The Edge January/February 2026

autonomy in the field and alignment of the back office functions under a unified structure. These backend processes allow the ability to provide the best support and benefits possible for each team member in a local branch.” Sneed says HLP provides the best of both worlds with unity and flexibility. “It allows us to operate as one aligned company behind the scenes with shared systems, strategy, and culture while still celebrating the distinct brands and leaders that make us strong locally,” he says. “It’s a structure that enables scale without sacrificing identity.” Whether a company will keep their branding or be tucked into a platform brand is decided on a case-by-case basis. Sneed says they take their time making this decision. “The process of evaluation is based on brand equity and market overlap,” Sneed says. “If a company has strong recognition and loyal relationships in a distinct market, we may preserve that brand. Where overlap exists or there is an opportunity to simplify under an existing name, we will likely integrate it. The goal is always clarity and confidence for cus tomers, employees, and the community.” GROWTH STRATEGY Sneed says that when they enter new geographies, sometimes it makes more sense to partner with a local operator who can provide local market knowl edge and leadership. HLP has a small, dedicated team that handles outreach, due diligence and integration planning. “Our goal is to be deliberate in our process – personable and efficient, rela tionship-driven rather than transactional, and built on trust and vision,” Sneed says. As the organization’s reputation grows, they have more owners reaching out to them directly about partnerships, but HLP is also proactively seeking to connect with companies they admire in their target markets. Sneed says they seek out companies with strong local leadership, loyal customers, and a culture of accountability and care for people. “We value businesses that have a commercial maintenance focus with consistent recurring revenue, good safety and retention metrics, and high employee and client retention,” Sneed says. “Most importantly, we look for own ers who care deeply about their teams and communities.” He says whether these companies

Photo: Hatcher Land scape Partners

In most cases, former owners stay on and help lead after the transition. “They know their markets best, and their relationships are invaluable,” Sneed says. “Some choose to transition out over time, but we view every partnership as an opportunity for mutual growth.” Sneed says the biggest lesson he’s learned from acquisitions is that com munication solves almost everything. He advises being honest early and often. “Assumptions can derail great part nerships, but open dialogue builds trust,” he says. Sneed advises being patient, peo ple-focused and never compromising on values. “M&A isn’t about deals – it’s about relationships,” Sneed says. “Integration starts before the ink dries, and culture must lead the way. When you get that right, everything else follows.” TE

are ready now or later, they’re always engaging with companies that share their values, as there are always things to learn from them. HLP plans to complete several acqui sitions per year, depending on fit and timing. Sneed says they are focused on quality partnerships that strengthen their culture, expand their footprint, and make them collectively better. “If a company fits our criteria and aligns culturally, the broader economic conditions won’t deter us from investing for the long term,” he says. HLP will not just grow through M&A partnerships but also via organic expan sion to provide advancement opportuni ties for team members. TIPS FOR SUCCESS Sneed says HLP’s employee and custom er retention has been exceptionally high. “We attribute that to our focus on people and stability through transition,” he says. “We don’t change what’s work ing; we enhance it. We take great care to integrate thoughtfully, communicate openly, and maintain continuity for both employees and customers.” He says successful retention starts with trust. They take the time to listen and explain the why behind the part nership. “We maintain local leadership, invest in training, benefits, and career path ways, and we celebrate what’s already working,” Sneed says. “For clients, we focus on consistency: the same faces and same standards, now backed by greater

 KEY TAKEAWAYS ■ Hatcher Landscape Partners unites Michael Hatcher & Associates

omy and brand identity, allowing branch leaders to focus on customers and culture. ■ Clear communication, respect for local leader ship, and continuity for employees and clients are central to HLP’s high retention and successful integrations.

and GreenView Partners to create a people-cen tered landscape platform focused on authentic stewardship rather than transactional growth. ■ HLP centralizes back-

resources and stability. No sudden changes, just enhanced support.”

office functions while preserving local auton

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