THE LANDSCAPING INDUSTRY IS UNDERGOING A SIGNIFICANT transformation with the integration of technology, a new approach to work culture and a move towards environmentally friendly practices. These changes are making a positive impact on businesses and generating engagement among the next generation.


POWERED BY TECHNOLOGY The impact of technology on the landscaping industry is increasingly evident. Technology is transforming how landscaping companies operate and deliver their services, from innovative software and apps to autonomous equipment. “The fact that the industry is at the cusp of a new wave of innovation makes it an exciting time to be a part of the green industry,” says Shireen Salehi, co-founder of GoMaterials. After working for toy manufacturer Mat-


tel, Salehi joined the landscaping industry because she saw an opportunity to disrupt the wholesale procurement process with technology. She co-founded GoMaterials, an online marketplace for plant sourcing, after discovering the difficulties landscap- ers had in sourcing materials through traditional methods. “We are using technology to improve


every aspect of wholesale sourcing for mid-to-large sized landscape businesses,” she says. “We act as an extension of our customers’ teams, supporting them with all aspects of procurement, from estimation to delivery.” Young business leaders like Salehi and her colleagues show the possibilities for innovation in the industry. The next gener- ation of students and young professionals is interested in using technology to make an impact. Technology has also changed the way students learn. Jim Funai, Ph.D., assistant professor of plant science and landscape technology at Cuyahoga Community College, says embracing technology saved


students when pandemic lockdowns began in 2020. The school turned to virtual education programs so students could complete their courses on time. Funai wondered if it was possible to


teach a hands-on subject like landscap- ing or plant science virtually because it had never been done before. He was tasked with creating videos in the field or demonstrations to teach students the same principles as if they were on-site. But he found that students who participated in virtual learning during the semester were just as successful. Virtual education has also allowed the college, which has campuses across Cleveland, to reach students in other parts of the city. In the past, most students lived near the school so they could attend daily classes. With the addition of virtual courses, students can take classes online regardless of their location. “That flexibility is one of the most


important things we can offer, especially as a community college,” he says. “Our mission is to meet them where they are, be under- standing and focus on the bigger picture.” Funai adds that technology is also start-


ing to influence how people work. Artificial intelligence (AI) is building smarter ways to do business by allowing employees to save time on tasks typically done manually. He has incorporated AI into teaching students how to estimate a project. “Ten years ago in my estimating class,


we were out in the field using a wheel, a tape measure and all of that,” he says. “(It) was weeks’ worth of training to make sure they could get that. Now it’s pop it in the AI and let it measure everything. So, it’s going to change a lot and really alter the way that we go about many of our jobs.” According to Hope Smith, ultimate


experience manager at Plants Creative Landscapes, based in Scottdale, Georgia, technology drives engagement in poten- tial employees. Applicants are interested in companies willing to embrace innovation and push the envelope. Her company has recently incorporated robotic mowers into its fleet.


“I think that sort of mindset as a com-


pany is something people are looking for,” she says. “It has been a draw for people because they see that, and it’s like this cool new thing that they’re interested in learning more about.”


Christian Schloegel, owner of C+I


Services LLC, based in Clarendon Hills, Illinois, sees more interest from new hires when they discover he has the equipment to tackle hard labor like digging trenches. He is a young entrepreneur who started his first lawn care business in the fifth grade. Now, as a college student, he runs a full-service landscaping maintenance company with a crew of his peers. Adding equipment to complete a job faster saves him money, but he also sees the benefit for his employees.


“Equipment is a differentiator because


it’s not a glorious job to be out there in the heat, doing this hard labor,” Schloegel says. “But if you have the right equipment, it makes the job a lot more fun, and (you have) a better product. And that’s one way to attract people.”


CULTURE IS KEY Along with technological advancements, the next generation wants to work for companies that differentiate themselves from the competition. The fundamentals, like fair pay, benefits, PTO and career growth, are essential, but companies must motivate the next generation with a strong mission, core values and a great culture. “Anybody can leave one company and go down the road for an extra buck, but it’s about the company culture and how those guys enjoy showing up to work every day, which also reflects the quality of their work,” Schloegel says. Jenn Myers, executive director of the


NALP Foundation and senior director of workforce development, worked with the NALP Young Professionals Network, a platform to help people under 40 connect with peers and mentors. She says a compa- ny’s website and social media can be good tools to promote a company’s culture by sharing photos of employee experiences. “It’s more about (showing) this is a great


culture: here are the things we do for our employees, here are the ways that we have fun, here’s the way we mentor, here are


National Association of Landscape Professionals 25


Photos: (Left) Shireen Salehi (Bottom) Christian Schloegel with his part-time and seasonal crew. C+I Services, LLC.


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