord.

GLOBAL CONNECTIONS: The field employees who work in Phoenixville are largely Hispanic, so Bates Landscaping makes a special effort to build relationships with them and make them feel at home.

“I also realized that if I was to let everyone work remote, I could open up my hiring pool nationally, and even internationally, and just get so many more candidates for these jobs, and such better candidates,” Justin says.

For example, they have an office manager in the US with remote employees who report to her. The finance person is in Texas, and their HR and digital marketing people are in the Philippines. “Basically, any job that doesn’t require you to drive a truck for the company can be done remotely,” Justin says. “As long as I can consistently do a one-on-one with you, and if you’re consistently meeting and exceeding your goals, then I don’t really need to work in the same office as you.”

STOP REPLACING PARTIALLY WORN SNOW PUSHER SHOES

Rotate wear pads in minutes with basic tools

Replace only what’s worn, not the entire shoe Protects sidewalls from damage

– Robert Wile Jr.

a strategic crossroads

Labor costs and a shrinking workforce have a ripple effect across the company

SBY JENNY GIRARD, ASM

now removal has always been an industry defined by unpredictability. Storms don’t run on schedules, and operators have long learned to expect the unexpected. But in recent years, there’s a new kind of storm brewing. This storm is not one measured in inches of accumulation, but in dollars spent.

Labor costs are continuing to increase, and contract increases alone cannot offset these rising costs. When coupled with the shrinking workforce, both in availability and reliability, the challenge becomes even greater,

as outlined in the SIMA Foundation’s Snow & Ice Workplace Report, 2024. For snow companies, this is more than a budgeting challenge, it is forcing owners and managers to rethink how to staff, schedule and sustain their operations.

We’ve entered a moment where simply “getting through the season” isn’t enough. Rising costs and fewer workers aren’t temporary inconveniences, they are structural changes in this industry and others. This means we need strategies that aren’t built just for the next storm, but for the next decade.

The good news? The snow industry has faced and adapted to major changes before. The challenge now is to combine operational discipline,

Proven strategic responses to labor woes

Tackling rising labor costs and workforce shortages requires more than short-term fixes — it demands a deliberate, structured approach that blends operational planning with people-focused strategies.

1 Plan for the worst-case, not the average. One of the key principles in terms of organizational structuring and capacity planning is to staff for peak demand rather than historical averages. In snow operations, that means building schedules and backup coverage for the largest storm you could face in a season. This approach ensures that when demand spikes, you’re not scrambling to fill critical roles.

2 Cross-train to build redundancy. Cross-training is one of the simplest ways to add flexibility to your team. When multiple crew members can handle multiple roles, you gain built-in redundancy; and that’s critical when absenteeism, illness or turnover hit mid-season. Cross-training also increases engagement by adding skill variety and career development opportunities.

workforce innovation and client communication into a cohesive plan that keeps service reliable, the crews supported and businesses profitable, no matter what the labor market throws our way.

What’s driving labor costs?

According to the U.S. Bureau of Labor Statistics, total compensation (wages plus benefits) for privateindustry workers rose by 3.5% in the 12 months ending June 2025. That may not sound dramatic on paper, but for a business operating on thin margins, it’s a steep climb, especially when combined with inflation in fuel, equipment and materials.

In the snow industry, wage pressure is not just coming from within. We

3 Retention through culture and wellness. Recruitment is a sprint, but retention is a marathon. Recognition programs, clear growth opportunities, structured training and wellness initiatives (which could range from warm-up breaks to mental health support) can dramatically reduce turnover. Show your team that this is more than just seasonal work, it’s an entry point into a dynamic, growing industry. Introduce them to organizations like SIMA so they can connect with the broader professional community and recognize that this is a viable, respected career path.

4 Remove waste and document everything. Applying lean operations principles means identifying and eliminating non-value-added tasks, so crews spend more time on actual service and less on inefficiencies.

are competing with companies that offer more predictable schedules, less demanding work and at times higher wages.

Another challenge we face is finding and keeping qualified, experienced staff. Losing a trained crew member mid-season costs far more than simply rehiring. From an operational standpoint, replacement not only drives up wages but also results in lost productivity, added overtime for the remaining crew and the time required to bring a new hire up to speed.

A shrinking labor pool

Finding skilled snow operators has never been easy, but the labor pool has been getting noticeably smaller, and the reasons go well beyond the weather.

First, the work is seasonal, unpredictable and physically demanding. Many of the people who fill these roles come from the broader grounds maintenance sector, where the median hourly wage was $18.50 in May 2024, with just 5% projected employment growth from 2023 to 2033 (U.S. Bureau of Labor Statistics). Compared to other industries competing for the same labor, snow removal often offers less predictable hours and higher physical strain, making it a harder sell to potential workers.

Second, the industry is dealing with a demographic shift. Many seasoned operators are retiring, and fewer young workers are entering physical trades. The result is a

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Document the process from site prep to post-event reporting. Then consistently train teams on those processes to reduce onboarding time for new hires and ensure service consistency even when staff changes. You need to own the process as a leader; you cannot say, well, just this time we will [fill in the blank]. You must hold the line in terms of how your company or team operates.

Collaborate with peers. In regions with overlapping service providers, resource-sharing agreements can help cover staffing gaps during peak events. While these arrangements require trust and clear boundaries, they can be a powerful safety net when labor is tight.

•Safe on concrete (30 days after installation) •Less corrosive than tap water •Chloride Free: eliminates chloride corrosion of metals •No pitting or spalling •LEED compliant

Continued from page 15

growing gap between open positions and available workers.

Third, perception plays a major role. As we’ve noted in past workforce development discussions, snow removal is often viewed as “side work” or a stopgap job rather than a skilled, essential profession. This perception makes it harder to recruit long-term employees who see a future in the industry.

Finally, burnout is a silent but powerful factor. Long hours, harsh weather conditions and the mental toll of always being “on call” push some out of the field sooner than expected.

Operational ripple effects

When labor becomes a bottleneck in snow operations, the effects ripple through every part of the business.

The immediate impact is on service capacity. With fewer people available, response times slow, route coverage shrinks and the margin for error during a storm narrows.

Fewer workers also mean a greater strain on the crews you do have. Over time, this leads to fatigue, increased risk of accidents and higher turnover. From an operational perspective, an exhausted team is more likely to make mistakes, require more downtime, and leave at the end of the season, forcing you to start the recruiting cycle all over again.

Client relationships can also suffer if staffing realities aren’t addressed up front. When customers experience

delays without understanding the cause, they often assume it’s a service failure rather than a resource shortage. As we’ve covered in our customer experience sessions, proactive communication is the key fail-safe in these situations. Setting expectations before a storm is the most effective way to protect trust and maintain credibility.

Finally, there’s a financial ripple effect. Labor shortages and the overtime they often cause can erode profit margins even when pricing is set correctly. Without careful tracking and operational adjustments, these costs can quietly drain the bottom line over the course of a season.

Framing the client conversation

Rising labor costs and a shrinking workforce are not just internal challenges — they directly affect the service your clients receive. The way you communicate about these changes can make the difference between a client who understands and stays, and one who sees a price increase as a reason to leave.

The first step is transparency. Clients respond better when they understand why changes are happening. Explaining the increase reframes the conversation from a “price hike” to an “investment in reliability and safety.”

