Building processes that can be repeated on a large scale allowed LMC Landscape Partners in Plano, Texas, to recreate their success at new branches as they expanded, says Trey Brock, CEO and a partner at LMC.
The company offers a full slate of services to its customers, including commercial landscape maintenance, landscape enhancements, lawn care, design/build and irrigation. It also has programs focused on seasonal color, water management, storm response, tree care services and landscape construction for select commercial properties.
Providing a one-stop solution for their clients helped LMC Landscape Partners reach No. 34 on Landscape Management’s 2025 LM150 list of the industry’s top revenue-generating firms with $108.85 million in annual revenue.
Find the right fit
One avenue for LMC’s growth has been through acquisitions, Brock says. It has expanded into key Sun Belt markets and is intentional about choosing its partners, looking for companies with strong local reputations, recurring maintenance work and a good cultural fit.
“That gave us immediate revenue and presence in key markets,” Brock says. “Our branch teams did a great job of holding onto and growing existing relationships while we layered in acquisitions that aligned well with our culture and business model.”
LMC also tightened up its operations across the board, putting in standardized reporting, branch scorecards and consistent leadership rhythms. Brock says that gave the company visibility and accountability as it grew.
The company also invested heavily in its team, from onboarding and training to leadership development, allowing them to scale without losing the local touch, he says.
Stay consistent
Whenever a company grows quickly, there are always new hurdles and lessons to learn. For Brock and his team, one big takeaway was the importance of planning for the integration before they closed a deal, not after.
LMC worked on maintaining consistency across that growing portfolio to strengthen communication, enhance training and align processes across all its branches.
“What worked when we had three branches doesn’t cut it with 15,” Brock says. “We had to be much more deliberate about cadence, clarity and accountability.”
For example, the company set up a structured call for its branch managers, regional leaders and executive team. The team has also gone all in with their commitment to operational software and a migration to a more robust enterprise resource planning (ERP) system.
“It’s giving us better visibility and more consistent reporting, which really helps us manage a multi-branch, multi-state platform,” Brock says.
Looking ahead, Brock says LMC plans to continue growing through a mix of strategic acquisitions and strong organic performance, but technology will play a larger role. It will also focus on safety, training and leadership development to support that growth.
“As we deepen our presence in existing markets and add adjacent services, it’s all about creating more value for clients and opportunities for our people,” he says.
Build a strong base
Brock encourages other professionals to create a solid foundation for their company before trying to scale it. That includes ensuring company financials are clean and processes are repeatable.
“Growth exposes every weakness, so the stronger your base, the more sustainable your growth will be,” Brock says.
Helping to form that culture is LMC’s dedicated team. Everyone from the field crews to the managers and support teams has played an important role in their growth.
“It’s a combination of a clear strategy, disciplined execution and a strong culture,” Brock says. “We’re building something that’s not just growing fast but growing the right way for the long term.”
