Snow Business September 2025

SEP 2025

Shaped by snow

your go-to

SIMA // INDUSTRY VOICE

Insurance premiums: A problem to solve

According to SIMA Foundation research, 11% of total costs are allocated to insurance compared to national averages of 1%-5% for other businesses.

There are significant barriers to making a successful snow and ice business. Labor challenges, increasing costs of supplies, and a softening economy are just a few of them.

Many of you have been in this situation— agreements with customers are updated, you have the right people and equipment in place, and then your insurance premiums double or triple for no real reason. It’s not sustainable or affordable, and it’s driving people out of the business. It’s a crisis in the current business environment of this industry.

According to recently published research on company financial structure by the SIMA Foundation, 11% of total costs are allocated to insurance compared to national averages of 1%-5% for other businesses. And insurance premiums are rising. According to the same research, the average one-year insurance increase is 6.1%, with 7 out of 10 respondents indicating they have absorbed a meaningful increase in their premium costs. A crisis? Yes indeed.

Underwriter outreach

Is this going to get worse? Thanks to a recent partnership with SIMA members

Ansay Insurance and The Swinter Group, we have met with underwriting professionals—the decision-makers for coverage and premiums—from more than half a dozen large insurance carriers.

An interesting discovery was the reluctance of most insurance carriers to insure companies generating over 20-25% of their total annual revenue from snow and ice management. This is despite a lack of data supporting decisions to deny coverage to companies with higher percentages of revenue derived from snow. We countered that companies frequently performing snow services are often safer and more efficient due to their greater experience.

What’s next?

A top priority for the SIMA board of directors is the development of a company accreditation program centered on safety and insurability for its members. The next phase will involve creating a company

DID YOU KNOW?

SIMA members spend 29% less on insurance than non-SIMA members

(9.3% vs. 13.1%)

SIMA members’ insurance rates are growing 7% slower than non-SIMA members

(5.8% vs. 6.3%)

accreditation for businesses that uphold best management practices, industry standards, and safety protocols. Insurance carriers expressed interest in this process, as it would provide valuable data to identify truly safe companies.

We know this will not be easy and has been tried before. Unpredictable winter weather will always make for conditions with some likelihood of a slip, trip or fall accident. We still intend to move forward and demonstrate that professional companies perform effectively, ensuring safe conditions. The overall end goal is straightforward: lower or stabilize insurance rates, which creates a more competitive insurance market and lowers the cost of doing business.

We will be testing a pilot program later this year. We’re optimistic about the outcomes and creating true partnerships with insurance carriers. Look for more details and information on how to participate soon.

The profitability study results will be available this fall.

Learn more at sima-foundation.org.

Thanks to Caterpillar for their financial support of the study.

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

The all-new Auto Speed Control from SnowEx® allows you to set the desired salt application rate to reduce wasted de-icing material—all with an interface your operators already know. And since the Auto Speed Control ties directly into the vehicle’s OBD-II port, the hopper instantly reacts to changes in speed, saving you material and money.

The Auto Speed Control will be available this fall. Call your local dealer to reserve your control today!

Congratulations to the 2025-26 Accelerate leaders class

SIMA is excited to introduce the inaugural class of Accelerate, SIMA’s Emerging Leaders Program, tailored to help enhance current and future leaders across our industry.

Presented by SIMA and the SIMA Foundation, this professional development opportunity is made possible through the generous support of BOSS Snowplow. The Accelerate program focuses on developing leadership skills to grow your business and enhance your personal development with comprehensive training sessions on “Leading Yourself, Leading Others, and Leading Initiatives.”

In conjunction with the leadership and development training, participants networked with other industry leaders at the 2025 Leadership Forum in Nashville; will spend a special day at the TORO facility in Minnesota; and wrap up at the 29th Annual Snow & Ice Symposium in Cincinnati.

Attend a SIMA regional event this month!

If you’re in the Northeast or Midwest regions of the United States, it’s not too late to register for SIMA’s one-day regional events taking place in September. Both feature topics related to salt reduction, storm strategies, liquids and brine-making, and more.

NH Salt Symposium

September 10

Concord, NH

sima.org/nhss

Midwest Snow & Ice Conference

September 17

Pewaukee, WI

sima.org/msic

HAPPY ANNIVERSARY!

Two SIMA staffers are celebrating their 10th anniversary this year:

Make connections during SIMA’s interest groups

SIMA has formed several interest groups to foster connections throughout the year. Five groups are currently available: Women in Snow, Business Development, Technology and Innovation, Residential Snow and Pacific Northwest and Western Canada. Check out the details and get involved at www.sima.org/interest-groups

Cassandra Baron, ASM Earth Development

Nicholas Higgins, ASM Higgins Snow & Ice Management

Mariah Paul Snow Troopers Inc.

Derek Dillard Rocky Fork Company

Stephen Knott Knott’s Land Care

Robert Stephens Piscataqua Landscaping and Tree Service

Erik Dyba, ASM The Bruce Company

Lindsey Miller RPM Landscape Contractor

Davor Zeba The Grounds Guys of McHenry

Kyle Gravel Evergreen Yard Care

Ben Morin, ASM JC Grounds Management

KC Hallgren, Chief Business Officer

Cheryl Higley, Director of Education & Content

✓ Focused—Short, role-focused lessons

✓ Real—Field-tested

✓ Consistent—A single safety standard

✓ Credible—Designed by SIMA experts

✓ Repeatable—Quick onboarding for new hires

✓ Comprehensive—Training and resources for all levels

2025 SNOW & ICE AWARDS

Congratulations to this year’s SIMA member companies and team members who were honored at the 28th Snow & Ice Symposium in Grand Rapids, MI!

Charlie Snyder Environmental Management, Inc. (EMI)

Yesenia Dardon Tricon Group

Nelson Walker American Facilities Professionals

Shine the light on your team and honor excellence in snow and ice! The Snow & Ice Awards portal will be open for nominations in early 2026 and winners will be honored at the 29th Snow & Ice Symposium in Cincinnati, OH.

David Huot, CSP PENN FS

Israel Rojas Bates Landscaping

Sam Lutzel Coastal Companies

Jacob Howard, ASM Outdoor Pride Landscaping & Snow Management

DJ’s Landscape Management

Beverly Companies Bates Landscaping

Carrington Lawn & Landscape

Akehurst Landscape Service, Inc.

Earth Development

Clintar of Ottawa

Coastal Companies

Environmental Management, Inc. (EMI)

EPM Professional Grounds Services of Michigan

G. McNeill & Son Contracting Group, Inc.

North Point Outdoors

MSNW Group, LLC

Greg’s Lawn Service, Inc.

Ground Masters

Lucia Landscaping, Inc.

JC Grounds Management

NOT PICTURED:

Creation Landscaping and Lawncare

David J. Frank Landscape Contracting, Inc.

Lyons Landscaping

Monster Plowing Company

Navy Federal Credit Union

Oakridge Landscape Contractors

Landscape America, Inc.

Special thanks to Dig-It for sponsoring this year’s Best Places to Work in Snow & Ice awards.

Linehan Landscaping and Property Maintenance

Livingston Landscape

Outdoor Pride Landscape & Snow Management

MPS Property Services

Sneller Snow & Grounds

Strathmore Commercial Landscape Management Tricon Group, Inc.

Alan Steiman Symposium Scholarship

This year the SIMA Foundation awarded four scholarships to first-time Symposium attendees. (From left) Caleb Asselin, Caleb’s Services; Colton Brewer, Nature Pure Landscaping; Trenton Miller, GreenerConcepts; Jameka Spencer, American Facilities Professionals; SIMA Foundation Vice Chair Mike Mason, CSP; and SIMA Executive Director Martin Tirado.

Dean Fisher Innovation Scholarship

The winner of this year’s Dean Fisher Innovation Scholarship was Adam Thompson, owner of Salt Flap— a simple, practical solution designed to protect a truck’s back end from salt damage. Learn more at www.saltflap.com

shaped by snow

Getting serious about winter work put Coastal Companies on the path to success

BY

PATRICK WHITE // Photos by CS Marchand Photography, LLC

THRIVING WITH YOUTHFUL EXUBERANCE

The company’s culture embraces technology and a youthful energy that has helped the company grow and retain team members.

COASTAL CREW: President Jack Lutzel (far right), with company leaders (from left): Stephen Pezzuco, Jilian Geer and Meghan Geer.

Jack Lutzel skipped over residential and jumped right into commercial snow services.

Okay, maybe that’s a bit of hyperbole, but as a junior high school student he started clearing the walkways and storefronts at a small strip mall that his aunt owned across the street from his house. That experience and exposure got him more business — the non-paying kind — from his close-knit family who lived on the same street in the coastal beach

community of Westerly, RI.

“Of course, I had to do my mom’s house too, because if I didn’t…” Lutzel laughs. “Then there was my great uncle, who was next door. And my cousin was next to us on the other side.” Soon, he was the designated family lawn mower, and a career was born. “As soon as the seasonal people knew there was a lawn kid in town, it

just took off. I had the whole block at one point,” he recalls.

In 2012, when he was in high school, Lutzel founded Clean Cut Landscaping, and purchased a riding mower to help him mow lawns more efficiently. He recruited his younger brother and various friends to help him on his route. “From there, it just grew and grew and grew,” he explains.

coastal companies thrives with youthful exuberance

The Coastal Companies team leans toward the young side, led by owner Jack Lutzel, 28 — “I think other younger people might just gravitate toward me,” he guesses.

Recently, he’s noticed more younger people taking on key roles in the industry. “On the snow side, I’ve noticed that the older guys are starting to retire, and a lot of new young blood is starting to take over, which is awesome.”

That said, he believes this new generation of leaders must work to improve the snow industry’s appeal to the next generation of employees, especially given the current labor market.

“I tell my staff, when we interview somebody, they’re not pitching themselves to us, we need to be selling to them why they should want to come work for us.” Part of Coastal’s pitch is a 4-day, 10-hour work week; new, well-maintained and safe equipment; and paid training.

The company’s culture embraces technology and a youthful energy that has helped the company grow and retain team members.

For example, Client Relations Specialist Meghan Geer has the kind of can-do attitude that pervades the company.

