Metco Landscape

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Get Noticed with a Stand Out Resume

Been awhile since you’ve updated your resume?

Writing a resume can be a daunting task. What is most important? I’ve been working for 30 years, is my work history for the whole time important? How much is too much? How little is too little?

There is no ‘one size fits all’ answer for you. Depending on industry and position applying for, the layout and writing techniques can vary. It might even be beneficial for you to have multiple versions of your resume. A little research and a little extra time can help your application float to the top of the pile and land you an interview for the career you want.

For guidance and specific instructions, Indeed’s list of tips for writing a great resume will get you started. Best of luck!
https://www.indeed.com/career-advice/resumes-cover-letters/10-resume-writing-tips

Making a Great Impression in Your Interview

Application, check! Interview scheduled, now what?!

Whether you are new to the industry, or a long time veteran looking for a new opportunity, you are able to nail your interview. There are many things you can do before, during, and following the meeting to make the best impression possible.

Interviews aren’t just an opportunity to meet your potential employer, they are an opportunity to prepare, prepare, prepare, and walk in already being familiar with the company you’re hoping to start a new career with. Research and preparation can set you apart from other applicants, and even flag you as a candidate for higher level positions.

Indeed has compiled a great list of tips to help you along the way. Check it out!
https://www.indeed.com/career-advice/interviewing/job-interview-tips-how-to-make-a-great-impression

6 Things About Careers in Landscaping

What can you expect from a career in the landscaping industry?

As a multi-billion dollar industry, millions of men and women have found stable careers as landscape professionals. Here are 6 myths about working in the industry that you should know.

Myth: You can’t earn a good income as a landscape professional.

False! Landscape professionals are well compensated for the expertise they bring and the skills they offer. Managers, executives, sales professionals and others often earn well in excess of $100,000 each year. Commitment, drive, and dedication are handsomely rewarded!

Myth: Industry jobs are all dirty and involve a lot of physical labor.

Think again! There are dozens of job responsibilities within the industry. Some important jobs do involve physical work and working with the soil; however, there’s a whole lot more that defines the industry and its professionals. Many entry-level workers without training start in the field, learning the foundation of landscape management but they are supported by equipment and technology. Those who are promoted and those entering the industry with training and skills manage processes, people and plants.

Myth: There are not career advancement opportunities in the industry.

On the contrary! There are tremendous opportunities for progression within the industry. Those entering the field without a college degree who demonstrate a strong work ethic and mastery of their responsibilities will often earn supervisory opportunities and assume progressively more responsibilities throughout their career. College graduates often enter the workforce in managerial positions and continue to grow their careers. This industry rewards those who demonstrate the right aptitudes and commitment.

Myth: The industry is low tech.

Not at all! Technology plays a significant role in the work done within the industry. From irrigation support to GPS tracking to sonograms on trees and computer-aided-design, technology is essential in helping professionals do their jobs.

Myth: A college degree would be “wasted” in the professional landscape industry.

Wrong! Lawn and landscape firms are businesses. They require talented, trained professionals with education in business, chemistry, biology, horticulture, arboriculture, finance, and more. They need leaders with initiative, problem-solving skills and drive. The overwhelming majority of students who graduate with degrees relevant to the landscape industry report no difficulty in finding employment and strong compensation packages. Most professionals believe their degree has helped advance their career.

Myth: Working as a landscape professional is not a job in which you can have pride.

Incorrect! The work done by landscape professionals helps families, communities and the environment! In fact, healthy lawns and landscapes provide the roots of happiness. Childhood is enriched in backyards and on playgrounds and sports fields enabled by professionals. Neighborhoods are safer and more enjoyable when trees line the streets and when beautiful, healthy plants provide enjoyment, welcome, and peace. The environment is perhaps the greatest beneficiary of the talents provided by professionals. Landscape pros are stewards of the environment. The work they do helps clean and purify the air, provides oxygen, minimizes noise, and protects water sources from unhealthy runoff.

Thanks to Landscape Industry Careers for the great article!
Credit: https://www.landscapeindustrycareers.org/parents-students/6-things-you-have-wrong-about-careers-in-the-landscape-industry/

Lawn & Landscape Top 100 for 2014

Lawn & Landscape Top 100Metco Landscape was once again named one of the top 100 landscape companies in the nation by Lawn and Landscape Magazine. At #31 on the list, Metco is climbing the ranks of the best lawn care operators and landscape contractors in the industry. The full list can be viewed here.

Metco Landscape Makes the List of Top Landscapers in the Nation

top-100-iconMetco Landscape was recently named one of the top 100 landscape companies in the nation by Lawn and Landscape Magazine. At #42 on the list, Metco is the highest ranking of all new companies on the list, and only one of two based in Colorado. The full list can be viewed here.