Second, use outcome-based framing. Instead of saying, “Labor costs are up,” say, “We’ve adjusted our contracts to ensure your property has a trained, consistent crew on-site all winter long, even with industry-

wide shortages.” This aligns with organizational behavior principles that show stakeholders respond better when changes are tied to tangible, valued outcomes.

Rising labor costs and shrinking workforce availability are not temporary disruptions — they’re structural changes that the snow industry will be navigating for years to come.

Third, manage expectations before the season starts. Labor constraints may mean adjustments to service windows or prioritization during peak events. Communicating these in advance and reinforcing them during storms reduces frustration and builds trust.

Finally, back up your words with consistency. Every time your crews deliver exactly what you promised, you reinforce the trust that allows clients to accept changes without seeing them as service failures. In an environment where labor challenges are a long-term reality, trust may be your most valuable asset.

Rising labor costs and shrinking workforce availability are not temporary disruptions — they’re structural changes that the snow industry will be navigating for years to come. Waiting for costs to “return to normal” or for the labor market

to balance itself isn’t a strategy; adaptation is.

From an organizational behavior perspective, this means thinking beyond seasonal staffing and building a culture that attracts and retains talent year after year. That includes offering clear career pathways, skill development opportunities and recognition systems that position snow removal as a skilled, respected profession rather than a short-term job.

The industry must also elevate its public profile. Snow removal — it’s not just about moving snow, but about keeping communities safe, businesses open and infrastructure running during the harshest months of the year.

Finally, continuous operational improvement will be key. Lean processes, cross-training, and collaborative partnerships with other contractors are not just stopgap measures, they’re part of a long-term model for resilience.

The snow industry has weathered many challenges in its history. This one is different, but with deliberate planning, workforce investment and operational agility, we can turn today’s labor constraints into tomorrow’s competitive advantage.

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

Leaders must guide it, embrace it, live it and be willing to change culture club

By DAVID LAMMERS

In the fast-paced business world, it’s easy to get consumed by profit margins, deadlines, and growth metrics. However, the heartbeat of any successful organization lies in its culture — a shared set of values, behaviors, and attitudes that define how employees work together and how a business interacts with its clients. Here’s how to think about, define, and foster culture in your organization.

The concept of “building culture” within organizations has been a focal point of business discussions for years. But what does it truly mean, and more importantly, how do we know if we are creating one? Culture is not an abstract idea; it is the fabric of your organization, influencing every aspect of your business, from employee engagement to client satisfaction. Here’s how you can harness its power and the lessons we’ve learned along the way.

Learning from Others’ Mistakes

Organizations often falter when they:

1 Fail to define culture: Leaving it ambiguous leads to inconsistencies.

2 Ignore employee input: Disregarding team feedback creates disengagement.

3 Prioritize profits over people: Focusing solely on numbers erodes trust and morale.

Culture for long-term success

Why does culture matter? While numbers drive business, culture sustains it. A positive culture: Attracts talent: People want to work for companies where they feel valued and aligned with the mission. Boosts retention: Employees who identify with the culture are less likely

First Steps to Establishing Culture

Creating a strong culture requires intentional effort. Key steps include:

1 Define core values: Identify the principles that matter most to your organization.

2 Engage employees: Involve team members in shaping the culture to foster ownership and alignment. While leadership plays a critical role, employees are the heartbeat of culture. Their buy-in is essential.

3 Embed culture in processes: From hiring to daily operations, ensure culture is a consistent presence.

4 Measure and adapt: Regularly assess how well your culture aligns with your goals and adjust as needed. Avoid these pitfalls by prioritizing transparency, collaboration, and consistency.

to leave, reducing turnover costs.

Enhances performance: A strong culture fosters collaboration, innovation, and accountability.

Improves client relationships: Happy employees deliver better service, leading to satisfied clients and repeat business.

Understanding and defining culture

Building a meaningful culture requires going back to the basics: your vision, values, and mission.

Vision leads you. It’s your direction and your purpose.

Values guide you. They set the standards for how you operate and make decisions.

Mission fulfills you. It’s the actionable commitment to delivering on your purpose.

When we recognized that our culture was not delivering the results we wanted, we took a hard look at these foundational elements. They became our “hill to die on,” shaping every decision, interaction, and strategy.

Culture is never static; it evolves as the organization grows, adapts to

How Would Outsiders Describe Your Company’s Culture?

If you were to ask a client, partner, or prospective employee to describe your culture, what would they say? Would they highlight teamwork, innovation, or employee satisfaction? Or would they point to inefficiencies, disorganization, or lack of communication? The way outsiders perceive your organization is often a reflection of the culture you’ve cultivated—or neglected.

industry changes, and incorporates diverse perspectives. However, its core values should remain steadfast, serving as a guiding light through change.

Leadership’s role in culture creation

As a business owner or top manager, you are the architect of your organization’s culture. Your actions, words and decisions set the tone. Here’s how you can take an active role:

1 Lead by example: Demonstrate the values and behaviors you expect from your team.

2 Be consistent: Align your policies, rewards and actions with the culture you want to foster.

3 Communicate clearly: Regularly

articulate your vision, values and expectations.

Remember, culture starts at the top but thrives when embraced at every level.

Influences on culture creation

Many business leaders draw inspiration from mentors, industry peers, or admired companies when defining their culture. For example: Learning from others: Observing what works—and doesn’t—at other organizations can provide valuable insights.

Internal feedback: Employees often have excellent ideas about what kind of culture they want to be part of.

Your culture should reflect your organization’s unique identity while incorporating lessons from those who’ve successfully built thriving workplaces.

Creating and sustaining a strong culture is an ongoing journey. It requires clarity, commitment and collaboration. By defining your values, engaging your team and leading with intention, you can build a culture that drives long-term success, attracts top talent, and keeps clients coming back. Remember: culture isn’t just what you say—it’s what you do every day.

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

2025

This year’s report offers valuable insights into how respondents are approaching strategy, their business concerns, and more. Key findings include weather shifts, labor availability challenges, and rising costs that will shape the coming season.

GROSS SALES

Snow and ice represented 50% or less of respondents’ gross sales for 2024-25. Of those who responded, snow also represented a fairly low revenue stream, with only 5% reporting gross sales of $10 million plus.

(we are snow

HOLDING STEADY

Despite many reporting less snow, 83% of respondents saw either increased or flat sales.

GROWTH PLANS: Despite reporting lower-thanaverage snowfall, the Midwest had the highest percentage of those who planned to grow their business.

SNOW STRATEGY

Respondents are bullish on the future with 93% planning to grow or maintain their snow portfolio. Only 2% said they planned to ditch snow.

I plan to grow my snow business

I plan to maintain my snow business

I plan to reduce my snow business

I plan to exit the snow business

SNOWFALL TOTALS

In the US, the recurring theme of less-than-average snowfall of the past few years persisted—particularly in the Midwest and Northeast. Eastern Canadian companies reported more-thanaverage snowfalls (35%) vs. Western Canadian companies (10%).

Total exceeds

due to rounding

OPERATIONAL COSTS

Respondents reported operational costs increased to varying degrees: 58% noted increases between 10-25%, 30% reported increases of 26-50% and 5% said costs increased 51-100%

Of the respondents who reported less-than-average snowfall, 44% reported that their sales remained the same compared to 31% whose sales increased and 26% whose sales decreased.