“She and I were friends in high school. About five years ago she came in during a big snowstorm and said she wanted to shovel. I thought she was joking, because she had been working as a dental

From social media to tracking sales leads to communications to AI, the young leaders at Coastal Companies are using technology to drive the business forward.

assistant. But she said she wanted to do it, and she whipped that crew into shape,” he says. Since then, she’s learned the industry, how to operate equipment, and rocks sales. “She’s always reaching out to

STRIP MALL BEGINNINGS: Jack Lutzel’s first snow account was his aunt’s strip mall complex across from his house.

His parents were skeptical that this work would turn into a profession and insisted he go to college. “I went to one semester of community college and I hated it,” Lutzel explains. Instead, he jumped into the green and white industries for real. “I knew I could make a living. My plan was to work down at the beach houses, where people put a lot of money into their landscapes, and run this big high-end residential landscaping business. Snow was never really going to be a huge part of the business.”

Lutzel has indeed made a living, but his path has been much different than he imagined. Snow, it turns out, changed everything.

A stormy start

In winter 2013, Lutzel’s grandmother loaned him the money to buy a plow to try to make extra money. “It was brand new, and I was all excited,” he recalls. He admits that he didn’t really know anything about running a plow, which wouldn’t have been such a problem if he had a chance to start learning slowly. But Mother Nature had other plans.

Superstorm Nemo struck New England in February, where blizzard conditions piled up nearly three feet of snow in places along the Rhode Island coast.

Lutzel scrambled into action. “My stepdad actually went out with me and taught me how to plow. I just literally learned through trial by fire,” he says. “I had a couple small parking lots and a bunch of driveways, and it just kept snowing.”

After the blizzard ended, the cleanup continued for another week. “We were renting Kubota tractors from Home Depot to haul snow out of people’s yards and out of these parking lots.

Continued on page 18

people; and some of those contacts take literally years before you sign your first job, but that’s what she does.”

On the team side, Marketing, Recruitment and Retention Director Jilian Geer handles the company’s social media, coordinates hiring, and focuses on keeping the company’s employees in the fold. “We reach out, talk to them, ask them, ‘What can we do better?’ ” Lutzel says. “It’s important to celebrate their birthdays and ‘work-aversaries’. That small stuff is really important.”

Lutzel also notes the industry has turned toward technology more than ever, and Coastal is no exception. Meghan and Jilian are both “tech whizzes,” he says, which is great since it’s increasingly playing a role in the company’s operations.

He emphasizes the importance of clear and frequent communication, particularly in an industry with unpredictable work hours. For the younger generation, that’s where technology can help.

Coastal Companies utilizes emails and text messages to notify employees of storm updates. “We try to do it 48 hours, 24 hours and 12 hours in advance, just to let them know how things are looking.” Even if snow never develops, keep everyone updated, Lutzel emphasizes: “You can never over communicate. Let them know continuously. They are moving their schedules around for us, so we need to do what we can to accommodate them.”

•Safe on concrete (30 days after installation)

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Continued from page 17

It was just me and my one employee at the time, who still works for me today,” says Lutzel, who remembers the wad of cash he accumulated during that storm — easily enough to pay off the loan on the new plow. But more important, he says, “was that I learned a lot about snow during that one storm.”

The rest of that winter featured a series of smaller snow events that gave him a chance to learn even more. “It wasn’t a lot of snow, but I could see, there’s money in this.”

Getting serious about snow

After that first chaotic season, Lutzel started taking on more driveways and random small commercial properties, but admits “I still really had no idea what I was doing.” He would charge $50 to plow a driveway or $1,000 a season for a commercial account and think he was doing great (“I thought I was a rock star!”), only to realize later that the price was far too low. And when people started asking about salting, he said “yes” first and figured it out later.

“I ordered a ton of salt and had it dumped in my back yard, and then would just shovel it into my truck,” Lutzel recalls. “Then I would get on a

site and use a little fertilizer spreader to apply it. I’m sure people used to laugh when they would see that; I know I laugh when I remember those days.”

By 2016, Lutzel says, “I was beginning to think there was more to this industry, and I decided to venture out a little bit.” He attended his first industry conference. “Initially I was attracted by all the equipment on display, wondering what cool thing I could buy that would help me make more money. But then I started listening to the speakers; these were guys who owned their own companies, and they talked about how they got started, and how they had grown. And it just made me realize that there was much more going on in snow than I could see in my small town.”

While at the event, he met Michael Merrill, owner of North Country Snow and Ice Management, based in Glens Falls, NY. “I was young, and he helped me see that the industry is much bigger than what I thought it was, and that I could have a dream,” says Lutzel. “Afterwards, Michael worked with me as a consultant for a solid year, and he showed me all the opportunities that were out there.”

Merrill also introduced Lutzel to Bob Young, CSP, President/CEO of

TURNING TO MENTORS: Industry leaders such

K.E.Y. Property Services, Inc. in Palmer, MA, who became another influential mentor. “Bob is one of those guys who I could just call up after a bad day to talk about it, and he wouldn’t sugarcoat it; if it was something that was my fault, he’d tell me, and then we’d talk about what to do to fix it. Sometimes you just can’t connect with anybody else on those levels within your own company, so it’s nice to have an outsider looking in. Michael and Bob really made me second guess some of my plans and made me a better person.”

Rethinking and rebranding

With guidance from these mentors, Lutzel decided to both rethink the business model and rebrand Clean Cut Landscaping to Coastal Companies. The goal wasn’t simply to come up with a new name, but to recalibrate away from residential to focus on the commercial/ industrial market. About three years ago, Coastal Companies added facilities service, including concrete, asphalt, signage, and building repairs.

TOTAL SERVICE

APPROACH: Being able to provide facility services and building repairs helps Coastal make clients’ lives easier, and keeps them in the fold.

These days, the company has grown far from the confines of the small community where it started. It now covers all of Rhode Island, southeastern Massachusetts, southeastern Connecticut, and clients throughout New England who need help with projects.

Coastal Companies’ entire focus is to make life easier for its clients. Offering a wide range of services provides one-stopshopping convenience for commercial and industrial property owners. “We’re almost like a property management company,” says Lutzel.

He’s found that this total service

as Bob Young of K.E.Y. Property Services (left), helped Jack Lutzel expand his vision.

approach not only helps attract clients but also helps when it comes to pricing. “If we’re a little more expensive, I can say, ‘this is my value add to you.’ When you’re making their life easier, it makes them not want to say goodbye to you for someone who is just a little cheaper. If they have a problem, they call us. We take care of it.”

How to build a team

While assembling a team that can take on an array of different jobs is challenging, being able to offer diverse work opportunities is a strong selling point.

“We may have someone who is cutting grass, but we have to pull them off to go help one of the facility guys on a project,” says Lutzel. He notes that while working for Coastal, one employee has attained his commercial operator’s license and hoisting license; been trained on construction equipment; and done painting and carpentry. “These are all lifelong skills,” he says.

WELL-ROUNDED:

Coastal looks for team members with a diverse array of skills and a can-do attitude.

When hiring, he looks for people with a can-do attitude. “We hire a lot of people who have experience doing one thing, but we find that they do a lot of other things,” says Lutzel. “Tap into your team and ask them what they have the ability to do, what they want to do, and what they want to learn.”

He’s found that targeting potential employees who have grown up on farms, or attended high school vocational education programs, are great ways to find employees who have both a work ethic and the ability to do many different jobs. And he is fully committed to helping his employees flourish.

A new business advisor recently asked Lutzel what he really wanted to get out of Coastal Companies. Was it

status, money or the ability to retire? Lutzel realized that what he really wanted was “to grow a business where people can develop themselves.”

“I feel like we owe it to these people who come in every day and work [hard] for us that they can do better professionally; where they can grow into new roles. And if they come to a point where they supersede their role and they need to move on, that’s awesome. I feel if they are able to grow, then I’ve served a good purpose.”

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.

How macroeconomic trends may shape this winter’s season forecasting Profit

By BENJAMIN MECK

Another snow season is on the way. And this year, the forecast includes more than just flurries. Inflation is high. Interest rates are holding. Labor isn’t getting any cheaper. Across North America, contractors are bracing for unpredictable weather and an even more unpredictable economy.

Even in an unpredictable economy, you can plan ahead. There are seemingly countless variables to plan around, but studying macroeconomic trends and factors can help point you in the right direction.

Macroeconomics covers the big-picture forces—like inflation, interest rates, fuel supply, and government policy—that shape how money moves through the economy. You can’t control them, but they definitely control a lot of what your season costs and how your clients spend. Understanding current macroeconomic factors and adapting to them can help you keep turning those drifts of white into stacks of green.

Shared storm, same pressure, different ZIP codes

Inflation isn’t what it was at its peak, but costs are still high. Materials, fuel and equipment haven’t come down much. Whether you’re working in Alberta or New England, the squeeze on profit margins feels the same.

Tip: Lock in supply pricing where you can and build wiggle room into your contracts to account for changes.

Labor: Hard to find and more expensive

Good people are tough to recruit and even tougher to keep. Contractors everywhere are raising wages, offering bonuses and reworking schedules just to stay staffed. Labor laws and minimum wage changes aren’t helping.

Tip: Start hiring early. Keep last year’s best workers close. Offer incentives tied to reliability, and train for flexibility.

Equipment: Expensive to buy, slow to arrive

New gear is still pricey and often backordered. Used equipment costs just as much as it did when the market was red-hot. High interest rates make financing harder to justify. And tariffs between the U.S. and Canada are quietly pushing up costs for steel, parts and machinery.

Tip: Stretch the life of what you have. Tune up early. If you need new iron, explore rentals or seasonal financing options.

Insurance: Climbing premiums, stricter rules

Liability coverage keeps getting more expensive. Insurers are tightening up and some won’t write snow policies at all in high-risk areas. A couple of small claims can spike your premium.

Tip: Clean up your documentation. Use timestamped photos and solid service logs. Review your contracts with a focus on risk and liability.

Commercial demand: Some accounts are drying up

Office parks and retail centers haven’t fully bounced back. With fewer tenants, some sites are cutting service levels or canceling contracts. Essential sectors like healthcare and logistics are more stable.

Tip: Diversify. Focus sales efforts on sectors less tied to economic cycles. Offer bundled or full-season packages to keep clients locked in.

Politics: Uncertainty slows everything down

Whether it’s elections, new laws or shifting regulations, uncertainty delays spending and planning. Businesses stall hiring or delay capital spending. That trickles down to snow pros. Even broader policy moves, like oil production caps or trade spats, can hit fuel and parts prices hard.

