Two decades in landscape operations — owner, operator, GM, VP. The consulting is a direct extension of the work, not a pivot away from it.
Work With BrianFounded Groundworks Consulting Group to bring operator-level expertise directly to landscape business owners who are navigating growth, margin problems, or building toward exit. Every engagement is built on the same principles I used running real operations: start with the numbers, find where the money is going, fix the systems, and build something that holds.
GCG serves owner-operators across maintenance, enhancements, turf care, and construction — from single-division businesses getting traction to multi-division companies preparing for a sale or acquisition.
Held full P&L accountability across six divisions simultaneously: Landscape Maintenance, Enhancements, Turf Care, Construction, Logistics/Shop, and Procurement. Responsible for operational performance, gross margin outcomes, and division-level leadership across the organization.
When leadership transitions created a revenue gap, stepped into a CRO function. Built a B2B go-to-market strategy from scratch — ICP definition, outreach cadence, proposal structure, and contract origination process. Originated $4.85M in new maintenance contracts over ten months. That result was built in a real company under real operating pressure, not as an outside consultant.
Multi-site General Manager responsible for three branch locations. Accountable for team performance, service delivery, operational outcomes, and the financial results that reflected whether the branches were winning or not. Built the management and accountability structures that let multiple teams perform consistently across geographies.
This role deepened a core conviction: the systems you build in the middle of a company — the reporting, the rhythms, the accountability — are what determine whether the business scales or stalls.
Founded and operated Oakmont Springs Inc. for over a decade. Built the company from the ground up — sold the work, priced the jobs, hired and managed the crews, retained the clients, and held every dollar that came in or went out. This is where the foundational understanding of a landscape business was built: not from a course or a playbook, but from doing it every day for eleven years.
The lessons from Oakmont Springs are the foundation of everything GCG delivers to clients. What actually moves margin. What actually drives retention. What actually breaks when you scale without systems. The answers are all in here.
Revenue is what you chased. Margin is what you built. Every engagement starts by finding out where the margin is going — because that's where the real opportunity is, and most operators can't see it clearly from inside the work.
A business that only works when you're in it isn't a business — it's a job. The goal is building the operating structure, reporting cadence, and team accountability that let the business perform without you being the system.
I've managed crews, held P&L, built sales pipelines, and run the kind of meetings where the hard numbers were on the table. The consulting is grounded in that. Not frameworks. Not theory. What actually happened when we tried it.
The academic work deepened what the field built — organizational leadership, management theory, and the frameworks for thinking about complex systems.
No pitch deck. No discovery script. Just a direct conversation about what you're dealing with.
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