7% reported their costs hadn’t increased

CHANGES AHEAD

Internally, a majority of companies plan to change or implement new contract types to protect the business. 43% of respondents expect customers to either decrease their budgets or cancel contracts altogether.

Level of concern of clients reducing their

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SALT STRATEGIES

SALT & EQUIPMENT PRICING

Overall,

of US companies were somewhat or very concerned about the threat of a recession. Fewer US companies (79%) were somewhat or very concerned about the impact of tariffs.

ECONOMIC/POLITICAL CONCERNS

Canadian respondents were more worried about tariffs (21%), including 70% of Eastern Canadian respondents, than a recession (16%).

Workforce availability was the #1 challenge that respondents said would most impact their business in the coming year, followed closely by weather volatility (61%), insurance availability/costs (32%), local competition (25%), profitability of winter services (22%) and national/regional broker competition (10%). Respondents could choose up to 3 challenges. 63%

ABOUT OUR SURVEY

The State of the Industry survey closed in early August. Nearly 130 respondents weighed in from across the United States and Canada with most coming from the Midwest (38%), Northeast (23%) and Mid-Atlantic (13%). Mountain West and Southeast (6% each) were less represented. Canadian representation came in at 14%

Congratulations to the following respondents, who were randomly chosen to receive a $50 gift card:

• Brade Wille, Wille Enterprises

• Scott Ronald, Ever So Green

• Meagan Bec, Lyons Landscaping

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WITH MARTY GRUNDER

Consistency in systems breeds success

All of our clients are held to the same expectation and are communicated with the same way — a client who asks for a special workaround for them isn’t a fit for our team to service.

As we’ve taken on more and more snow and ice removal work at Grunder Landscaping Co., it’s become apparent that consistency and systems are critical to success during snow events.

While having systems and consistent procedures is important for the scalability of landscaping work, it’s even more important in winter work, because there’s no margin of error if you’re lacking those systems when a snow event hits. There are a few different ways that we’ve systemized our process to set up our teams for success.

Consistency in maps

In past years, the sales and snow management teams created these maps, but people chose different colors and just labeled the spaces. This year, we’re updating our old snow maps and adding new ones with a consistent color scheme across all properties: Sidewalks are red. Pavement is blue. High-urgency areas are yellow. Salt containers are neon green.

The old way worked, but creating consistency eliminates possible confusion that can come from team members using different colors. Anything we can do to reduce the mental load on our team when they’re out working a snow event saves that brain power to use on something more critical.

Consistency in communications

We have systems in place to communicate with clients ahead of forecasted snow and ice, and then a clear system in place for clients to opt out of treatment if they want. All of our clients are held to the same expectation and are communicated with the same way — a client who asks for a special workaround for them isn’t a fit for our team to service.

This has been critical as we scale: it’s not sustainable for our team to call each client to check if they want salt or not before each forecasted freezing rain or ice storm; instead, we communicate over email so that everything is documented,

all clients are receiving the same message, and all clients have the opportunity to ask questions or opt out of service by responding.

What’s important to make this work: We let our prospects know that this is our process up front before the sale is made, and we also include these expectations in our contracts. I can’t lie: We have lost business because of this approach, but we feel it’s the best way to handle snow and ice at scale.

Internal consistency

The biggest place where things go wrong internally is communication. This is the case for any organization, truthfully, but when you add on long hours, middle-ofthe-night dispatches, and dangerous road conditions, the stakes go way up.

We have set expectations with our team for when and how they will hear from us if we need to go out, so that they can make their own plans and decisions accordingly. We want them to be prepared and well rested, and so we give them as much notice as we can, knowing that things change quickly when we’re reliant on the weather.

In addition to scheduling communication, we also teach our team in a uniform manner so that we have consistent standards on all properties. It’s difficult to do site visits during a snow event if the roads aren’t cleared yet, and it can take too long for management to drive to properties. Teaching our team so that they can do work up to our clients’ expectations without direct management oversight is critical. We do it by reviewing lots of photos, sharing videos, and practicing with equipment during the warmer months.

Our first snow event is likely still a ways away here in southwest Ohio, but we’re getting ready, building consistency into everything we do and looking ahead, excited for a great snow season. I hope you’re doing the same!

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

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MAKE YOUR MARK.

Use documentation to build your legal defense train like you mean it

By KEN BOEGEMAN, JR., CSP, ASM

Before the snow flies, every snow and ice company faces a critical question: When asked later, how do we prove we trained our team? When a slip and fall leads to a lawsuit, it is not just about having done the work; it is about having the paperwork to prove you adhered to reasonable industry standards and practices.

Training is not just an internal checklist item. It is one of your strongest legal and insurance defenses. When things go wrong, and they sometimes will, your training records can either shield your company or expose a weak link.

Saying “we trained our team” is not enough. Jurors want logs, and insurance carriers want proof. That’s how your risk profile and your premiums are judged.

So how do you build a training program that holds up under scrutiny?

EDITOR’S NOTE:

This is the second article in a series addressing practical risk strategies across the snow season. Additional topics (visit resources.sima.org for past articles):

9/25: Become a Snow Company that Carriers Want to Insure

12/25: In-Season Documentation that Defends

2/26: Managing Risk in Real Time

4/26: What to Keep and How to Store It

6/26: Contracts that Protect, Not Expose

You don’t need fancy software — many companies use shared drives, cloud forms, or modules in operations software to document company training. What you do need is a process that works every time.

• Create a repeatable training calendar

• Use standardized forms

• Have a checklist for what qualifies a training session as complete

• Use Google or Microsoft Forms to log attendance

• Develop a process for logging make-up sessions for employees who miss training

• Store session PDFs or sign-in sheets on a shared drive

• Sync training logs to employee files or your CRM

The key is access and consistency. Can you pull up last December’s deicing training attendance log in under five minutes? If so, you’re already ahead of the curve. In short: Build the program like you’ll have to defend it in court. Because one day, you might.

When training logs save the day (or don’t)

It’s extremely rare for plaintiff attorneys not to ask for detailed records about a defendant’s training practices. The more robust a company’s training practices, the more likely it is they have welltrained, professional service personnel operating during snow and ice events.

The rub is the vast majority of contractors do very little formal training. Instead, they rely heavily on “jobsite training” by having a new employee ride along with someone for a couple hours.

Because training is often loose, undocumented and unregulated, plaintiff attorneys hammer this “lack” of professionalism as a sign of how the rest of the company is run.

Build your training matrix around legal expectations

What separates success from failure is a structured, detailed training program. Start by identifying topics your crews must know and that jurors expect them to know:

• Safety protocols such as PPE, slip and falls, and situational awareness

• Equipment operation including plows, spreaders and snow blowers

• Deicing chemical usage covering application rates, MSDS and storage

• Snow pile placement rules such as never blocking hydrants, drains or sightlines

• Clock in and out procedures for accountability and time-stamped defense

• Accident and incident reporting, including how, when, where and whom

HR and safety managers build a system, not a one-off

executives training = Insurance currency

Beyond the field, executives play a key role in ensuring training programs are taken seriously at every level, because it directly impacts insurance and risk.

