When people ask how we scaled Weed Man to see more than $426 million in systemwide sales, they usually expect me to talk about operations, technology, or strategy. Those things absolutely matter, but they’re not the full story. What I’ve learned over the past three decades working in the lawn care industry is that growth doesn’t come from systems alone. It comes from people and from how you show up for them as a leader.
There’s a gap I see in a lot of businesses. They invest in better tools, better dashboards, more automation. Yet, something still feels off. That “something” is usually emotional intelligence. It’s the difference between a business that looks good on paper and one where people actually want to stay, grow, and do their best work. The lessons I’ve learned scaling Weed Man over the years all come back to that truth.
It Starts with a Vision People Can Get Behind
I’ve always been very focused on growth since we purchased worldwide rights to the brand in 2018. At that time, we were about $170 million in systemwide sales. Today, we are over $426 million and still growing, with the goal of reaching $1 billion one day soon.
But that goal number itself isn’t what drives us. Our vision to be a billion-dollar franchise sets the standard for excellence. But growth, for us, also means franchisees reaching success, employees reaching milestones like buying their first homes, creating relationships with customers, etc. A company that isn’t growing is, in many ways, a company that’s quietly shrinking. Purpose is what gives growth meaning. It’s what keeps people aligned when the work gets hard.
Step Into Their Shoes
Jennifer LemckeWeed Man
In the lawn care industry, credibility matters. When franchisees and employees know you understand their day-to-day challenges, it changes the conversation. It allows for more honest dialogue, more practical solutions, and stronger relationships. When a franchisee calls, I understand what they’re dealing with, not in theory, but in practice. It’s important for any leader to really understand the business from all levels. Our head office team brings that same operational perspective, and it’s one of the reasons we’ve been able to scale while maintaining trust across the system.
Systems Create Freedom, Not Just Structure
Strong systems are the backbone of any scalable franchise and business. One of the most pivotal lessons in our growth came from embracing the idea that if your systems are strong enough, you can hire for attitude and train for skill. As we scaled, we built systems for everything, including onboarding, training, and franchisee support. Those systems created consistency. More importantly, they created freedom by allowing us to focus on people. We could bring in individuals who align with our values, who care about customers, and who are willing to learn even if they’ve never worked in lawn care before.
This is where I think people get it wrong. Systems aren’t there to replace people, but instead support them to exceed goals.
Culture Is the True Differentiator
You can replicate a business model and you can standardize processes, but you can’t copy and paste culture. At Weed Man, we’ve built a culture that we often describe as a family. I know it’s cliché to say, but it’s true. It’s a network where franchisees support one another, share ideas, and celebrate wins together.
That culture doesn’t happen by accident. It’s built through consistent leadership. As a leader, you need to be showing up, listening, and being present for both the wins and the challenges. Doing this has also built a balance of ambition and humanity. We push each other to perform, but we also recognize that behind every number is a person.
You can replicate a business model and you can standardize processes, but you can’t copy and paste culture.
Growth requires evolution. As we look toward our goal of becoming a $1 billion franchise, we’re investing heavily in digital transformation, modernizing our technology, standardizing processes and leveraging data — including AI— in new ways.
But modernization should never come at the expense of identity. Since our founding in 1970, Weed Man has been about people. Our franchise owners, their teams and the customers they serve. That focus remains unchanged. Technology can enhance what you do, but it can’t replace who you are.
The Human Side of Leadership
Early in my career, I was often the only woman in the room. I learned quickly that leadership isn’t about being the loudest voice in the room. It’s really about listening. By listening closely, I was able to identify gaps, build expertise, and contribute in meaningful ways. That lesson has stayed with me as we’ve grown Weed Man and discussed any major business challenges, changes, and decisions. You don’t need to always be the loudest one in the room.
The real scoreboard isn’t just financial but the strength of the relationships we’ve built, the success of our franchisees, and the opportunities we’ve created for people across our network.
That kind of emotional intelligence isn’t about being soft, it’s about being intentional. It’s about understanding when to push, when to support, and how to bring out the best in others.
Reaching over $426 million in systemwide sales has been a significant milestone, but it’s not the finish line. Our focus remains on thoughtful, intentional growth, scaling not just our revenue, but our impact.
At the end of the day, the real scoreboard isn’t just financial but the strength of the relationships we’ve built, the success of our franchisees, and the opportunities we’ve created for people across our network. Scaling a franchise system — or any type of business — is complex. But when you combine strong systems with emotional intelligence, when you lead with both discipline and heart, you don’t just grow the business; you build something that lasts and makes a greater impact on the communities it serves!
