The Edge July/August 2025

Photo: (Top) Miracle Farms Landscaping (Bottom left) Tim Johnson Landscaping

Cromley says his team is starting to embrace the technology, but it comes down to daily reminders to make sure everyone is using the CRM to its fullest. Matthew Colson, owner of SouthView Pest and Turf Management, based in Crestview, Florida, admits their training is the weakest point of their CRM usage. They mostly rely on on-the-job training. “I feel like I’m constantly learning and discovering new things,” Colson says. “They’re constantly making updates and taking feedback from the people that use it out in the field.” Colson says with Briostack, imple menting the software is very self-ex planatory. He can access tutorials and chat with the company if he has any questions. With BOSS, Richter says they had an implementer who walked them through the process of getting set up. Then they moved over to the elevation team, who conduct routine checkups related to best practices. He says these meetings serve as a time to discuss ways to maximize their usage of the software. DuBois says when they reached out to LMN and started working with their account manager, it helped them get up to speed much faster. “If we left it to ourselves, we would be just dragging a little bit,” DuBois says. “We’re getting into our busy season right now. It’s hard to dedicate the time. This kind of forces us to do it.” Johnson says they worked both with TJ Rau from Aspire and Steve Steele from Wilson 360 to get their optimization processes right. “It certainly could have been done without outside assistance, but using the experience that Steve brings to the table from the landscape side, as well as TJ’s vast knowledge of the system, allowed us to really maximize the efficacy of the CRM,” Johnson says. PAIN POINTS RESOLVED AND COMMONLY OVERLOOKED FEATURES Richter said once they implemented

login, and it solved so much for us.” Richter acknowledges you can’t simply pause the business while the team learns how to implement a CRM. He says it’s crucial to champion the project and stay attuned to what pain points the team may be experiencing. “We created these SOPs, and I was very aware of how we would do it and was able to answer the why we are doing it,” Richter says. “That allowed everybody else to say, ‘Okay, John’s in the fight with us. He’s working just as hard in this thing. He believes in it. He’s cheering us on. We’re going to follow.’” Aside from leading by example, Richter also recommends sharing the workload. Instead of overworking one superuser who is the most efficient at using the software, Ritcher says more individuals on your team should know how to play their part. Johnson says it is their processes that ensure a new initiative gets implement ed. From there, they train the team from the top down. “We made sure each level of the team knew what they were going to be held accountable to, and how their direct re ports were part of that process,” Johnson says. “When those things are established, the team then works together from the top down to ensure success.” Christopher McCormick, director of maintenance for Miracle Farms, says they built out standard operating procedures with LMN that include step-by-step guides and videos for new employees to refer back to.

John Richter, owner of Richter Land scape Company, based in Birmingham, Alabama, says for years they were using a number of different systems that didn’t talk to one another, so when they finally started using BOSS Software, everyone was eager to optimize their usage of it from day one. “We were trying to dead sprint out of the gate,” Richter says. “We accelerated so quickly just because we were so excited that we had something that had one

“We made sure each level of the team knew what they were going to be held accountable to, and how their direct reports were part of that process. When those things are established, the team then works together from the top down to ensure success.” - Tim Johnson, president of Tim Johnson Landscaping

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