Tip: Stay informed. Build flexibility into your staffing and service plans so you can adapt if something shifts fast.

Fuel: Price swings hit the bottom line

Fuel costs are jumping around. One week they drop, the next they spike. Global politics, refinery shutdowns, and supply issues have led to tighter diesel supplies across North America. In Canada, carbon pricing is making diesel even more expensive. In the U.S., strategic reserve drawdowns and overseas unrest are adding more unpredictability. A winter supply crunch isn’t off the table.

Tip: Use route planning tools to cut down on idle time. Lock in pricing if possible. Consider adding a fuel adjustment clause to contracts.

Pricing: Don’t let inflation eat you alive

Clients are cost-conscious, but so are you. Holding last year’s pricing when costs have climbed is a recipe for lost margin. The operators who thrive will be the ones who price with purpose.

Tip: Rework your pricing model. Know what every job really costs. Explain increases clearly and tie them to real costs, not fluff.

Efficiency: Your best bet for margin protection

You don’t need new machines to get lean. Routing software, GPS, and better communication tools can save serious money when used right. Even small operational wins can stack up fast.

Tip: Look at your workflow. Where do things slow down? Fix that first. Give your team tools that are simple and make a difference in real time.

Stay sharp, stay ready

There’s no magic solution for a tough economy. But there are smart moves that keep your operation running strong. Watch your numbers, stay flexible, and don’t let outside forces catch you flat-footed. Snow is coming. Trucks will roll. Crews will push through cold nights and whiteouts. Make sure your operation is sharp, steady, and built to handle whatever this season throws your way.

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

don't get in over your head

Structure your contracts to cover your bases

By DAVID GALLAGHER

Snow companies have long had to manage the pain of covering the overhead expenses of building and maintaining a prepared snow operation regardless of the amount of snow accumulation received.

I have worked with many teams to hedge their bets on snow with proper contract portfolios. Regardless of your market, every contractor serious about being in the business of professionally managing snow and ice should have a mechanism in place to offset — if not completely cover — their overhead regardless of snowfall or storm count.

Over the last 20 years or so, the idea of getting paid regardless of weather has become broadly adopted and has taken many forms, from retainers or readiness fees to seasonal contracts. The key is developing your sales strategy and talking points to address professional snow and ice management services as an insurance policy, not simply the delivered service.

I have also heard “my market won’t accept that” countless times. To that I respond, your market (customers) did things a lot of ways until you or someone else convinced them of the value in changing.

John Kotter said, “Leadership is always about change: it’s not about mobilizing people to do what they’ve always done well to continue to do it well.” Finding the approach that works will require trial and error as well as stepping outside of the way you’ve always done it.

Today’s world offers little room for ineffective, inefficient or unsustainable businesses. This makes it increasingly important to find ways to increase profitability in your business. Profitability affords you the resources to invest in new and better people, ideas, technologies, etc. If you are constantly struggling with profitability and cashflow, you can’t lead the necessary change.

Bringing this back to your snow business, it is imperative that you are compensated not only for the service you deliver during a storm, but also for being prepared for each storm and the requested outcomes of your service delivery.

Tiered pricing

I have begun to see a lot of clients receptive to signing tiered pricing contracts for snow.

Twenty years ago, we were driving seasonal fixed-price snow contracts in several markets, including the MidAtlantic, with a model that said we needed at least a 3-year term for it to be fair for both the contractor and the customer. The idea was that one year it would snow close to average, one year over, and one year under; so, at the end of the 3 years, it “came out fair.” This proved untrue more often than either party was willing to accept.

Out of this reality, the tiered seasonal concept has become a mutually beneficial approach. In this structure, a fixed price is set up to a total accumulation threshold of 10% to 20% below the running annual snowfall average; a second fixed amount for up to that average; and a third for up to 20% over (use your own creative

Regardless of how you go about it, it is imperative for the longterm success of your team that you have strategies in place to cover your overhead expenses and deliver consistent profit to the business.

brackets that fit your business).

The average used is determined best by evaluating your longest-standing average (often 50 or more years) against your last 10-year and then your last 3-year average. Comparing these numbers gives you a way to mathematically assume the possible snowfall total of the coming season. Disclaimer! This not a perfect science but more of an educated guess.

Readiness fees

If the tiered approach is too far from your current approach, consider a retainer or readiness fee. In this case you determine your “fixed” overhead cost and a methodology for spreading that cost across your customer base. It could be based on square footage or another metric you choose.

In low-snow markets, these fees are often billed against as services are delivered. If costs are specific to the customer or job — such as rented or dedicated on-site equipment — these fees might not be billed against, keeping the price of service delivery based on the direct costs of production.

Regardless of how you go about it, it is imperative for the long-term success of your team that you have strategies in place to cover your overhead expenses and deliver consistent profit to the business. When you are considering your options, don’t forget that no one did anything until they did it the first time.

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.

BUSINESS // STRATEGY

Clear the hurdles with strategy, mindset and investments plateau busters

By DAVID LAMMERS

Every business hits plateaus — those moments when growth slows, systems strain and momentum feels elusive. For snow and ice management contractors, these hurdles are predictable milestones, often occurring at revenue points like $500,000, $1 million, $3 million and $5 million. The good news? These challenges are surmountable with the right strategies, mindset and investments. Here are some ways that seasoned contractors navigated these growth plateaus and how you can replicate their successes.

Building a foundation

In the beginning, most snow contractors face common challenges: limited resources, wearing multiple hats, and trying to establish a reputation in the market. It’s essential to focus on building a reliable team, developing efficient systems, and delivering consistent service to earn repeat business.

Many contractors anticipate their first plateau around the $500,000 mark, but it often comes sooner. This is when operational inefficiencies, cash flow limitations, and the sheer workload start to test the foundation of the business.

Breaking the $1 million mark

Reaching $1 million in revenue is a significant milestone, but it comes with its challenges:

Scaling operations: Many contractors struggle with balancing increased demand and maintaining quality.

Cash flow management: Larger jobs mean more upfront expenses, requiring better financial planning. Team expansion: Hiring becomes critical to meet demand while maintaining service standards.

Why companies fail

The most common reasons that snow management companies fail include:

1 Poor cash flow management

2 Overcommitting without the resources to deliver

3 Neglecting client relationships during rapid growth

4 Failure to adapt to market changes or invest in new technology

Avoiding these pitfalls requires a focus on financial discipline, strong client communication, and regular reassessment of business practices.

Key strategies:

Invest in technology: Route optimization software and CRM tools can streamline operations.

Delegate wisely: Empower team leaders to handle day-to-day tasks, freeing up your time for strategy. Secure financing: Access lines of credit or equipment loans to manage cash flow and fund growth.

Importance of business planning

Short- and long-term business plans are invaluable. While some contractors grow organically without formal plans, those who set clear goals and benchmarks tend to navigate plateaus more effectively. Plans provide focus and a roadmap for growth, helping you anticipate challenges before they arise.

Learning from mistakes

One major mistake contractors often make is expanding too quickly without the infrastructure to support that growth. For example:

Overloading crews: Taking on more clients than your team can handle leads to service lapses.

Ignoring systems: Skipping investment in processes and technology can result in inefficiencies. Lesson learned: Grow sustainably by aligning your client base with your operational capacity.

Business management training: A must-have

Entering the snow and ice management industry often involves learning on the job. However, contractors who invest in training — whether in leadership, financial management, or sales — gain the tools needed to scale effectively. As the business grows, additional training becomes necessary, especially in managing larger teams and complex projects.

The pace of growth: Balancing act

Growing too fast can strain resources and damage your reputation, while growing too slowly risks losing market share. Contractors who succeed understand the importance of pacing their growth based on their operational capacity and financial health.

Capital investments for growth

To support growth at different revenue levels, contractors often need to make strategic capital improvements:

At $500K: Purchase or lease additional trucks and equipment to meet demand.

At $1 million: Invest in software for scheduling, dispatching, and tracking performance.

At $3 million and beyond: Build or upgrade facilities, such as salt storage or maintenance garages, to improve efficiency.

Funding these investments typically involves a mix of reinvested profits, loans, and partnerships with financial institutions.

Professional services for sustained growth

As businesses scale, outsourcing certain functions becomes necessary to maintain focus on core operations:

Accounting firms: Handle payroll, taxes and financial planning.

Business consultants: Provide objective insights into operations and strategy.

Marketing agencies: Help build brand awareness and acquire new clients.

Client relationships

As operations grow, maintaining strong client relationships becomes more challenging. Clients may feel neglected if communication lapses. Avoid this by:

Evolving hiring practices

Growth requires changes in hiring strategies:

1 At early stages: Prioritize reliability and basic skills.

2 As you scale: Look for specialized roles, such as operations managers or customer service representatives.

3 Retention: Offer competitive pay, benefits, and opportunities for advancement to keep top talent.

Referrals and incentives often play a critical role in sourcing quality candidates, especially during the seasonal hiring rush.

• Assigning dedicated account managers

• Regularly checking in with key clients

• Delivering consistent service, even during peak demand

Avoiding micromanagement

With growth comes the temptation to micromanage every aspect of the business. This approach stifles team autonomy and creates bottlenecks. Successful contractors delegate responsibilities and trust their team, focusing their own efforts on strategy and long-term planning.

Overcoming business plateaus requires foresight, adaptability and intentional investments. By learning from the experiences of others and staying proactive, you can position your snow and ice management business for sustainable growth and long-term success. Whether you’re aiming for $500,000 or $5 million, the principles remain the same: build a strong foundation, empower your team, and never stop planning for the next milestone.

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

WITH MARTY GRUNDER

Leading through the storm

A strong snow team doesn’t happen by accident. It’s built on trust, clear expectations, good communication and, of course, the right incentives.

When I think about leading a snow team, I think about 2 a.m. phone calls, sideways snow, trucks that won’t start, and a crew that’s tired and cold. If you’ve been in this business long enough, you’ve had nights like that — where everything that could go wrong does — and you still must deliver.

That’s when leadership matters most.

I’ve learned over the years that a strong snow team doesn’t happen by accident. It’s built on trust, clear expectations, good communication and, of course, the right incentives — and it starts long before the first flake falls.

Set the tone early

The best snow teams know what’s expected of them before the season starts. If your crews are unclear on when they’re supposed to be available, how they’ll be dispatched, or what happens during an event, you’re going to have a rough winter.

Take the time this month to lay it out. Test drive your routes; schedule a “snow rodeo”; review safety procedures; and clarify roles within the team.