Underwriters look for professionalism and repeatability. A documented training program proves you invest in safety. It tells a different story than “we haven’t had many claims.” That’s luck.

Carriers want to see the process. Training logs are part of your brand and risk profile. They can influence your premiums or contribute toward whether you’re insurable at all.

field leads teach and track

Not all training happens in the classroom. Some of the most effective lessons are quick, informal corrections or skill transfers that happen on the job. For example, if a field supervisor teaches a new hire how to avoid stacking snow in front of a fire hydrant, note that interaction. A simple field training log with date, trainee, topic and supervisor name is enough. Peer-topeer mentoring counts, but only if you can prove it happened.

Encourage your team members to document what they learn. When someone does something unsafe, document that conversation, too. It’s not punitive; it’s protective.

These micro-trainings show ongoing attention to safety and operations. If questioned, you can prove your company is actively invested in educating its workforce, not just being compliant on paper.

Download a training template at resources.sima.org/download

Remember, training is not just for field crews. Administrative and supervisory staff also need instruction on documentation, dispatch and communication protocols.

Plan your training calendar like the season depends on it Your training should be planned across the full operational cycle and not crammed into one chaotic preseason session. Here is a suggested framework:

• Preseason full-team sessions held 30-60 days before season kickoff.

Cover essential safety, equipment operation and procedures.

• Monthly safety talks or refreshers lasting 15 to 30 minutes. Cover emerging hazards, weather trends, or recent field incidents.

• Midseason tune-up around January or February. Discuss identified performance gaps or issues from events so far.

• Postseason debrief reviewing what worked, what didn’t and what needs changed for next year.

Repetition builds memory. A schedule reinforces to your team and

insurance partners that training is part of your operational DNA.

Document training sessions like a pro

Many contractors fall short here. You need a clear paper trail:

• Who attended (first and last names, printed and signed)

• When and where the training occurred

• What topics were covered (agenda or outline)

• Who led the session (include credentials)

• Format (in-person, video, on-site walkthrough)

Maintain digital and physical archives of these logs in your centralized operations archive, just like service logs or contracts, and organize them by date and employee name. Carriers and lawyers want to see repeatable, trackable systems.

Training is not a one-time event. Treat it as a continuous, yearround asset.

Bring in industry experts for proctored training

Sometimes the best way to improve your program is to bring in a fresh set of eyes. Working with a snow and ice industry consultant can help make your training more consistent, thorough and credible. When a consultant runs and oversees training, you’ll have solid proof to show insurance carriers and juries that your team was trained to industry standards.

When choosing a consultant, look for someone who:

• Works with contractors and understands your regional challenges

• Is active in the industry, not retired or winding down

• Uses videos, study guides, exams and tools that help knowledge stick Continued on page 30

RISK MANAGEMENT // BEST PRACTICES

Continued from page 29

The right consultant covers blind spots, raises the bar and shows carriers you’re serious about professionalism and safety.

Training is a year-round asset

Your preparation today affects your position tomorrow. The more you document, the more you protect everyone, from your field crews to your bottom line.

Training is not a one-time event. Treat it as a continuous, year-round asset. Your insurance carrier and any future jury will see your company as the professional, risk-aware business it truly is.

Ken Boegeman is a snow & ice industry consultant and President of SG Advantage and Swinter Group. He has over 13 years of experience as a snow and ice slip-and-fall expert and more than 30 years in the snow industry. Contact him at kenb@swintergroup.com.

How to legally and operationally Respond to an Injury

If a team member or pedestrian is injured:

• Document the incident immediately (who, what, when, where, and how)

• Photograph the scene (wide and close-up shots)

• Record witness statements, if available

• Pull relevant training and service logs right away

• Do NOT rely on GPS or photos alone to prove your defense

• Preserve all communications tied to the incident

Expect the unexpected. Preserve everything—information helps your insurance carrier have ALL the facts early. Even if the evidence is bad, a speedy settlement is often less costly than a lengthy legal battle.

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the future is here

What can AI really do for snow contractors?

By DAVID GALLAGHER

AI is rapidly transforming the way business is done across countless industries, and snow contracting is no exception. While no one can fully predict how far this technology will reach, there is little doubt that its impact will be profound.

Though the prospect of facing off against fictional cyborgs from SkyNet feels far-fetched, the reality is that AI is here, and it will fundamentally change our world. Embracing this evolution is exciting; but as with any advancement, it’s wise to consider both opportunities and limitations.

Routine tasks, exception reporting AI can quickly replace routine tasks executed by standard processes. Many operating software platforms are likely to integrate AI into their systems to manage these repetitive functions. Additionally, exception reporting will be essential whenever information or results deviate from established standards, ensuring that important anomalies don’t go unnoticed.

Practical AI applications for snow contractors

AI’s potential goes far beyond document management. Here are a few actionable examples tailored for snow contractors:

• Route optimization: AI-powered tools can help reduce fuel costs and response times during storms by dynamically adjusting plow routes based on real-time weather and traffic data.

• Automated weather tracking and dispatch: AI systems can monitor multiple weather sources and trigger automated dispatch decisions, ensuring that crews are mobilized efficiently ahead of changing conditions.

• Equipment maintenance scheduling: Predictive AI models can analyze equipment usage and sensor data to recommend maintenance schedules, minimizing downtime and extending asset life.

AI-written SOPs: Opportunities and cautions

Many companies are now using AI to draft, catalog and share standard operating procedures (SOPs) with their teams. However, it is crucial that subject matter experts within your organization review any SOPs generated by AI before they’re widely distributed. AI can efficiently process and refine documents, but human oversight remains vital to guarantee accuracy and relevance.

AI and team dynamics

There’s ongoing speculation that AI might replace the “middle”

IS YOUR COMPANY USING AI?

As part of the 2024-25 State of Industry survey, we asked respondents if they have incorporated AI technology into their business practices. 64% stated they have not yet embraced AI at a meaningful level.

management layer. While AI undoubtedly boosts efficiency and effectiveness, I am not convinced that technology should replace experienced managers who provide insight, intuition and leadership. Key team members bring invaluable perspective to their roles and deserve support and fair compensation—not replacement.

Enthusiasm with practicality

AI is already shaping our industry and changing how people work. If you haven’t started exploring AI solutions, now is the time. Whether you research AI independently, consult with experts, or seek advice from tech-savvy colleagues or even teenagers, make sure you’re not left behind.

Consider piloting an AI tool on a small project before full implementation to evaluate its effectiveness for your business. This balanced approach— combining optimism about innovation with practical caution—will help you harness AI’s power while mitigating risks. AI is here to stay. Embrace its potential, proceed thoughtfully, and position your team for future success.

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.

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✓ Comprehensive—Training and resources for all levels

Tools have evolved into practical, affordable and accessible solutions for companies of all sizes AI is a force multiplier

TBy CHRISTOPHER LAREAU

he annual economic disruption of extreme weather events is estimated to be in the hundreds of billions of dollars. For snow and ice management professionals, that reality means operating in an increasingly complex environment where forecast accuracy, response time and adherence to demanding customer service level agreements are critical. Even the most veteran snow professionals understand the limits of weather forecasts (paid and local), site patrols, and legacy site monitoring tools. With AI adoption accelerating across industries, a new generation of adaptive tools is providing the snow industry with more precise ways to predict, verify and respond to winter weather events. Once viewed as experimental and only for early adopters, AI tools have evolved into practical, affordable and accessible solutions for companies of all sizes. By leveraging partnerships with technology providers that deliver real-time site intelligence, multimodal AI modeling and computer vision, snow professionals can boost operational efficiency, reduce liability exposure, improve safety and deliver a higher level of service to their customers.

