When the numbers say "yes"
A Transparent approach to investing for company needs
By Ryan Markewich
In any business, especially in the landscaping industry, the decision to invest in new equipment or facilities is rarely straightforward. It requires balancing immediate needs with long-term growth and sustainability. At Creative Roots Landscaping, we've found that the principles of Open Book Management (OBM) and The Great Game of Business (GGOB) offer a framework to navigate these decisions with transparency and teamwork. If these frameworks are new to you, check out the May 2024 issue of Landscape Trades where I first introduced these concepts that changed my business outlook forever.
One powerful example of this came last fall during our High Involvement Planning (HIP) process where we engage our team in selecting a critical number — a key financial metric that becomes the focus for the year. This exercise includes several components: employee-only town halls, an annual company-wide assessment survey and in-depth discussions to identify priorities that resonate across the organization.
During this particular session, one issue stood out: our facility. For years, it has been an integral part of our culture. It’s a space that employees love, where countless memories and milestones have been created. But as our team grew and our ambitions expanded, it became clear that we were outgrowing it. Employees from all levels of the company voiced the same concern: if we wanted to meet our growth goals, we needed a new facility.
The challenge? A new property would likely cost in the neighbourhood of $4 million. This was no small investment, and it required us to rethink our financial strategy. Through transparent conversations, we laid out the reality: achieving this goal would necessitate a stronger cash position. This, in turn, would mean tightening our belts in other areas, including the potential for smaller profit-sharing bonuses in the short term.
What happened next was nothing short of inspiring. During a company-wide vote, the team unanimously decided the short-term sacrifices were worth the long-term gain. Employees expressed a deep understanding that the company — "the product," as we often say — needed to be prioritized for everyone’s benefit. They recognized the business feeds not just their livelihoods, but their professional growth and personal aspirations as well.
This moment showcased the maturity and ownership mindset we’ve been cultivating through OBM and GGOB. By educating our employees on the company’s financials and involving them in decision making, we’ve built a team of businesspeople who think and act like owners. They didn’t just understand the numbers — they understood the story behind them and how their decisions impacted the company’s future.
In business, just hiring people and giving them a paycheck isn’t enough. Owners need real engagement — a sense that everyone is in it together. That’s why transparency is so important to us. It’s like inviting someone into your home; real connection happens when you give them a seat at the table and share the same meal. For us, that means opening the books, teaching people how to understand them and letting them take ownership of their piece of the puzzle.
One example is how we handle pre-season lighting and irrigation inventory. We bring the team into the process — looking at past usage, predicting what we’ll need and figuring out the best supplier options. Their input helps us make smarter, more practical decisions that actually match what’s happening in the field. We’re not perfect, and we’re still working on getting everyone more involved in other areas, but this process shows how important it is to include people and work together toward better decisions
Sometimes, we even turn these decisions into mini-games, a hallmark of the GGOB methodology. For example, if a team identifies a way to stretch the lifespan of existing equipment or reduce costs in other areas, they might earn rewards that feed directly into their bonus pool. These games not only build engagement but also foster a deeper appreciation for the financial trade-offs involved in running a business.
The long-term payoff of this approach is twofold. First, it ensures that every investment aligns with the company’s strategic goals and values. Second, it strengthens the bond between the company and its people. When employees see the numbers, hear the reasoning and have a say in the decisions, they’re more likely to embrace and champion the outcomes — even when it means making sacrifices.
At Creative Roots, the decision to prioritize a new facility wasn’t just about solving a logistical challenge. It was a testament to the culture we’ve built: one where transparency, education and involvement are not just buzzwords but the foundation of how we operate. Through these practices, we’re creating a business of businesspeople, one conversation at a time.
And that’s the ultimate goal of OBM and GGOB. It’s not just about making better financial decisions — it’s about empowering people to think and act like owners, ensuring that the company’s success is shared and sustainable. Whether it’s investing in new gear, moving to a larger facility or tackling the next big challenge, the journey is a shared one — and that makes all the difference.
Ryan Markewich has been fascinated by business since starting Creative Roots Landscaping in 1994. After selling a majority of his successful company to key employees, he launched Rmark, a coaching service to help other business owners achieve better results, have more time for themselves and find enjoyment along the way.