Getting back to the basics is the key: if there’s any confusion now, it’s going to compound into major issues when it’s 4 a.m. and there’s snow on the ground.

Make people feel valued

Why does snow never fall during daylight hours? I’m sure a meteorologist could explain this, but the bottom line for contractors is this: snow removal work often means unpredictable hours, working through the night, and driving in dangerous road conditions. We’re asking a lot of our teams, and we need to make sure these snow fighters know how appreciated they are.

We pay our team members a 30% hourly snow bonus on each snow or ice hour worked; so a team member who earns $19/hour during the landscaping

season earns $24.70 for each snow hour. This compounds if they hit overtime hours, too. Money isn’t the only answer here, but it is a big part of getting our team excited about snow instead of dreading it.

Lead from the front

If you’re sitting at home while your team is out plowing, you’re sending the wrong message. I’m not saying you must be in a truck for 12 hours, but your team should know you’re with them — that you’re monitoring the storm, checking in, and available to solve problems. Everyone on our team has a role during a snow event, even if that role is just making sure the snacks and energy drinks are stocked at the office so crews can grab something when they stop back. Our leadership team members have been known to be out in loaders pushing snow, driving around to drop off snacks, or even working a sidewalk crew.

Your attitude makes a difference

A bad attitude never makes a situation any better, and we have to keep our mindset positive. That’s sometimes easier said than done, so I try to remind my team of all the people we’re helping each time we go out on snow and ice runs.

Last year we had a large snow event that pushed our limits and tested our systems. Truthfully? Some of these systems failed. We got more snow in a 4-day span than we’ve gotten in an entire season some years. Our team was tired and morale was low as the first snowstorm was getting cleaned up, but the forecast called for another 6-8 inches of snow to come in 24 hours. We got through that event by working together as a team, taking breaks when we could, and all chipping in. It’ll be the secret to success in 2025-26, too.

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

The hidden key to profitable residential snow safety sells

By TORY CHLANDA

Like many snow professionals, I started with little more than a pickup, a plow, and the will to push through winter. I can still remember the long nights chasing snow, the early morning wakeups, and the constant question hanging over each season: Was it all worth it?

For a long time, I assumed residential snow removal was simply a necessary evil — a breakeven service that was barely worth offering. The market was saturated with low-cost competitors who treated snow removal like a side hustle, undercutting prices and reducing the service to a commodity. Building something sustainable in that environment felt almost impossible.

Then everything changed — and it changed because I stopped focusing on plowing and started focusing on safety.

Mindset shift changes everything

The turning point came when I stopped trying to be the cheapest and started working to become the most valuable. I realized that homeowners aren’t obsessing about being first on a route or explaining why they “need” to be cleared early.

What truly matters to them is the disruption that winter weather

brings to their daily lives: icy steps, inaccessible driveways, missed appointments, unsafe conditions for family and visitors, and the constant uncertainty of when help will arrive. What they want isn’t just snow cleared — they want to feel safe, informed and in control.

That insight reframed everything. I began to understand that I wasn’t selling snow removal — I was selling peace of mind. Once I repositioned our company around the idea of safety as a service, the way clients responded — and the way we operated — was transformed.

Safety as a business model

This shift wasn’t just philosophical. It had a real and measurable impact on our operations, customer relationships, and overall profitability.

Systems buildout. We started by overhauling our internal systems. I developed a clear, structured approach to residential snow management that included more than just plowing. We created a comprehensive service offering that addressed the full range of winter hazards — deicing, walkway treatments, roof raking, pre-treatment plans — all designed to proactively prevent problems, not just react to snowfall.

Detailed response. Every type of snow event was matched with a detailed operational plan. Our crews followed standardized procedures and received focused training on safety, quality, and efficiency. We also kept

equipment prepped and ready for rapid deployment to minimize downtime. The goal was simple: deliver consistent, professional results with every storm, no matter the size or timing.

Communication and tech are key. But great service alone isn’t enough if clients don’t know what’s happening. That’s why we invested heavily in communication and technology. We implemented a CRM and back-end system that made it easy to stay in touch with customers. Automated weather alerts kept them informed, while service notifications before and after each storm built confidence and transparency. We also started sending photo verification of completed work when needed/requested — a simple but powerful way to show accountability and professionalism.

Clear invoicing. Our billing process became just as clear and predictable as our service. We eliminated surprises, reduced questions, and made it easy for clients to trust us, storm after storm.

Strategic marketing. And just as important as how we operated was how we marketed. We moved away from generic service lists and instead told stories that connected with what our clients truly cared about. We talked about preventing injuries on icy steps, keeping access open for emergency vehicles, and avoiding costly liability from unshoveled sidewalks. Every message reinforced that our focus wasn’t just clearing snow — it was protecting people. We supported those claims with proof: staff training, industry affiliations such as our SIMA membership, and a proactive mindset that made safety the foundation of our brand.

Easier to run — and easier to love

The impact of this shift was immediate. Clients began to see our value not as a cost, but as a solution. We stopped having to justify our pricing, because we were no longer just another truck with a plow — we were their winter risk partner.

They renewed year after year, even when rates went up.

Team pride grew

Our staff also responded in a big way. Once they understood that we were making a real difference in people’s lives, they took more pride in their work. This wasn’t just a job anymore — it was a mission. It gave our team a shared sense of purpose that helped with morale, quality and retention.

And perhaps most importantly, I found a new sense of stability as a business owner. Instead of worrying every winter about whether we’d scrape by, I started seeing the snow season as a valuable part of our business — one that could be planned, scaled and relied upon.

It’s time to raise the standard Shifting our focus to safety allowed us to build a residential snow business that works — financially, operationally and

culturally. It helped us scale on our own terms and gave us the ability to offer meaningful winter work that supported both our team and our bottom line.

If you’ve ever felt like residential snow services are a grind with no upside, I want you to know there’s a better way. It starts with rethinking what you’re really offering. When you sell safety, you elevate the conversation, you attract better clients, and you create a service that people are not only willing — but happy — to pay for.

So, this winter, ask yourself: Are you selling snow removal or are you selling peace of mind? Because safety sells. And when you lead with it, you build a snow business that doesn’t just survive — it thrives.

Tory Chlanda is a 25-year veteran of the snow and ice management industry and the founder of Better View Landscapes in Hadley, MA. Contact him at tory@betterviewlandscaping.com.

By MIKE McCARRON

In today’s increasingly competitive and ever-evolving business landscape, technical skill and grit aren’t enough by themselves. Success is built not only on what you know but who you know—and, more importantly, how you collaborate with them.

Networking isn’t just exchanging business cards at formal events. It’s about forging meaningful connections

•

•

•

• Salt Spreaders

• Pre-Wet Systems

• Genuine Parts & Accessories

with other business owners and professionals, especially those outside your industry — to gain fresh insights, solve problems and innovate faster.

Cross-industry networking is an overlooked superpower. Building genuine relationships with people from other service trades can lead to game-changing shifts in your business practices, regardless of your service line. If you solely rely on social media marketing, you are missing a huge opportunity to grow your company in today’s fast-paced, decision-making world.

Value of cross-industry dialogue

Too often, business owners limit their network to peers within the same industry. While it’s essential to stay informed about what’s happening in your field, there’s a unique edge in talking to those who aren’t doing what you do. Tradespeople, creatives, restaurateurs, mechanics — everyone operates under unique constraints and perspectives. When you speak to them, you don’t just exchange pleasantries; you exchange philosophies.

Here are three solid examples of cross industry learning and takeaways:

1 A plumber might handle scheduling with precision due to emergency calls — an approach that could help a hair salon reduce last-minute cancellations.

2 Snow fighters / landscapers often juggle unpredictable weather and client expectations. Their workflow strategies may offer inspiration for managing customer service in retail and service-on-demand industries.

3 Electricians prioritize safety and regulation compliance. Their methods can teach others in hospitality or logistics about risk management practices.

In these conversations, you’re not just hearing about how someone runs their business, you’re unlocking transferable wisdom and strategies that can reshape your operations.

Referrals working with other trades

Consider a small remodeling business that started working with local HVAC professionals. Beyond referrals, this relationship uncovered key insights:

• HVAC teams use seasonal promotion cycles effectively. This inspired the remodelers to structure their marketing calendar similarly, like we do in snow and seasonal landscaping.

• The HVAC crew’s intake forms and job-tracking methods were adapted to streamline project management.

• Shared customers helped both businesses understand the full customer journey and identify service gaps.

Through regular conversation, these businesses didn’t just grow leads — they grew smarter. The power of a solid referral in today’s market helps you get a serious leg up on your competition since you are already partially vetted for professionalism and accountability.

Make networking a lifestyle

In a world where change is constant and competition fierce, no business owner should go alone. Networking across industries allows you to gather insights, sidestep pitfalls, and approach challenges with fresh eyes. I have found that through a simple lunch or unexpected encounter at the supply house, a conversation breaks out about real-time issues that are relevant to our marketplace.

It’s about building relationships that go deeper than the standard handshake. Whether you’re learning how a local carpenter schedules jobs, gaining insight on marketing from a florist, or simply hearing how someone else weathered a tough year, every conversation can be a catalyst for growth.

So next time you think of networking, don’t picture a stuffy mixer. Picture a roundtable of minds, each with something unique to offer — and everyone walking away better than they came. It’s the tiny nuggets that you gather over time that will someday become worth a fortune.

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.

training for success

Consistency and flexibility can elevate professional development

BY EVAN TACHOIR

BY JENNY GIRARD, ASM

To get the most out of your employee training, it’s important to understand how adults learn. While children can take in large amounts of new information through traditional classroom teaching, adults need to apply what they learn on the job and relate the material to their work in order to retain it, grow their skills, and produce better results.

According to the “70-20-10 Model”, 70% of adult learning comes from experience and reflection; 20% comes from relationships; and 10% comes from formal classroom training. Let’s explore what this means for training your team.

70-20-10 Model

70% of adult learning comes from experience and reflection

20% comes from relationships

10% comes from formal classroom training

Trainer selection

When selecting trainers, they need to be proficient in the skills they teach, and they need to build psychological safety with the trainees. Psychological safety means the trainee feels safe to speak up, ask questions, and surface concerns without fear of negative repercussions.

set a schedule

To train consistently, think about your workflow, which is your company’s regular meetings and communication channels. Some examples:

1 INCLUDE TRAINING TIPS

When reaching out to snow staff each week to check availability, send them a text/email with a training tip, such as safe shoveling best practices.

