How to build a company that runs without you

By Ryan Markewich

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When I started Creative Roots Landscaping over 30 years ago, my vision wasn’t fully formed. Like many entrepreneurs, I was driven by the common desire to pay my bills, but I also had a strong desire to build something meaningful that I could be proud of. It wasn’t until much later that I realized the true product of my business wasn’t just beautiful landscapes — it was the company itself. 

 

That realization laid the groundwork for my eventual exit from Creative Roots' day-to-day operations. Today, the company thrives under the ownership of some of the employees who helped build it, along with the rest of the team who continue to drive its success. But getting here was far from easy. It took years of personal growth, plenty of self-inflicted hard lessons, and a shift in mindset, especially around the role of people in driving success.

A journey of personal growth and introspection

Let’s be clear: setting up an effective succession plan isn’t a one-time event or a simple transaction. It’s an ongoing process that ensures the company’s legacy extends well beyond the current leadership. Over the years, I had to ask myself tough questions: What was I really building? Why would anyone want to own a piece, and what would my company look like without me in the driver’s seat? And, more importantly, how could we create a company that didn’t rely on any one person, but instead had a system in place to thrive under the stewardship of future generations of employees?

 

The answers didn’t come overnight. In fact, much of my thinking shifted when I embraced The Great Game of Business (GGOB), an open-book management system designed to teach employees to think and act like owners. It was 18 years ago when we first implemented this game-changing methodology. The idea that “The Company is the Product” resonated deeply with me. This meant our focus shouldn’t just be on creating outstanding landscapes; it should be on building an exceptional company that could sustain itself and thrive beyond any one person — especially me.

Trust: The cornerstone of success

Adopting and then adapting GGOB was not a simple task. It required a significant mindset shift from traditional top-down management to a collaborative, transparent process where everyone was involved. The philosophy hinges on teaching people to understand the financials and strategic goals of the business, including every aspect of our operations, from revenue to profits to challenges. We had to trust that our employees could not only understand the numbers but also make decisions based on them. 

 

The level of trust and the quality of engagement that continues to emerge from our employees has been remarkable. This goes beyond just their day-to-day tasks. Employees are now actively contributing to the development of our career path passport, providing valuable input on sales strategies, financial planning and regularly reporting on key metrics. It became clear that by involving them in these higher-level decisions, we had been sitting on a goldmine of intellectual capital and desire.

 

In the past, we’d missed out on leveraging these insights simply because we weren’t giving staff the opportunity to contribute. But once we started teaching and including them in management decisions, it was 100 per cent evident that their involvement brought new energy and ideas to the table. 

Relieving the burden of ownership

One of the most surprising benefits of transitioning to this new way of operating was the relief I felt as a business owner. For years, I carried the weight of decision-making — it felt like the company’s whole success rested on my shoulders. That burden finally began to lift as we embraced transparency and trust, allowing our team to take on more responsibility.

 

A perfect example of this shift was with sales. For the longest time, I handled all client interactions, project quotes and contract negotiations. It was exhausting, and to be honest, I wasn’t doing the best job of it. I needed to step back. That’s when I started involving my installation lead in client meetings. Initially, he would just listen, and afterward, we’d debrief so he could understand the nuances of client interactions. I also assigned him some basic reading on selling to help sharpen his approach.

 

Over time, I began asking for his opinion during meetings, and he’d contribute more and more. The process was gradual, but it built his confidence and skills as our roles reversed. I haven’t been on a sales call in about eight years now, and the projects he handles range anywhere from $150,000 to $750,000. 

 

The same process happened with other parts of the business. Events, team development and even strategic decisions — the team began stepping up, freeing me from the constant stress of sole decision-maker. 

The company is the product

The notion that "The Company is the Product" became key as we moved closer to a succession plan. Our crews have been delivering stunning landscapes for years, but now our focus has shifted to the product that could outlast me — the business itself. Because employees had been involved in every aspect of the business for years, they were prepared to step up. 

 

At the core of this transition is one simple truth: people want to win. They want to be part of something bigger than themselves. This belief has been validated time and again. That desire to win, coupled with a clear process, is what allowed me to step back and trust that the company would continue to thrive. I’ve sold 85 per cent of the company to deserving employees, and they’ve carried on with the same commitment to excellence that has always defined our work.

 

Succession is more than just an exit strategy; it’s about leaving behind a culture of trust, empowerment and belief in the people who make your company what it is. And in the end, that’s the most important product of all.