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With more than two dozen acquisitions under its belt, United Land Services (ULS) has reached No. 17 on Landscape Management’s 2025 LM150 listing of the industry’s top revenue-generating firms. ULS is a full-service commercial landscape company providing landscape maintenance, design/installation, irrigation, sports field maintenance, tree care and lighting.
Since 2020, the company has acquired 25 companies and grown from $40 million in annual revenue to more than $285 million, says Ray Leach, CEO of the company based in Jacksonville, Fla. In 2024, ULS experienced an 18 percent revenue growth, and they now have locations in Florida, Alabama, Louisiana, Georgia and the Carolinas.
Right fit
As ULS looked for companies to acquire, Leach says it wanted to partner with businesses that aligned with the company’s goals and vision. Early on, the focus was on building density in the Florida market by finding companies and owners that were a good fit for ULS’ operations — and vice versa.
“Many of us, me included, have been on the other side of the table, so we understand how significant that decision is,” Leach says.”
After an acquisition, ULS doesn’t take a one-size-fits-all approach during the transition. It follows a structured 30-, 60- and 90-day plan that focuses on safety, onboarding, benefits, systems integration and building a strong culture so the new groups feel like part of the ULS family, he says.
The company has also built a strong leadership team with extensive experience as landscape business operators, and they partnered with several owners who brought local expertise and talent to the organization.
“We put the right people, structure and processes in place, and it’s been a driver of our growth,” Leach says.
Key takeaways
Throughout this season of growth, one of the biggest lessons for ULS has been learning to be comfortable with change, Leach says.
“To maintain our vision, we had to recognize that a one-size-fits-all approach doesn’t work, especially across different markets and teams,” Leach says. “We’ve stayed grounded in our core values, but we’ve also learned the importance of being flexible and adapting when needed. That balance has been critical to continuing to grow and improve.”
Like others in the industry, ULS also looks for ways to combat the challenges that come with economic uncertainty. Leach says it does that by focusing on what they can control.
That starts with continually improving operational efficiencies and tightening up processes that can naturally drift over time. The company also makes sure it keeps its customers and people a priority.
“When we stay disciplined in those areas, we’re better positioned to navigate whatever the market brings,” Leach says.
Not slowing down
It took a true team effort to bring together 25 different companies, each with its own culture, philosophy and talent. “We simply wouldn’t be where we are today without the exceptional talent across our organization,” Leach says.
“Take care of your people, empower them and deliver real value to your customers by understanding their needs,” he adds. “Knowing your numbers and staying close to the business is critical to making the right decisions as you grow.”
Looking ahead, Leach says ULS is always looking for the right partners to join the company, and it doesn’t plan to slow down on the acquisition front.
“We’re proud of what we’ve built,” he says. “Growing into a top-20 company is a reflection of the people across our organization who take pride in their work every day.”