Smarter event response with AI

The way forecasting and condition assessments have “always” been done is changing rapidly. The traditional standard operating procedures (SOPs) of staying up all night to check the

BRIDGING GAPS: Using cameras, sensors and forecasting, AI models can analyze pixel-level imagery alongside site-level weather observations to verify whether a site is clear, determine the percentage of snow cover, and detect the presence of icy conditions.

latest weather forecast—monitoring radar feeds, checking multiple weather apps, calling your meteorologist, or driving site to site—are reactive, exhausting processes that only provide part of the picture. How many times have you deployed crews and equipment based on a forecast that never materializes, or it’s raining at your HQ but snowing on your site 20 miles away, or worse, you miss the lake effect snowfall event

that wasn’t in the forecast or on the radar? These operational blind spots and inefficiencies can be costly, strain resources, and put your snow contracts at risk.

Enhancing your situational awareness can lead to faster, smarter decisions and other game-changing operational efficiencies. Emerging AI tools and systems can help bridge the gap between what’s predicted, Continued on page 36

TOOLS // TRENDS

Continued from page 34

what’s reported and what is actually happening on the ground.

With the advent of purpose-built cameras, low-cost environmental sensors and AI-based weather forecasting, snow and ice companies can collect hyperlocal site data on precipitation type, accumulation and surface conditions with minimal effort. Multimodal and computer vision models then process this data — analyzing pixel-level imagery alongside site-level weather observations — to verify whether a site is clear, determine the percentage of snow cover, and detect the presence of icy conditions.

The latest multimodal AI models not only deliver real-time insights but can also provide users with confidence scores that help reduce false positives and promote visual verification. With this level of assurance, leadership can allocate crews more efficiently, document conditions at every stage of an event, and safeguard properties.

AI is transforming the way snow management companies serve their customers and make data-driven decisions. Once reserved for large companies with even larger budgets, AI tools have become accessible to businesses of all sizes. Whether

it’s a few local sites or an enterprise portfolio of distribution centers spread across the country, AI makes it possible to oversee hundreds of properties simultaneously, building a common operating picture that was once simply out of reach.

Here are some operational benefits to using these technologies:

Adopting AI with confidence

New technology adoption often comes down to cost. Fortunately, the AI economics have shifted rapidly in the industry’s favor, driven by the entrance of innovative technology companies into what was once a relatively low-tech sector. Purpose-built hardware and software have become more affordable and subscription-based models have lowered the barrier to entry, making it easier for even smaller businesses to adopt AI with relatively low risk. As more products and solutions enter the market, snow professionals should evaluate the adoption of AI with the same rigor they would apply when selecting any new piece of equipment. Careful assessment helps ensure that investments deliver long-term value, align with operational goals, and truly improve efficiency and safety.

1 Verify performance: Ask your technology partner to demonstrate how their models function in real-world settings and understand how they perform in real-world environments.

allocation: Teams can be dispatched with greater precision, resulting in savings of fuel, labor hours and equipment wear.

Service level agreements (SLA): Intelligent, AI-based monitoring ensures contractors meet performance standards with fully documented and verifiable evidence.

2 Understand the data: Proprietary, well-labeled data sets are the backbone of accurate AI modeling. Poor data leads to poor results.

3 Reference checks: Reputable partners can point to proven deployments and satisfied clients.

4 Data retention and privacy: Clarify how long site data is stored, whether it’s shared, and how privacy is protected.

5 Require transparency: Pricing, service models and performance metrics should be clear and measurable.

AI is a powerful tool, but like any tool, it works best when its operator has a clear understanding of its capabilities, limitations and cost structure. Be cautious of solutions that claim to do everything. Be sure to ask: What is your technology partner’s true core competency?

Resource

Risk and liability reduction: As weather-related insurance claims and litigation increase, having verifiable data from AI-powered systems becomes not only an operational advantage but also a financial safeguard.

Business growth: Scale into new territories and comfortably pursue higher-level SLA opportunities with the assurance of persistent monitoring and AI analysis.

Better data. Better outcomes. One recurring theme in both the government and private sectors is clear: good data matters. AI models are only as effective as the information they ingest. Dense deployments of site monitoring sensors, highdefinition imagery, video, and high-res environmental observations equip multimodal AI tools with the highquality inputs they need to generate accurate, actionable assessments. When fused with traditional weather inputs—such as radar data, pavement sensors and other local weather station networks—AI can deliver a far more detailed analysis of conditions and actionable intelligence.

Multimodal models can “see and describe” conditions by combining imagery with forecast and site-level data. For example, while radar may indicate snow in the area, a vision model can confirm whether it’s actually accumulating on the surface, while also measuring intensity and tracking real-time accumulation. This fusion of AI-powered site intelligence and traditional weather inputs provides snow professionals with the situational awareness to act decisively.

AI as a force multiplier, not a replacement Snow and ice operations will always involve some level of uncertainty. Forecasts will miss, storms will shift, and conditions will vary from site to site. AI will never replace the dedicated snow professionals that make this industry what it is. However, it can provide snow professionals with the added awareness, agility, and confidence to respond based on real-

time insights rather than guesswork. The path forward isn’t about replacing institutional knowledge—it’s about equipping snow professionals with better tools to serve their clients, protect assets and strengthen their businesses. Accessible and affordable AI tools make it easier than ever to take a proactive, metrics-driven

approach to operations. The industry has always invested in new equipment and materials. Now, it’s time to view AI as the next force multiplier for your business.

Christopher Lareau is co-founder and COO of Vue Robotics. Contact him at chris@vuerobotics.io.

Detail your processes and ID shortfalls before buying software Map it out

BY EVAN TACHOIR

BY JENNY GIRARD, ASM

The right technology can help you recruit, develop and retain the best people for your snow company. Before you jump into buying the newest software, it’s important to map out and understand your processes. Grasping how you currently do what you do will set you up to pick the right tech product for your company.

First, write down your current processes for recruiting, hiring, onboarding and training. Take the time to capture every detail. Once completed, ask yourself the following:

• What steps (if any) are efficient and effective?

• What steps have a longer time investment and/or lead time?

• What steps can result in frequent errors?

• What would we like technology to do for us to improve our processes?

With this information, you can begin to look for specific technologies that can address these issues.

Get team input

While the correct technology can help you recruit, develop and retain the best people, beware of treating it as a “miracle fix.” After you’ve reviewed your processes, ask your team which pain points or functions are the highest priority when looking for new software. No single technology is the best for every business. Knowing your pain points and where you are looking to find efficiencies will guide you to the right tech.

Consider integration

In addition to pain points, consider how a new system or app will integrate with your current

RECRUITING PROCESS MAPPING

Let’s look at mapping your recruiting process before exploring technology. Write down in detail the answers to the following:

How do you decide what positions you need to hire for?

How do you find candidates (e.g., job postings, passive candidate outreach, etc.)?