2 DEMONSTRATE BEST PRACTICES

Take 5 minutes in a daily huddle to demonstrate a best practice relevant to the week’s work. For office staff, you can do the same thing in your regular meetings.

3 MAKE TIME FOR 1:1s

Manager/Employee 1:1s, which are a best practice, are a great opportunity for employees to share with their manager what they are learning and how they are applying it at work. Managers can use this time to give feedback and coach their employees.

4

CONSUME INDUSTRY CONTENT

Read industry articles and listen to industry podcasts and discuss what you learned and how you’ll apply it at work at a team meeting, 1:1 or morning huddle.

Everyone learns differently

The trainee may be new to the task and/or your company, so patience is a must. Start by asking trainees how they like to receive feedback and how they learn best. Some people learn visually through diagrams and pictures. Others learn by reading instructions, listening, or by doing things hands-on.

Don’t forget on-the-job training

When designing training, include shadowing and reverse shadowing as key components, as they align with the 70% of adult learning that occurs through on-the-job experience. Shadowing is where the trainee watches the trainer perform a task or process while the trainer explains each step. As part of shadowing, the trainer should pause to check understanding and allow time for the trainee to ask questions.

Shadowing should be followed by reverse shadowing, which is when the trainee performs the task under the trainer’s direct supervision. Allow the trainee room to “figure it out” while you observe them as opposed to jumping in at the first sign of a mistake. The more the trainee practices, the more they build their working knowledge and confidence. After reverse shadowing, provide feedback. Recognize what they did well and coach them on where they can improve.

Don’t flood them with info

In addition to making training hands-on and applicable to the job, do it consistently and in small bites as part of your day-to-day workflow. Some companies make the mistake of conducting all-day trainings where a lot of information is shared in a short period of time.

This is like dumping a large bucket of water on someone to cure dehydration. Most of the water won’t be retained, and the end goal won’t be accomplished. The better approach is to give the dehydrated person small amounts of water to drink each hour. Consistency over time will allow for proper processing of the water and will solve the issue. This same principle applies to training.

Stick to your game plan

Now that you know how to train based on how adults learn, the most important next step is to do it consistently. Consistency leads to transformation over time. Here’s to continued growth!

Evan Tachoir is founder of Jack of All People Trades, HR/People Consulting. Contact him at evan@jackofallpeopletrades.com.

Become a snow company that carriers want to insure playing favorites

By KEN BOEGMAN, JR., CSP, ASM

When it comes to insurance in the snow and ice management industry, we’re not in the same landscape we were even a few years ago. Carriers are walking away from the snow sector, underwriting is tougher, and premiums are skyrocketing. But not every company is treated the same, and not every premium jump is inevitable.

The truth is that many contractors unknowingly send up red flags during the insurance procurement process. Others don’t realize they can actively shape their risk profile — and their desirability as a client — long before they talk to a broker.

This article will walk you through what underwriters really look for, and how every role, from leadership to admin, can contribute to making your company the kind that carriers want to insure.

Continued on page 38

EDITOR’S NOTE:

This is the first article in a sixpart series focused on practical risk strategies across the snow season. Additional topics in the series:

October: How Documentation Builds Your Legal Defense

December: In-Season Documentation that Defends

February: Managing Risk in Real Time

April: What to Keep and How to Store It

June: Contracts that Protect, Not Expose

Executives

Executive leadership plays a critical role in setting the tone and strategy for insurance positioning.

Start by asking yourself:

• Are our contracts written to protect our company, not just win the job? On that note, do we have a contract, or are our customers signing a proposal?

• Do we have training documentation that would hold up in court?

• Could we retrieve any slip and fall report, time sheet, or service log from the last six years within minutes?

Work with your broker or insurance consultant to prepare a narrative and data package that reflects who you really are — not just what happened last year.

Also, consider engaging with an industry consultant to evaluate your risk profile from a carrier’s point of view. It’s often the missing piece that changes everything.

operations make the invisible visible

Operations staff are the boots on the ground and the linchpins of defensible documentation. But unless your work is recorded, time-stamped and clear, underwriters won’t be able to see it, which won’t help your case.

Ensure your team is:

• Logging every service occurrence in REAL TIME when services are performed (time, task, materials, weather)

• Taking appropriate notes on any refreeze treatments or other non-standard services

• Using consistent formats for call logs, inspections, and post-event reports

Ensure your team is NOT:

• Solely using photos to document services preformed and/or final property conditions after service

• Solely using GPS to document services performed and/or property service times

• Using different processes from one storm to another Carriers love to see predictability and repeatability. Your documentation is proof that your company isn’t just reacting, you’re operating with control.

admins simplify annual insurance prep

While executives or owners may lead the charge in insurance negotiations, administrative professionals often carry the weight of assembling the data that shapes how your company is perceived. From contract files and training logs to service documentation and safety records, much of what brokers and underwriters evaluate originates from systems you help maintain. If that responsibility lands on your desk each year, here’s how to make the process smoother for you and for your company’s bottom line.

Build a centralized archive — and use it

Start by establishing a single, secure digital location where you store the records that insurance carriers care about most:

• Executed contracts (with clients and subcontractors)

• Training logs, including dates, topics and attendees

• Service records by occurrence: Who did what, when, where, and with what materials

• Slip and fall incident reports and follow-ups

• Equipment inspection and maintenance logs

• Any correspondence tied to liability or property performance

This doesn’t have to be complicated. Even a well-organized folder structure on a shared drive works if it’s backed up and consistently used year round.

Know what insurers want and don’t want

Make “pulling reports” a monthly habit

Don’t wait until renewal season to scramble through the year’s worth of documentation. Set a recurring reminder to export or archive key reports regularly. For example:

• Training logs after each session

• Storm summary reports after each major event

• Incident reports and follow-up actions within 48 hours

These can be added to a “Carrier Packet” folder throughout the year, making you well-prepared when your broker asks for supporting documents.

Work with operations to standardize input

Your job is easier when the data comes in clean. Partner with your operations team to standardize how service logs, training attendance, and safety incidents are reported. If everyone’s using a consistent format (whether through software or a shared form), it reduces time spent sorting or clarifying later. Be sure you know:

• How to create templates or checklists so field leaders know exactly what’s expected

• What to include in a post-event log

• How to label photos or GPS data (if used – which is NOT recommended)

• What constitutes a “complete” slip and fall report

Not every piece of data you collect is useful for insurance purposes. Focus on records that show consistency, professionalism and risk awareness. These include:

• Consistent documentation across all job sites

• Evidence of pre-event planning (site maps, trigger logs)

• Proof of follow-through (refreeze mitigation, emergency responses)

At the same time, be extremely cautious about including sensitive or poorly framed materials like ambiguous photos or raw GPS data that could be misinterpreted without context. Keep in mind, it is safer to have no data than the wrong data.

Create a summary dashboard

Before renewal season, create a one-page internal dashboard that summarizes:

• Total events serviced

• Training hours completed

• Number of active job sites

• Number of claims filed (if any)

• Any major incidents and how they were handled

This isn’t just a convenience for your leadership, it shows your broker that you run a tight, well-documented operation. When you can hand over organized materials and clear summaries, your company becomes more insurable, and sometimes more affordable to insure.

RISK MANAGEMENT // INSURANCE

Why carriers are walking away

Before we talk about solutions, it’s important to understand the problem. Insurance carriers are fleeing the snow and ice market for a few reasons:

• Unpredictable risks due to the lack of regulatory standards and inconsistent service scopes

• Uncontrolled jury awards in slip and fall cases

• Overconfidence and poor documentation (under or over documenting) among contractors

• Limited understanding of liability exposures at both the contract and operations level

To a carrier, unpredictability = risk. And risk = higher premiums…or a flat-out refusal to quote.

But there’s good news: You can flip the script.

What underwriters actually look at

Most contractors assume pricing is based mostly on past claims or loss runs. While that’s one consideration, it’s not the whole picture. Underwriters evaluate:

• The language and structure of your client and subcontractor contracts

• The completeness and consistency of your operational documentation

• Your company’s approach to incident response and follow-up

The Strategic Checklist: Are You Ready?

Contracts reviewed and updated with indemnification and defense language

Training records for all employees (dated and signed)

Service documentation archived by occurrence

Emergency, refreeze, and incident logs stored securely

Photos and GPS use reviewed with legal input

Year-end dashboard ready to summarize operations

• The depth and documentation of your training program

• Whether your records show risk awareness and professionalism

Think of it this way: Insurance companies are betting on your ability to manage risk. You can’t just say you’re safe. You have to prove it.

Insurance doesn’t have to feel like a gamble. By taking strategic, documented steps throughout the year, your company can sit in the driver’s seat — not just the hot seat — when renewal time comes.

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

EVERY SUPERHERO NEEDS A SIDEKICK

We don’t throw around that title, Superhero, lightly. But snow and ice operators save the day all winter long —so the title fits the job. Now meet your sidekick: The XRS™ Automatic Winged Blade.

Trusted on skid steers for years, the XRS is one of the most adaptable and user-friendly plows in the galaxy—led by automatic wings that anticipate your every move. FISHER® Nation specifically requested this truck-mounted version— so we’re answering with unmatched scrape, six degrees of oscillation, and Trip Edge technology. Let’s just say winter will need all the luck it can get. THE XRS™ AUTOMATIC WINGED BLADE Dig in at FISHERPLOWS.COM

Efficient, documented processes make the difference between chaos and control

By ERIC HAUGEN

LET’S BE HONEST, if you’ve been in snow removal for more than a week, you’ve probably had that call. The one that comes in at 2 a.m. from an upset client wondering where your crew is, why the lot isn’t cleared, and whether you’ve forgotten how to tell time. We’ve all been there. It’s not fun, but it’s also not inevitable.

The difference between chaos and control usually comes down to one thing: a clear, well-documented workflow. If you've ever found yourself on the receiving end of that call — while coordinating crews, fielding complaints, and wondering who drove off with the salt spreader — you’re not alone. The reality? Snowstorms are unpredictable, but your operation shouldn’t be.

The snow industry doesn’t lack intelligent, hard workers. It lacks hardwired workflows: documented, repeatable systems that keep your business moving forward when everything around you is frozen.

Do you have a plan—or a panic button?