Fearless

Mark Tomko admits he’s a risk-taker. But after weathering the storm and surviving a serious revenue hit, Metco Landscape’s rebound is more balanced.

“To this day, I know nothing about landscaping,” says Mark Tomko, CEO of Metco Landscape in Denver, a $28-million firm that has landscaped 32,000 new homes. The company captures 40 percent of the homebuilding market in that region, not to mention a thriving $11 million maintenance and snow division that has quadrupled in growth since the economic downturn in 2006.

But anyway, Tomko knows nothing about landscaping. He left his career as a stockbroker after the 1987 market crash and began mowing lawns.

After 28 years in the business and growing his firm to $33 million with a staff of 450 at its peak in 2005, has learned everything the hard way.

“My business has always been based on customer service. That’s my passion,” he says. “I really just knew nothing – I didn’t even know what a walk-behind mower was, I only knew what a 21-inch mower was.”

Here’s what Tomko always did right: He showed up on time, he did what he said he was going to do, he built trusted relationships with clients, and he recruited a staff of people who are skilled and motivated to grow with the company.

In that time, Metco has escalated from a homegrown business to a market leader, managing some real bumps along the way. The biggest was in 2009 when the firm’s revenues plummeted by half, down to $14 million.

“It was quite a ride,” Tomko says. “But we learned a lot of lessons.”

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Crunching the Numbers.

Metco was founded in 1987, but Tomko says it “started being a real company” in 2000. That’s when he began to focus in on the two hallmarks of what separate his business from the pack: strong numbers and skilled people.

What sparked the more professional business approach? “My son was born in 1998, and I said, ‘Gee, you’ve got to start getting serious now because you’ve got a family,’” Tomko says. “And, we owed a lot of people a lot of money. We were virtually broke in the year 2000.”

Metco had $300,000 in debt and $8,000 in the bank that year. In one year, Metco paid off $200,000 of that debt, and in 2002 the balance was back to zero. He started watching every dollar that came in and out of the business. “And, we had an extra $350,000, so that was when the ball started rolling.”

In 2001, Metco did $3.2 million in revenue. The firm closed 2006 with $33 million because of the housing market boom. Metco became the go-to for the area’s key builders, which were planting subdivisions en masse. “We could never keep our systems ahead of our growth,” Tomko says of those years.

But what Metco did right was watch the numbers – and anticipate the downturn. Tomko halted equipment purchases in 2006 – a bold move since the firm would buy $1.5 to $2 million in equipment each years. During that time, a number of builder customers went bankrupt. But Metco cut expenditures, trimmed down the staff and kept an eye on payroll and materials expenses.

Balancing the Mix.

Metco Landscape operates four distinct divisions: maintenance and snow, custom (residential design/build), a commercial division and homebuilder department. Before the housing market crashed, that maintenance division was about 25 percent of the overall business.

But establishing more stability during a time when homebuilding contracts were lead was absolutely critical to Metco’s survival.

“Our game plan is to be one-third maintenance, one-third commercial and one-third homebuilder work,” Tomko says.

Now, Metco is pricing better, too. “We are not afraid to lose work on price anymore,” he says. “Back then, we’d take work at any price, and no we said, ‘Wait, this is the price. If you don’t like it, you can go to Google and find someone else.’”
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Eye on the numbers

Mark Tomko is a stickler about watching his numbers. He posts budgets and actuals at Metco Landscape in Denver, so his employees have a clear view of the company’s financial state.

“Everyone sees the numbers,” says Tomko, CEO. “We post those numbers everywhere and we celebrate all of our wins, and if we lose, we learn.”

Here are some strategies Tomko recommends companies use to help them engage their entire team in working toward a common goal of financial success.

Weekly checkup. Every week, department heads report on their revenue and payroll and materials expenses. Then, when budgets are set up at the beginning of each month, Tomko can project exactly what the company should be spending and earning every day, week and month.

Focus on the variables. “So the variables like payroll and materials are two numbers you can really control,” Tomko says. He monitors those weekly, meets with department heads to compare budgets and actuals, and relies on those heads to communicate budget information down the chain.

Meet and review. Every month, project managers and office personnel meet to review the company’s numbers and forecast the upcoming month. “Everyone is all about the numbers,” Tomko emphasizes, adding, “We also have a lot of fun.”

 

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Gearing Up Again.

Now that Metco is swiftly growing once again, Tomko is gearing up for a $32 million year in 2014.

This time, Tomko is in the office. He now has four salespeople and two vice presidents on board.

Is he afraid to dive in after falling so hard?

“We can sense when things change,” Tomko says of the economy. “It doesn’t bother us, and we let that tide take us where it takes us. We are ready to run it again and see how it goes.”