How do you contact applicants and conduct interviews?

How do you make employment offers, conduct pre-employment screenings and onboard candidates?

When answering these questions, get the input of all stakeholders. You can use a survey to gather feedback if people are shy about sharing in a meeting or would like time to think about their answers.

technology. Technology that does not integrate by automatically sharing data will force you to manually enter and update data in several systems. Every time you have to manually update a record, you increase the chance of error. This not only cuts down on efficiency, but it also takes your people away from doing higherlevel operational and/or strategic work that drives value for the business.

Be realistic

One final thing to consider is that you need to be open to what software can and can’t do. You may not get everything you want from a system, so you need to know your priorities.

What are the “have to haves” and what are the “nice to haves?”

Taking time to map out your processes and brainstorm your needs will show you where you are, help you see where you want to go, and aid you in getting to the desired destination. Baseball legend Yogi Berra said it best: “If you don't know where you are going, you might wind up someplace else.” Map out your processes and wind up at success!

Evan Tachoir is the founder of Jack of All People Trades, HR/People Consulting to help snow companies recruit, develop and retain the best employees. He leads the monthly networking/ teaching series NET Gain. Email him at evan@ jackofallpeopletrades.com.

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Evaluating platforms requires ownership and leadership software selection

By MIKE McCARRON

In today’s digital-first business landscape, software isn’t just a tool — it’s the backbone of operations, communication and innovation. Whether it’s a CRM platform, project management suite, data analytics engine or customer support system, the software a company chooses can dramatically shape its efficiency, culture and bottom line. That’s why the process of evaluating and test-driving new software is far more than a technical exercise, it’s a strategic mission. And like any mission, it needs a commander. The person owning the software evaluation process won’t always be the tester, as owners are not always good field testers. Too often, companies approach software trials with casual curiosity or fragmented responsibility. A few team members dabble with demos, feedback is scattered, and decisions are made based on surface-level impressions. The result? Misaligned purchases, underutilized platforms and costly regrets. To truly extract value from software evaluations, you — or better yet, a cross-functional team — must own the process from start to finish. Ownership ensures clarity, accountability and actionable insights that lead to smart, confident decisions.

Software trials crucial

The explosion of SaaS (Software as a Service) offerings has given businesses access to a dizzying array of tools. From niche startups to enterprise giants, every vendor promises innovation, integration and impact. But with so many options, the risk of choosing poorly has grown exponentially — and the costs have exploded as well.

A well-run software trial allows companies to:

• Validate vendor claims against real-world use cases

• Assess usability across different roles and departments

• Test integration with existing systems and workflows

• Gauge support and responsiveness from the vendor

• Estimate ROI based on actual performance metrics and real time costs

But none of this happens by accident. It requires structure, intention and leadership.

Owning the process

When no one owns the software trial process, it quickly devolves into chaos. Different departments may test different features; feedback gets lost in email threads; and decisions are made based on anecdotal evidence. Ownership transforms this chaos into clarity.

Here’s what ownership looks like in practice:

1 Defining the purpose and scope. Before any demos are scheduled

or trials initiated, the owner must define the “why.” What problem is the company trying to solve? What outcomes are expected? Is the goal to replace an existing tool, augment a process, or explore a new capability? This clarity helps narrow the field of contenders and ensures that the evaluation criteria are aligned with business goals.

2 Building a cross-functional evaluation team. Software rarely impacts one department. A solid CRM affects sales, marketing and customer service. A project management tool touches product, engineering and operations. That’s why the owner should assemble a team that represents all relevant stakeholders. Each member brings unique perspectives, use cases and priorities. Together, they create a holistic view of the software’s potential impact on the entire company.

3 Creating a structured evaluation framework. The owner should develop a scorecard/rubric (see table below) that outlines key criteria to help the team decide what’s a benefit and what’s a loss for each tested software or new system.

SAMPLE MATRIX FOR evaluating software

1 2 3 4

Kickoff meetings – all teams and divisions represented

Hands-on testing periods – true field employees that will use this each day

4 Managing the trial timeline.

Software trials often come with limited windows—14, 30, maybe 60 days. The owner must create a timeline that includes:

• Kickoff meetings – all teams and divisions represented

• Hands-on testing periods – true field employees that will use this each day

• Feedback collection deadlines

• Final review and recommendation

This timeline keeps the team focused and ensures that the trial doesn’t fizzle out due to competing priorities.

5 Facilitating feedback and documentation. The owner should provide clear channels for feedback, whether it’s a shared document, survey or dedicated Slack channel. More importantly, they should synthesize this feedback into a cohesive report that highlights strengths, weaknesses and trade-offs. This documentation becomes a valuable asset for decisionmakers and a reference point for future evaluations.

6 Presenting a recommendation. At the end of the trial, the owner should present a clear recommendation: adopt, reject or continue testing. This

recommendation should be backed by data, feedback and alignment with strategic goals. Even if the decision

is to walk away from all options, the process will have yielded valuable insights and clarified future needs.

Case Study: A tale of two trials

Consider two companies evaluating a new customer support platform. Company A assigns the trial to a

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junior IT staffer with no clear mandate. They test a few features, forget to loop in customer service, and decide based on price alone. Six months later, the platform is underused, agents are frustrated, and customer satisfaction drops. appoints a product manager to lead the trial. She builds a team with reps from IT, customer service and operations. They define success metrics, test integrations and collect structured feedback. The chosen platform is adopted smoothly, and within three months, ticket resolution times improve by 30%.

The difference? Ownership.

In a world where software choices shape everything from customer experience to employee productivity, the stakes are too high to leave trials to chance. So, the next time your company considers a new platform, ask the most important question first: Who owns this?

Because when someone owns the process, the company owns the outcome, and many hours of frustration are saved regardless of what you end up choosing.

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.

SPACE SAVER

Tips for successful software trials

Whether you’re a startup or a seasoned large employee organization, these tips can help you get the most out of your software evaluations:

1 Don’t rush the process. A thoughtful trial beats a hasty purchase.

2 Involve real users. Let the people who use the software test it in the field.

3 Ask tough questions. Challenge vendors on scalability, support and roadmap.

4 Test real scenarios. Simulate actual workflows, not just demo scripts.

5 Document everything. Create a paper trail of feedback and decisions.

Software trials are not just technical exercises, they’re strategic explorations. They reveal not only what a tool can do, but how a company thinks, collaborates and makes decisions. By assigning clear ownership to the process, companies can transform trials from chaotic experiments into disciplined evaluations that drive smart investments.