Most snow contractors will say they “have a system.” But if that system lives in one person’s head or relies on everyone just “knowing what to do,” it’s not a process. It’s a liability waiting to happen.

Before last season, I sat down with a client and his management and admin team to talk about structure, position expectations and the power of photo documentation to reduce risk. The energy in the room was great. Everyone was excited to bring clarity to their roles. We joked they might finally get some sleep that season.

Then came the call.

Just weeks later, the business owner experienced a slipand-fall incident on one of their sites. What went wrong?

The regional supervisor in charge of ice melt buckets didn’t know it was their job to make sure they were filled. The operators skipped using their site photo documentation program. And the assigned hand crew was late due to a lastminute rerouting that no one confirmed. The fallout was immediate and expensive.

This wasn’t a case of laziness or bad intent. It was the lack of a process and follow through. Everyone assumed someone else was taking care of it. And without clear expectations, accountability, and a shared system, the cracks showed when it mattered most.

A process becomes the brain (and a margin driver) “Workflow” might sound like another buzzword, but in snow removal, it’s a lifeline and a margin driver. For instance, an efficient workflow process ensures quality, response time, accident prevention, and reduction of costly insurance claims. It serves as the organization’s decisionmaking tool and is ideal when a situation demands prompt action.

A well-documented process tells your team what to do, when to do it, and how to confirm it’s done — before the storm hits. It also tells your billing department exactly what was done, by whom, and when, so invoices don’t sit in limbo while you track down handwritten logs or post-storm photos from someone’s camera roll.

Documentation is more than record-keeping; it’s a financial strategy. When time logs, site photos, materials usage, and service records are captured in real time, billing becomes immediate, not an afterthought. That accelerates cash flow, reduces accounts receivable delays, and helps you stay ahead on accounts payable, which is especially critical when you’re fueling trucks, ordering salt, and paying crews on tight winter timelines. Plus, your margins can be monitored in real time to expose inefficiencies.

Process is the only thing you can control

You can’t control storm timing, last-minute client requests, or the 4 a.m. mechanical failure. But you can control how your business responds.

Draft

a

workflow process without losing your mind

Through working with various companies to develop sustainable and profitable business models, I have found that the process can be fun and exciting for participants. And though you may be one of those folks that enjoy color-coded flowcharts, Google algorithms, and 23-step decision matrices, they aren’t required during the development. The truth: it doesn’t need to be complex to be effective.

A good workflow can start with a simple, four-question framework:

WHERE IS IT DOCUMENTED OR TRACKED?

Be specific: apply ice melt, confirm route start, upload photo, etc. Not “someone” — name the role or the person. Is it entered in an app? Logged in a spreadsheet? Texted to a supervisor?

HOW WILL WE KNOW WHEN IT'S COMPLETED?

OPERATIONS // STRATEGY

Continued from page 39

Documented workflows bring consistency to an industry where nothing else is consistent. They create continuity across shifts, crews, and even chaotic weeks when the snow just doesn’t stop. And they protect your business against slip-andfall claims, missed routes, delayed

response times, and operational burnout.

And let’s be clear: workflows aren’t just for isolated storms. A single snow event might last eight hours, but the snow season lasts months, and it rarely plays fair. Ice events that drag on for a week, back-to-back storms, early thaws followed by refreezes —

they all require different approaches. But the framework behind how you assign work, verify completion, communicate changes, and bill services? That should stay consistent, storm to storm.

That’s why the most successful companies don’t just build a preseason plan and call it good. They run mid-season reviews to see what’s working and what’s breaking, and adjust the processes based on any unintended consequences. They hold postseason debriefs when memories are still fresh and equipment is (mostly) intact. And they use those insights to shape preseason planning the following year and fine-tune processes, because let’s be honest — by the time July rolls around, we’ve all forgotten just how sideways things went in January.

If it’s not written, it’s not real Every business thinks they have a process — until something breaks. Before I sold my business, I learned the hard way when I discovered during the first storm, on Black Friday weekend, that one of our largest retail centers had no assigned operator. Then the blame game begins: “I thought that was his job,” “No one told me the route changed,” or “I didn’t know we had to clock in.”

I have yet to meet an insurance attorney who simply says, “I'll take your word for it” about a slip and fall. If it’s not written, it’s not a real process.

Your workflow doesn’t have to be fancy. Just functional. And it has to live where your team works — in the field, on their phones, or on a route sheet taped to the dashboard. Don’t bury it in a binder. Make it actionable and stay consistent.

The processes are meant to be sustainable and long term. Give them time to succeed without pivoting every time you discover an unintended consequence (and they will present themselves). You can always make adjustments during pre-, mid- and postseason reviews.

I have yet to meet an insurance attorney who simply says, "I'll take your word for it" about a slip and fall. If it’s not written, it’s not a real process.

Involve your team

But here’s the real secret: don’t build it alone. The people on your team — the plow drivers, sidewalk crews, dispatchers, mechanics, account managers and office administrators — are in the daily trenches. They’ve seen what breaks down, what gets missed, who clocked in and what really happens at 3 a.m. They don’t just deserve a voice in the process, they’re essential to it.

When your team is involved in building the workflow, you get better insights and better buy-in. People are more likely to follow a process they helped create. And that’s when a process becomes a culture and not just a checklist.

Sustainability

As snow contractors, we live and breathe the unpredictable. But our businesses don’t have to be reactive. When you build a workflow that covers your customers, equipment, documentation, data flow and seasonal rhythm, you’re not just staying afloat during winter; you’re creating something scalable, stable and sustainable. Your clients, team members and income statement will thank you. Imagine having confidence in the job cost report! Imagine having the property manager view a report that is delivered on time, and consistently.

Processes don’t kill flexibility. They give you the structure to be flexible without falling apart. And when the inevitable chaos arrives, the companies that planned ahead won’t be improvising. They’ll be executing.

Eric Haugen has over 25 years of experience in the landscape and winter management industry. He specializes in financial metrics, technology management, workflow processes and operational efficiencies in his role with WIT Advisers. Contact him at ehaugen@witadvisers.com.

Elite snow ops teams are built on strong project management

By DANNY KERR

IF YOUR SNOW OPERATION runs on middle-ofthe-night texts, vague route instructions, and lastminute equipment swaps, you're not alone.

For many snow and ice management companies, “reactive” feels like the only way to survive the season. But what if you could actually plan for the storm instead of just responding to it?

We coach contractors across North America — including plenty in snow and ice — and we’ve found that project management is the overlooked lever that separates the stressed-out operators from the calm, confident ones.

The snow contractor’s PM dilemma

Let’s be honest: “project management” sounds more like something for general contractors building condos, not crews clearing parking lots. But think about it.

• Your jobs are weather-dependent and high-stakes

• You’re managing dozens of moving parts under pressure

• There are tight levels of service, liability concerns, and client expectations through the roof

• You need clear delegation, fast decisions, and zero excuses

If that’s not a project, what is?

The problem is most snow ops don’t have a real PM system; they have a dispatcher, a spreadsheet, and a prayer. Maybe a foreman with good instincts. That might be enough in year one or two, but if you’re growing fast, it’ll collapse under pressure.

Signs your project management needs work

If any of these red flags show up regularly in your operation, it’s a good sign your PM systems aren’t keeping up: You’re the bottleneck for everything. You still get pulled into every last detail: scope changes, irate clients, equipment issues. A good PM system creates self-sufficiency.

Job instructions vary from crew to crew. If your morning launch looks different every day and your people rely on gut feel instead of clear standard operating procedures, you’re flying blind.

snow & ice project management

You don’t need a giant software platform or a PMP certification. You need four things, working in conjunction:

Yes, even for snow routes. Snow work doesn’t come with blueprints, but you still need a plan. This means having:

• Route maps and site diagrams

• Crew assignments with backup coverage

• Pre-trip checklists for each equipment type

• A clear command structure for overnight shifts

This sounds obvious, but it’s shocking how many snow companies skip this part. The result? Everyone’s guessing, and your clients feel it.

Your project managers aren’t just keeping track of plows, they’re managing expectations. That means scheduled check-ins with site contacts, defined channels for escalation, and a consistent meeting rhythm with your team. Not random phone calls or “just text me” instructions.

Your team looks busy, but the outcomes don’t match. Snow removal is physically demanding work, but if effort isn’t translating into predictable results, you may have a project coordination problem, not a labor one.

No one really knows what “done” looks like. If your crew finishes a site and the client still calls to complain about a missed loading dock, then expectations weren’t aligned, which means scope, quality or communication broke down somewhere upstream.

So… what’s this gonna get you?

We get it — you’re not reading this for fun. You want results. Here’s what we’ve seen snow and ice companies achieve when they tighten up their project management:

• Jobs that run smoother, even in surprise storms

• Less dependence on the owner for every single decision

• Higher net profit, because things get done faster and cleaner

• Stronger client relationships (hello, renewals and referrals)

• PMs who take pride in their work and grow into real leaders

It doesn’t have to take years. A few key systems can create a massive shift in how your company performs and how your team shows up under pressure.

It’s not about more control. It’s about less chaos.

At the heart of this is one idea: project management is about alignment. It’s about getting the right people on the

We’ve pulled together a free toolkit for snow and ice operators looking to uplevel their project management. It includes:

• A customizable employment agreement for project managers

• Our Goal Setting & Review (GSR) meeting template

• A plug-and-play project communication plan

• A simple project status report to track performance Scan the QR code to download all four in one go.

right jobs, with the right expectations. When that’s working, your operation feels calm — even when the weather isn’t. And when you start the season with real systems, instead of just hoping your people “figure it out,” you don’t just survive snow season. You thrive in it.

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

The best-run snow companies we work with use a weekly Goal Setting & Review (GSR) process to keep their PMs accountable. It’s a simple, recurring 30-minute meeting where they track job progress and efficiency; crew performance; what’s working, what’s not, and what needs support. It may feel like “one more thing” in a busy season, but these conversations often prevent the bigger issues from happening.

Let’s say one of your PMs is falling short. Do you have a structured way to coach them? Or maybe they’re crushing it. How do you know for sure?

One of the biggest upgrades snow business owners can make is switching from intuition-based management to system-based accountability. That includes:

• Written job expectations (so your PM knows what success looks like)

• A simple project status report that logs wins, blockers and escalations

• Bonus structures tied to quality and efficiency, not just hours worked

This doesn’t just make your life easier. It creates a culture of ownership, where your team feels proud of their work and knows how to improve.

the right people in the right roles

Let’s be real: a lot of PMs in snow operations are just glorified firefighters. They hustle hard and care a ton…but they’ve never been trained on how to think like a project manager. That’s on us as owners.

