CHANGING THE GAME


Senske Services Maintains Family Culture Through National Expansion


By Jill Odom


This series features


through M&As. 


companies that are growing


FOR SOME LAWN AND LANDSCAPE COMPANIES, MERGERS AND acquisitions are only considered once private equity is involved. Senske Services, based in Kennewick, Washington, completed between 17 and 20 lawn care and plant health acquisitions well before partnering with private equity firm GTCR.


“Many of these acquisitions were smaller companies that approached us because their owners wanted to exit the industry or retire,” says Chris Senske, acqui- sitions ambassador for Senske Services. Senske says initially, these acquisitions


were opportunistic. He was particularly interested in ones that allowed them to enter new markets or accelerate their growth in existing ones. “Over time, we learned what worked


well and the challenges to avoid,” Senske says. “We also gained insight into what sellers wanted from a deal, often focusing on non-financial aspects like culture and post-sale terms, more than just price.”


PARTNERING WITH GTCR After finalizing the deal with firm GTCR in 2022, Casey Taylor and Nathan Hurst were named co-CEOs. Taylor and Hurst worked together in a similar capacity at the company Waterlogic. “With the rapid growth of Senske, hav- ing two CEOs helps us manage the pace


more effectively,” Taylor says. “We have complementary strengths, and dividing responsibilities allows us to stay focused on growth without losing momentum.” Taylor says the two of them are rarely


unable to come to a consensus, but when necessary, they will hash things out with the leadership team and GTCR. Senske says that GTCR has taken a


hands-off approach, allowing Taylor and Hurst to build a recurring revenue business. “GTCR has been a great partner,” Taylor


says. “They’re heavily involved in large acquisitions and offer valuable insights on industry trends and scaling strategies but leave the day-to-day operations to us, allowing us to focus on strengthening the business.” Taylor says that while there will even- tually be a transition within GTCR or to outside investors, they have advised the co-CEOs to invest in the business as if they’ll own it forever, which allows them to focus on long-term growth rather than short-term gains.


GROWTH PLANS


Since the acquisition, Senske has broadened their presence across the U.S. and added sixteen brands to their portfolio. “Growth has always been a priority, especially as a private equity-backed company,” Taylor says. “Acquisitions are key to expanding our footprint from Senske’s core in the Northwest into other high-growth lawn care regions. We’re also focused on organic growth by ex- panding offerings to existing customers and increasing our reach within current markets.” Taylor anticipates they will maintain a similar pace over the next few years with so many strong companies available. “Many owners who built their businesses in the ‘80s, ‘90s, and early 2000s are now at a stage where they’re considering exit strategies,” Senske says. “It’s a great time for them to cash in on their hard work. There’s also potential for consolidation among companies that have already been acquiring others.” Senske says they aim to establish


every NFL city, with the potential exceptions of parts of California, Vegas, and Phoenix. Taylor explains that these locations don’t have strong lawn care markets, so they are focusing on the Southeast, Midwest and Northeast. “Owners looking for exit options often


approach us directly or come through referrals,” Senske says. “We also actively reach out to companies in target mar- kets, and once we’ve acquired a business in a region, others tend to follow.” Taylor notes that Senske’s reputation in the industry has helped lend credibili- ty to their growing organization. The ideal company they look to ac-


quire will vary depending on the market. “When entering a new market, we seek companies with significant revenue and a leadership team capable of supporting rapid growth,” Taylor says. “For existing markets, we’re open to smaller tuck-in acquisitions. In both cases, culture fit — especially a focus on customer service


26 The Edge //January/February 2025


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