TEST DRIVE >>> SOFTWARE

WeatherWorks

Experience peace of mind with Certified Snowfall Totals. For 40 years, we’ve been the industry’s trusted leader, delivering the original timely and precise post-storm documentation. Elevate your operations with VeriFreeze, ensuring your pavement deicing efforts are backed by undeniable data. Custom API integration options are available. Enjoy $30 OFF today using coupon code: SIMA. www.CertifiedSnowfallTotals.com

Aurora Suite Enterprise

Aurora is the all-in-one snow and lawn management platform that pioneered live service tracking for customers. It streamlines routing, billing, and operator management while boosting visibility and accountability. With automation and mobile-first tools, Aurora helps contractors scale faster, cut stress, and deliver a modern, transparent customer experience. https://try.aurorasuite.ca

Frost Solutions

The Frost Mini-Weather Station is a compact, rugged, solar-powered unit that tracks road conditions and precipitation in real time. Each station provides hyperlocal forecasts and delivers visuals right to your phone, enabling smarter, faster winter response. Reduce costs, validate service, and eliminate guesswork on when and where to treat roadways. https://frostsolutions.io/

CrewTracker Software

SG Advantage LLC

Priced to be used in addition to your non-snow software, SG Advantage is the industry’s first hybrid bidding, routing, systems management and CRM software dedicated to snow and ice management. In addition to dispatching and tracking, SG Advantage focuses on liability protection, education and training for snow contractors both large and small. www.sgadvantage.com

End winter chaos. Our cloud-based command center unites scheduling, route optimization, real-time crew GPS, weather integrations, automated invoicing, and photo-verified service logs into intuitive dashboards. Slash paperwork, wow clients, and capture every flake of revenue while crews focus on clear pavement, not clipboards. www.crewtracker.com

Yeti Software Inc

Yeti Software is the simplest way to manage snow operations year-round, with added tools for lawn care when the season changes. Built from real-world snow management experience, Yeti helps you track crews, document work, optimize routes, and reduce liability. Yeti streamlines operations, protects businesses, and keeps teams efficient through every season. www.yetisoftware.com

SOFTWARE TEST DRIVE

Aspire Software

Seamlessly manage your snow and ice operations—in real time—from initial planning to final invoice. Keep teams on track, costs under control, and customers satisfied, while gaining the clarity needed for a profitable winter season with Aspire + PropertyIntel. www.youraspire.com

Vue Robotics

Vue Vision, powered by Vue Robotics’ ARC-1, delivers realtime AI detection of snow and ice hazards. Vue Vision gives snow professionals the situational awareness they need to proactively dispatch crews, protect client assets, and keep sites open, operational, and safe. https://vuevision.ai/

DTSI Software

FieldVision is a mobile application for recording snow removal operations in real time. Capture before and after photos, record crew time and materials used, and generate reports and invoices quickly. Get paid in a day for your snow removal services. www.fieldvisionapp.com

The Salt Flap A

Smarter Way to Protect Your Truck and Promote Your Brand

Every winter, contractors face the same dilemma: how to keep salt from blasting the back of their truck. Salt spreaders are essential for ice control, but they also coat your bumper, hitch, and frame in corrosive material—leading to rust, electrical issues, and a truck that looks prematurely aged. For those who take pride in their equipment, this isn’t just a nuisance—it’s a costly problem.

Many resort to DIY fixes: horse stall mats, conveyor belts, or bolted-on rubber sheets. These makeshift solutions are heavy, awkward, and often ineffective. They’re hard to remove, interfere with trailer hookups, and don’t exactly scream professionalism. The industry has needed a better answer for years.

Introducing The Salt Flap

The Salt Flap is the first purpose-built solution to this long-standing issue. Designed to mount directly to your truck’s tailgate hinges, it blocks salt spray from hitting the rear of your vehicle. No tools required. No crawling under the spreader. Just quick, clean protection that installs or removes in seconds.

Its hinge-based design means it’s out of the way when you need access to your hitch or bumper. Whether you’re towing a trailer, pressure-washing your rig, or switching between jobs, The Salt Flap adapts to your workflow without slowing you down.

Built for Contractors, by Contractors

The Salt Flap wasn’t dreamed up in a boardroom—it was born in the field. Its inventor, a snow contractor himself, knew the pain points firsthand. That’s why every detail was engineered for realworld use: heavy duty materials, durable construction, and a sleek profile that complements your truck’s look.

It’s not just functional—it’s professional. The Salt Flap adds a layer of “polish” to your rig, showing clients and competitors alike that you take pride in your equipment and your brand.

Protect Your Investment

Salt corrosion is more than cosmetic—it eats away at your truck’s frame, hitch, and electrical components. Over time, that means expensive repairs, reduced resale value, and potential safety issues. By redirecting salt to the pavement, The Salt Flap helps extend the life of your vehicle and preserve its integrity.

For fleet managers, that translates to lower maintenance costs and longer service life. For independent contractors, it’s peace of mind knowing your truck will stay in top shape season after season.

Turn Your Truck into a Billboard

Here’s the bonus: The Salt Flap doubles as a branding tool. Its flat surface is perfect for custom graphics, logos, or contact info. Whether you’re parked at a job site, driving through town, or plowing a commercial lot, you’re promoting your business with every mile. It’s a simple way to stand out—and make sure they don’t forget who laid down that perfect pass.

What Contractors Are Saying

Early adopters are raving. “I wish I had this years ago,” says one veteran

snow pro. “It’s the kind of product that makes you wonder why it didn’t exist sooner.” Others praise its ease of use, clean look, and the fact that it actually works—no more salt caked onto the bumper or hitch.

It’s not just a flap—it’s a statement. A sign that you’re serious about your gear, your brand, and your business.

Available Now at SaltFlap.com

Ready to protect your truck and promote your brand? The Salt Flap is available now at saltflap.com. Whether you run a fleet or a single rig, it’s time to rethink how you handle salt spray this season. Because in this business, the details matter—and The Salt Flap has them covered.

Team Engine

Recruit, engage and now onboard your team in one place! Automatically generate offer letters, collect e-signatures and gather details for I-9s and W-4s—all via text with employees before their first shift. No email needed, full multilingual support, and secure digital storage mean your crews can start clearing snow sooner.

www.teamengine.io

Nektyd Software

Nektyd simplifies snow operations with end-toend job management, live geofencing, automated invoicing, mobile crew tracking, and real-time documentation. Our all-in-one platform reduces admin time, increases visibility, and helps contractors scale confidently. Capture every service, every time, with full transparency for both operations and clients. www.nektyd.com

Attentive Ai

Automeasure powered by Attentive.ai automatically does site takeoffs for landscaping and snow removal businesses. Get completely automated takeoffs guaranteeing 98+% accuracy built on the latest aerial imagery featuring drive lanes, sidewalks, pavements, and parking lots. Bid more jobs and win more projects with Automeasure.

https://attentive.ai

NorCast Consulting

Storm intel delivered! Precision forecasts, datadriven insights, and easy-tounderstand visuals—twice delivered ahead of winter events. Know when, how much, and what to do. Confidence metrics, timing, accumulations, and post-storm trends—built for pros managing risk, resources, and response. www.norcastconsulting.com

FolloSOFT

Based in Quebec, FolloSOFT delivers 30 years of expertise in a powerful all-in-one solution for your business. Hands-free GPS for new drivers, automated SMS to cut annoying calls, and effortless payment management. Save time and maximize profits with FolloSOFT!

www.follosoft.com

SERV

SERV tools allow you to convert quality leads faster, optimize operations, and drive sustainable growth, all in one platform. SERV Express is a direct buying flow for your website: consumers can see your service options and book immediately on your website, integrating bookings directly into our CRM. www.goserv.com

SOFTWARE TEST DRIVE

Weather Command

Since 1946, Weather Command has provided superior service to weather forecast clients! When your business success depends on accurate, reliable and timely weather information beyond generic apps, no company meets your needs better than Weather Command — helping you plan with confidence, eliminate “Weather Hype,” and protect what matters most. www.weathercommand.com

LMN

Empower your team with the LMN Crew app. By giving your crew instant access to critical job notes, site photos, and checklists, you’ll help them work independently and make smarter decisions on the fly—even during the most intense snowstorms. www.golmn.com

International Inc.