What makes a great PM isn’t just experience behind the wheel — it’s a few key traits:

• Attainment: They set clear goals and hit them. They don’t wait to be told what to do — they lead with intent.

• Problem-solving: They show up with solutions, not just issues.

• Tenacity: They’re relentless about follow-through. They hold others accountable and don’t let things slide “just this once.”

https://trybta.com/SIMA-PM

Hiring for these traits — and coaching them properly — will change everything.

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

contraindications of brine

Should granular be your go-to for certain events?

By KEVIN MAHON, CSP

Brine is a great tool, but it shouldn’t be your only tool. In the last few years, the industry has heavily invested in liquids, which is a big win for both contractors and customers. Liquids are a great way to control where salt is applied and they quickly create a barrier to protect surfaces. They also are a way to reduce your salt usage; but depending on the storm, you may be better off spreading granular salt.

Water below 32˚F is dangerous. While effective in stopping ice from bonding to surfaces, the main goal of a salt application is to keep winter precipitation in a liquid state and to reduce its freezing point below ambient temperature. This allows water to evaporate so surfaces can eventually dry out. Both granular and brine can do these things, so does it matter which one you choose?

To use a medical term, a “contraindication” is a condition that makes a particular treatment or procedure inadvisable. Just like there are situations where sodium chloride won’t work well, there are also situations where a liquid application won’t work well. A few conditions to consider every time you make a salting strategy are climate, storm type and the snow-to-liquid ratio. Not all snow is the same, so your salt applications shouldn’t be, either.

Climate

Developing an effective salting strategy requires a comprehensive understanding of your climate, encompassing not only your geographical region but also the factors that influence how precipitation interacts with surfaces. Rob Reale, director of meteorological services at WeatherWorks, emphasizes that the weather norms of a specific region do not guarantee consistent storm systems. Seasonal shifts in

temperature, patterns, and sun angle alter the characteristics of snow. For example, October in the Upper Midwest can resemble December in the mid-Atlantic — both exhibiting fluctuating temperatures and mixed precipitation.

Even within a single state, microclimates can exist. Rob noted that northern New Mexico has a snow-to-liquid ratio comparable to Minneapolis, MN. Therefore, it’s crucial to reconsider the notion that you can get away with a single salt strategy for an entire winter in your region.

Storm types

The second thing to consider as you prepare your strategy for an upcoming event is to know the storm system you will be dealing with. Is the storm coming from a cold, dry place, like with a clipper, or is it coming from a warm, wet place, as with a coastal storm? Relative humidity and dew point are very important when it comes to snow, so remember that warmer air can hold more moisture than cooler air.

Origin alone will not provide a complete picture. Storm systems travel long distances and confront different temperatures at various altitudes. Where and when moisture begins to fall, along with surface elevation, will determine how that precipitation will land.

The difference between a few hundred feet in elevation or even just a few miles geographically can create various outcomes. As systems enter a region and battle against fluctuating temperatures you can also see different

precipitation types in just a few short minutes’ time. I have seen storms start as snow, change over to rain and then back to snow. I have arrived at the entry to a site where it was raining and driven up the hill to the campus where it was snowing. I have had sites get 10” of snow while sites 20 miles north and south get less than 1”. The longer you stay in this industry, the more you will learn that no two storms are alike.

Snow-to-liquid ratio

Access to good meteorological models and briefings is so important to our industry, because so many factors need to be considered when forecasting the snow-to-liquid ratio.

Not all snow is created equal. Have you sometimes used a backpack blower to clear snow off a sidewalk and other times needed a shovel to clear sleet off a sidewalk? I’m sure you said “yes” to both questions, and I’m also sure you have a preference as to which one you would rather do again.

Salt strategy

Once you know the factors that influence an event, you can put them together to create a storm-specific strategy. To fight precipitation effectively, we need to know: how much water there is, the ground and air temperatures, and the exact date and time (which tells us what kind of precipitation to expect). We also need to see if sunlight will help and if existing snowpack will keep the ground cold. Now we need to decide the type of salt application that would work best to quickly provide safe surfaces for our clients.

Brine or granular

Water can only hold so much salt. After hitting its saturation point, any additional salt will just settle to the bottom. Typical brine applications end up putting around 175 pounds per acre of salt on your surfaces. For wetter snow events, you might apply between 300800 pounds per acre (depending on salt type). Brine is already in a liquid state, which means that applications during mixed-precipitation events will lead to quicker dilution and runoff compared to granular applications.

STORM SYSTEMS AND PRECIPITATION: Not all snow is the same; storm type and the snow-to-liquid ratio are two factors to consider when determining a salting strategy.

/

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The snow-to-liquid ratio is a measurement of how many inches of snow you will get out of one inch of rain. To continue with the example, sleet has a lot of water and is typically at a ratio of 3-1, while very cold and fluffy snow has much less water and could be as high as a 40-1 ratio. Most snow falls between a 6-1 and 20-1 ratio.

This is important because wetter snow eats more salt. Would you use the same amount of salt to melt an ice cube as you would to melt a block of ice? The more frozen water, the more salt that is needed and this applies to snow in the same way. Temperature will also play a role. As an example, sodium chloride is five times more effective at 30˚F than it is at 20˚F.

When rain, freezing rain, sleet and/or heavy snow is forecasted, you will need more salt to fight the increased water content. Colder temperatures also need higher application rates for the same efficacy. It may be hard to have a big enough brine tank during these events to sufficiently increase the application rates without refills during the route. In addition, rain and freezing rain can wash off brine that has not dried on surfaces, making applications during these conditions ineffective.

A couple examples of when using granular salt will be a safer decision:

• If you need to do an anti-icing application (pre-treatment) but the incoming system will be starting as rain.

• If you need to do a deicing application (post-treatment) when the system will be changing to freezing rain.

• A warm-originated storm that will produce heavy snow and it will be closer to 20˚F, meaning a higher

Continued on page 47

ICE MANAGEMENT // STRATEGY

Common storm systems

Every storm is different, but knowing a system’s origin and how the jet stream will affect the track can give you a good idea of what to expect:

Central North America

Clippers are fast-moving, low-pressure systems that flow with the polar jet stream across the Great Plains and usually do not produce an excessive amount of snow. They traditionally form out of the Canadian province of Alberta. They often are accompanied by strong winds, which is why the Northern Plains are known as “Blizzard Alley.” Occasionally, clippers can survive long enough to reach the East Coast.

Eastern North

America

Coastal storms and Inland Runners are influenced by the subtropical jet stream and have origins in warm, wet air. These lowpressure systems can take different routes and dump snow as soon as they find cold air.

This can be as far south as New Orleans, as we saw this past winter, or as far north as the Canadian Maritimes. They can track east to the Atlantic and become a coastal storm or track northwest and become an Inland Runner that can even hit the Midwest. Because of their warm origins, they have the capability to dump heavy and quickly accumulating snow. Nor’easters happen when these systems restrengthen after finding the Atlantic Ocean.

Western North America

The Pacific Ocean provides the moisture for West Coast storms. The way that lowpressure systems interact with the jet stream and then navigate over the different ranges

cold mountains, it can dump lots of snow for long durations. Thanks to orographic lift, most snow on the inland mountains is fluffy and is what makes places like Utah and Colorado popular ski destinations.

STOP REPLACING PARTIALLY WORN SNOW PUSHER SHOES

– Robert Wile Jr.

Continued from page 45 application rate is needed. These are a few reasons why you might not want to be a purely liquid service provider.

Keep your options open

For many events, no matter where you work, brine is a wonderful option. This is especially true in cold climates that stay around or below freezing for a large part of the operations season, because these areas usually see colder and drier storms with lower accumulations. That means the lower application rates of brine will suffice because there are fewer mixed precipitation events to fight and higher snow ratios with lighter snow.

Warmer regions that see fluctuating temperatures even during the depths of winter might want to keep their options open. These regions will see heavier snow ratios and more mixedprecipitation events. But remember,

even those in colder climates will see the effects of seasonal change in late autumn and early spring.

A big reason for the investment in brine is to save money and reduce salt usage. Another way to accomplish this is to calibrate your equipment, know proper application rates for different conditions and train your employees. Sending Chuck out in the truck to “beach the lot” is not using industry standards. “Salt it until you see it” is not a specific rate. Driving around after storms and seeing residual salt piles everywhere is evidence that there are those in the industry not being wise by their customers, the

environment or even their own wallet.

There are great options for calibrated granular spreaders for trucks and sidewalk equipment. There’s even technology that can restrict operators and run reports for managers. Continue to invest in good equipment while educating yourself and your team to make sure you have all the options needed to protect life, property and production in any storm. Our communities depend on us.

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

FISHER® XRS™ snowplow expands to work trucks

When it’s you, your vehicle, and a plow up against the worst winter can throw at you, you need equipment you can count on. For Sam Lanning, General Manager of Wilson Construction & Landscaping, the efficiency and reliability of FISHER® snowplows has yet to let him down.

Located in coastal Maine near Lincolnville, Lanning has plowed for over 18 years. Starting with mainly residential contracts, his portfolio now consists of over 30 accounts that are mostly commercial properties.

“I started out plowing with an old BLIZZARD® blade,” Lanning remembers. “In this part of Maine though, you feel left out if you don’t have a yellow blade hanging off your truck.”

When it came time to purchase a new plow, Lanning made sure it was yellow with the FISHER splat. While he has used many plows throughout his 16 years using FISHER products, the XRS automatic wing plow has provided efficiency and reliability to his plowing jobs for over five seasons. Wilson Construction & Landscaping uses the XRS automatic wing plow with skid steers and wheel loaders to service their portfolio of large, commercial properties.

“The versatility is so helpful to me as a oneman operation. It can handle the winding, tight driveways of residential properties and the wide open lots of commercial properties.”

SAM LANNING | General Manager of Wilson Construction & Landscaping

“When you pair the XRS [blade] with the articulation on our compact wheel loader, that thing can get anywhere to move snow,” Lanning said. “And the oscillation on the plow makes sure the scrape stays clean.”

