LEADERSHIP


Q: WHAT IS THE VISION FOR THE FUTURE OF BRIGHTVIEW? LONG-TERM, SHORT-TERM GOALS THAT YOU WANT TO SHARE? A: Our long-term strategy is built on organic growth within our branches—winning new business and ex- panding our relationship with existing clients. As you saw with the Marina purchase in January, we’re also looking to grow through acquisition. While there are a tremendous number of potential acquisition targets in this business, we have to be disciplined. If we bring a company into the BrightView family, we have to be assured that it’s a good fit for us both strategically and culturally. Marina clearly was. In addition, the scope of what we do allows our employees to truly build careers. I have met doz- ens of BrightView team members who started on a crew and now are production managers, account managers, branch managers and company vice presidents. Even when team members face circum- stances that require them to move, we can often support that deci- sion and find a way to stay with BrightView as they move across a city, within a state or even to other states.


Q: WHAT MAKES BRIGHTVIEW DIFFERENT FROM OTHER LANDSCAPE COMPANIES? A: Every BrightView team member I speak with shares a passion for creating beautiful and inspiring landscapes. Not only do we have team members who have been with us for 30 years or more, we have multi-generation BrightView families. That institutional knowl- edge, experience, passion and loy- alty is one of our great strengths. I mentioned earlier that we are a local company with a national presence, which allows us to focus resources and expertise wher- ever our clients may need it. As you saw with Hurricane Matthew and Winter Storm Stella, events that have potentially catastrophic impacts for our clients, we are able to focus resources not just from


NATIONAL ASSOCIATION OF LANDSCAPE PROFESSIONALS 21


multiple branches, but from multiple lines of business. There aren’t many companies in commercial landscap- ing that marshal resources like we can. Scale also allows us to benefit from shared best practices and purchasing economy. At BrightView, we are institutionalizing quality through an Operational Excellence Center. OpX has been charged with creating one BrightView way in safety, quality management, client service, production planning, irrigation manage- ment, training and technical services. OpX allows us to take decades of institutional knowledge and accumu- lated skill and passion from our teams and make it the central pillar of the BrightView brand. 7


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