Yarbo: Modular outdoor robot for snow removal, lawn mowing, and leaf blowing. Adaptable to all seasons with smart design and great performance. www.yarbo.com

TITLE: Snow Business PUBLICATION: #2155-2576 DATE OF FILING: October 1, 2025

FREQUENCY OF ISSUE: Bi-Monthly except Sept & Oct ANNUAL SUBSCRIPTION

$0.00 NO. OF ISSUES PUBLISHED ANNUALLY: 6

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

PUBLISHER/Finance & HR Director: KC Hallgren, 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 bondholders, mortgages or other security holders

AND

Camion Systems

The Storm Commander gives you the real-time data you need to beat billing disputes, frivolous litigation, and logistics breakdowns. It tracks application rates, GPS tracks, and much more, and backs it all up to an easy-to-use web portal. It all comes in a rugged wireless package. www.camionsystems.com

Yarbo

Special thanks to our Power Buy advertisers indicated in bold.

FIND THE TOOLS YOU NEED

Don’t miss out on the latest and greatest products. Get SIMA’s Test Drive newsletter delivered to your inbox 12x a year. Subscribe at sima.org/subscribe! Find more supplier news and products in the Snow & Ice Resource Center at resources.sima.org.

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

SIMA LEADERSHIP

Chief Executive Officer

Martin Tirado, CAE martin@sima.org

EDITORIAL ADVISORY COMMITTEE

Charmaine Allen

SIMA BOARD OF DIRECTORS OFFICERS

Board Chair

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

EDITORIAL MANAGEMENT

Education & Content Director Cheryl Higley 262-236-9972 cheryl@sima.org

Design & Production

Lisa Lehman 216-798-1853 lisa@sima.org

Product Submissions

Ellen Lobello products@sima.org

ADVERTISING SALES & MANAGEMENT

Engagement & Development

Director

Kerri Joseph 614-557-3948

kerri@sima.org

Supplier Services Manager

Aimee Krzywicki aimee@sima.org

Allen Builders & Landscape

Nichole Ashton, CSP North Country Snow and Ice Management

Jim Hornung Jr., CSP

Elbers Landscape Service

Rick Kier, CSP

Forge Ahead Consulting and Software LLC

William Moore, CSP, ASM

Executive Property Maintenance

Dean Outhouse, CSP, ASM

Piscataqua Landscaping

Jason Ostrander, CSP

Frost Solutions

Thomas Skuta, CSP USM

Robert Young, CSP

K.E.Y. Property Services

Michael Wagner, CSP, ASM

Colorado DesignScapes Co.

Chris Hinton, CSP, GRM Inc.

Immediate Past Chair

David Wescott, CSP, Evergreen Brands

Vice Chair

Jeff Heller, CSP, Innovative Maintenance Solutions

Secretary / Treasurer

John Janes, CSP, ASM, Caterpillar

Directors

Ruben Diaz, ASM

Tom Fitzgerald, CSP

Connie Gaul, ASM

Andy McArdle, CSP, ASM

Robert Miller Jr., CSP, ASM

Dean Outhouse, CSP, ASM

Chris Thacker, CSP

Robert Young, CSP

LAST WORD WITH JOE KIEDINGER

Why flexibility really matters

Sticking to rigid, one-size-fits-all approaches with employees, without taking their unique needs and ideas into account, will lead to frustration, stress and, ultimately, inefficiency.

Flexibility sometimes feels impossible. With all the things your team members have on their plates, you might look at everything and think there’s no room for flexibility at all. You get caught in a spiral where you find yourself unable to move deadlines, denying requests for time off or hybrid work, or refusing to change processes that aren’t working for your team. It’s not that you’re trying to be an uncompromising leader, it’s just that you see what needs to be done based on everything on your plate.

However, evidence shows us that flexibility is not just possible, but often beneficial, no matter the situation.

Employee engagement and retention

One of the most direct returns on flexibility in leadership is its impact on employee engagement and retention. Leaders who are flexible and open to accommodating the needs of their teams, whether by adjusting schedules, being adaptable on approaches to tasks, or allowing for remote or hybrid work arrangements, are the most effective at keeping their employees actively engaged with their work.

A Gallup analysis covering 256 organizations across 96 countries in 54 industries conclusively found that organizations in the top quartile of employee engagement outperformed those in the bottom quartile by a massive margin. These organizations boasted:

• 23% higher profitability

• 18% higher sales

• 81% lower absenteeism

• 64% greater safety

Strengthening employee engagement will have irreplicable benefits for your company’s bottom line.

Employee productivity

Sticking to rigid, one-size-fits-all approaches with employees, without taking their unique needs and ideas into account, will lead to frustration, stress and, ultimately, inefficiency. An employee who isn’t being listened to isn’t having their needs met, isn’t being treated with dignity and isn’t as productive as they can be.

Some ways you can put flexibility into action (understanding that winter events may make these impossible) and make your

people more productive include:

• Offer flexible hours to enable employees to work when they will use their time most effectively

• Be adaptable on processes and willing to change them when employees find a more efficient or effective way of doing something

• Allow your employees to take time off when they feel burnt out and unable to complete their work

• Be open to feedback on your leadership to understand how you can better adapt to their needs

Each of these will also help you create a strong level of psychological safety in your team, which will allow them to make more innovative, effective and creative decisions to drive value.

Work-life balance

Finally, flexibility in leadership will help employees experience a healthy work-life balance, which is one of the most in-demand factors of employment in recent years. Over half of the Gen Z employees who quit their jobs in 2022 reported a lack of work-life balance and flexibility as their reason for leaving.

For many employees, work-life balance has become non-negotiable. They need to feel able to respond to things in their lives without putting themselves at risk in their work. So, if an employee needs to pick up their kid from school or wants to build some time with their family into their schedule, do your absolute best to be accommodating. It will go a long way toward keeping your talent around long term.

The bottom line

Flexible leaders help create a supportive environment where everyone can thrive and create the most value they can for the company. Flexibility doesn’t mean lack of structure. It means being willing and able to pivot when new information or circumstances arise and accommodating people as necessary. Flexible leaders will see a significant return on their investment and forward the bottom line of their company through greater engagement, greater productivity and a healthier work-life balance among employees.

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

SnowDogg MX75II shown

1709435 shown

IceStriker™ 4500 & 5500 SSA/SSC SPREADER

• Stainless steel hopper capacity: 4.5-5.5 cu yd

• Fully electric, 12V

• Feed mechanism: 6” auger or 14” pintle chain

• StrikeSmart™ controller with GPS speed control, standard

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

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

• Poly hopper capacity: 1.2-8.0 cu yd

• Fully electric, 12V

• StrikeSmart™ controller with GPS speed control, standard

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

• Integrated liquid tanks: 120-370 gal

STRIKESMART™ PLUS CONTROL SYSTEM

Real-time weather forecast & spreading rate recommendations

• Liquid capacity: 500-3250 gal

• Fully electric, 12V & 24V

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

• StrikeSmart™ controller with GPS speed control, standard

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