So when Lanning heard that Fisher Engineering was making a truck application for the XRS automatic wing blade, he knew he wanted to try it out for his clients. As a dedicated V-plow and XLS wing plow user on his own plow truck, he has found that the XRS plow is lighter and easier to transport. The simplicity of operation is refreshing when he is out plowing for hours on end. The XRS blade combines wing plow performance with the operational efficiency of a straight blade.

“The versatility is so helpful to me as a one-man operation,”

EASY ADJUSTMENTS: The all-new truck hydraulic attachment unit provides three degrees of oscillation in either direction to enable the blade to better follow the plowable terrain.

said Lanning. “It can handle the winding, tight driveways of residential properties and the wide open lots of commercial properties.”

Due to its unique design, the XRS automatic wing blade positions the right and left wings in the optimal location based on the operator’s selection on the control. Simplifying complex maneuvers with automated wing placement and oscillation, the XRS plow allows novice and expert operators to achieve optimal performance. The blade automatically retracts the inside wing when fully angled and then returns to scoop position once straight. Like the operation of the skid steer attachment unit, the all-new truck hydraulic attachment unit provides three degrees of oscillation in either direction to enable the blade to better follow the plowable terrain.

Available in powder-coat steel, the XRS snowplow is available in an 8'7" blade width. The wings can be manually pinned to create a 9'8" straight blade for extra clearing width. The 29-1/2" tall, 12-gauge moldboard features independent wing control and comes standard with a 6" steel cutting edge, increasing wear resistance, and the poly wing cutting edges feature trip protection. The blade is also prepunched for easy accessory installation.

“When I use other wing plows, I have to really think about what I want the plow to do,” said Lanning. “The XRS [plow] or [blade] does that thinking for me.”

TEST DRIVE >>> HEAVY

HLA Snow

The new Scatter Shot HS300, built for wheel loaders, features dual hydraulic stainless steel spinners, a 3-yard capacity, and self-loading capability. Designed for efficiency, it spreads material up to 60 feet wide. www.hlasnow.com

Buyers Products

Increase your snow removal efficiency with a ScoopDogg by Buyers Snow Pusher. Available for skid steer, compact tractor, backhoe, and loader applications, it features a steel moldboard with a durable, corrosion-resistant Tuff-Kote finish. In stock and ready to ship, a ScoopDogg by Buyers will get the job done this winter! www.buyersproducts.com

EQUIPMENT & ATTACHMENTS

KAGE Innovation

Wolf America Wheel Loaders

Wolf America offers versatile, durable and affordable wheel loaders that are built to handle the toughest jobs, from construction and agriculture to snow and ice. All wheel loaders are backed by an 18-month parts warranty. www.wolfamerica.com

Normand Co. Ltd

The largest American-made hydraulic wing plow, KAGE’s SnowDozer Wing is available in sizes up to 28 feet wide. The SnowDozer wing is compatible with 30K- to 50K-pound wheel loaders and 300+ horsepower tractors. With heel and toe float in the wing skids, uneven wing wear is a thing of the past! www.kageinnovation.com

All models in Normand’s new Hydraulic Series for skid steers or loaders have a slip hitch that follows surface variations and increases efficiency. Other features include the chain in oil bath, adjustable skid shoes and reversible cutting edge. Models N62-250HYD and N78-250HYD come with or without backdrag (scraper blade). N102-340HYD comes with a telescopic chute. www.cienormand.com

Caterpillar Inc.

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

HEAVY EQUIPMENT TEST DRIVE

Winter Equipment

Stop wasting money on partially worn snow pusher shoes. MoDUS—the only patented modular system with Impervium Carbide technology—is guaranteed to last 5x longer than standard shoes and allows quick field replacement of just the worn pads. Clear lots confidently without costly downtime. www.winterequipment.com

Bobcat Company

The Bobcat Toolcat utility work machine combines the best features of a compact tractor, pickup truck, compact loader and utility vehicle. They can be used with a large family of snow-removal attachments. A tight turning radius allows for clearing sidewalks, driveways or between buildings. The enclosed, heated cab keeps you comfortable during harsh winter weather. www.bobcat.com

MAC Company

The SwingSteer is a paradigm shift in midsize loaders, combining the turf friendly attributes of an SAL with the compact footprint and maneuverability of a skid steer. With 4WD and only 3,500 pounds, the SwingSteer’s 38hp and 19gpm auxiliary hydraulic flow make it highly productive for blowing, sweeping or pushing snow.

www.maccompany.com

CASE Construction Equipment

The CASE SL27 TR delivers powerful snow-clearing performance with a 50-hp engine, telescoping boom for loading trucks, heated cab and compact agility. Its tight turn radius, strong breakout forces and attachment versatility, including plows and blowers, make it ideal for winter work in tight urban spaces, sidewalks and parking lots.

www.casece.com

Serco

Serco Snow Pushers can be widened on the fly, making them ideal for areas where width is needed but road travel between sites is necessary. Width can be adjusted under load to avoid parked cars or traffic islands. Distributed by Holms Attachments, Hickory, NC, USA.

https://serco.fi/en/

HAKKAPELIITTA TRI

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

MUSKOX

The MUSKOX Snowblower is a highperformance skid steer attachment designed for heavy, wet snow. Featuring our patented back drag feature, it clears tight spaces efficiently while reducing manual labor. Built for durability, it enhances productivity for snow removal professionals tackling extreme winter conditions.

www.muskoxmn.com

HAKKAPELIITTA LOADER

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

HEAVY EQUIPMENT TEST DRIVE

Pro-Tech Sno Pushers

The Fusion Edge Sno Pusher features a one-of-a-kind steelinfused rubber cutting edge, Pro Float Coupler system, and Fast Attack Wear Shoes. The Fusion Edge clears various surface types and conditions, is easy for operators to use, and maximizes longevity while minimizing maintenance time. All backed by Pro-Tech’s industry-leading 10-year warranty. www.snopusher.com

TrucBrush Corporation

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

BM Tractors

The BETTER 175 is a bidirectional tool carrier made for those in search of power, efficiency and comfort. Its uniqueness comes from its 100% reversible driver seat, enabling the operator to drive forward in both directions, depending on the task. www.bmtractors.com

FIND THE TOOLS YOU NEED

Don’t miss out on the latest and greatest products. The new Test Drive newsletter will feature expanded coverage of the sections that will run in each issue of Snow Business. Make sure you’re subscribed to the Test Drive newsletter at sima.org/subscribe!

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

A Publication | www.sima.org

SIMA LEADERSHIP

Chief Executive Officer

Martin Tirado, CAE

martin@sima.org

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

EDITORIAL ADVISORY COMMITTEE

Charmaine Allen

Allen Builders & Landscape

Nichole Ashton, CSP

SIMA BOARD OF DIRECTORS OFFICERS

Board Chair

Chris Hinton, CSP, GRM Inc.

Immediate Past Chair

David Wescott, CSP, Evergreen Brands

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

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.

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

Bringing core values and principles to life

When employees see real, tangible benefits tied to living the values, they’ll be more likely to internalize, uphold and demonstrate them.

Most organizations have core values. Successful ones, unsuccessful ones — core values are everywhere. I challenge you to find me one company that doesn’t have core values. Google it! It might take you a while.

The real measure of a company’s values isn’t what’s written in the employee handbook or displayed in the office — it’s what your leaders actively uphold. Any company can claim to value certain principles, but if leaders don’t embody those principles, neither will the employees. The result is disengagement, skepticism, and a culture where stated values are little more than corporate jargon or a design feature.

On the other hand, when leadership truly stands behind the company’s core values, those values become more than just ideals or aspirations. They shape decision-making, influence behavior, and create an environment where employees feel connected to something greater than themselves. This is what separates thriving organizations from struggling ones.

Nothing erodes trust faster than leaders who don’t practice what they preach. If leaders push for work-life balance while emailing employees off the clock, or emphasize transparency while routinely withholding critical information, the inconsistency is obvious. If a company emphasizes the importance of mutual respect, yet personal conflicts and clashes are the norm, the stated value is effectively meaningless. When values are just lip service, employees disengage, operate in survival mode, and start looking for the exit.

How leaders bring core values to life

Leading by example. The best leaders don’t just tell employees what’s expected, they show them. A company that values collaboration should have leaders who actively seek input, share credit, and enable teamwork. If a business prioritizes customer service, leaders should jump at the opportunity to engage with customers

and provide solutions. Whatever your core values are, your leaders should embody them, setting the tone for their teams.

Tying values to decisions. Values should be a guiding force behind team and company decisions. If a company values employee well-being, then employees should be able to expect flexibility and understanding when they encounter a struggle. If integrity is on the list, then leadership must prioritize ethical decisionmaking, even when it’s inconvenient or costly. When values influence daily choices at all levels, from a field supervisor managing workloads to a general manager planning for a sweeping change, they become ingrained in company culture.

Maintaining accountability. Core values mean nothing if people aren’t held to them. Effective leaders set the tone by holding themselves to the same standards they expect from their teams. They gather feedback, acknowledge mistakes, coursecorrect when necessary, and make it clear through action that no one, including themselves, is exempt from the company’s values.

Rewarding and reinforcing. Leaders who want to reinforce values can spotlight employees who embody them. Recognition, bonuses and even informal praise all help to reinforce the values a company stands for. When employees see real, tangible benefits tied to living the values, they’ll be more likely to internalize, uphold and demonstrate them.

The bottom line

It isn’t the core values that make a strong company; it’s the leaders and teams who apply them. Two companies can have identical values on paper. In fact, many do! But the one with leaders who actively uphold and reinforce those values will continue to outperform those companies who don't live their values! When leaders bring core values to life through their decisions, behavior and expectations, the entire organization benefits.

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

StrikeSmart™ controller

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

• Poly hopper capacity: 1.2-8.0 cu yd

• Fully electric, 12V

& HTrack™

NEW!

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• Liquid capacity: 500-3250 gal

• Fully electric 12V & 24V

• Fully electric, 12V

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

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

• StrikeSmart™ controller with GPS speed control, standard

• StrikeSmart™ controller with GPS speed control, standard

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

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

• StrikeSmart™ controller with GPS speed control, standard

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

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STRIKESMART™ PLUS CONTROL SYSTEM

Real-time weather forecast & spreading rate recommendations

SPRAYStriker™ 500-3250 HFE DE-ICING SPRAYER

• Stainless steel hopper capacity: 4.5-5.5 cu yd

• Fully electric,

• Feed mechanism: Auger or chain drive

• StrikeSmart™ controller with standard

• HTrack™ , standard

• 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