The Edge June/July/August 2026

information shared internally and their accountability. “Our enhancement sales have increased by 60% since implementing our accounts manager site visit process,” McDuff says. “Our AMs visit sites more frequently and therefore propose more enhancements to clients. Clients see that we are paying attention, and the constant flow of ideas to improve their sites helps them look better to their tenants or owners.” Newman says with sound processes in place, they can ac cess real-time job costing versus having to wait until the end of the year for insights. He says that be fore they were unable to identify where they were strong or weak. “Without having good pro cesses in a really good software like Aspire, we wouldn’t be where we are today,”Newman says.“The company wouldn’t be able to grow. I couldn’t imagine how we would schedule things, how we would job cost.” If you aren’t seeing the desired results with your technology, take a step back to define, docu ment and reinforce how your team needs to operate. When processes are clear and consis tently followed, technology stops being a source of frustration and becomes what it was meant to be all along: a tool that supports your business. TE ■ Successful implementation requires buy-in, training and accountability. Explain ing the “why,” involving em ployees early and reinforc ing expectations over time are critical to adoption. ■ When processes and tech nology align, the ROI is sig nificant. Companies report measurable gains — from time savings and real-time visibility to increased reve nue, such as a 60% boost in enhancement sales.

Support Center, which purchases, tracks and distributes the materi als on a weekly schedule. “We also added visibility by comparing ordering patterns across teams and locations, which improved cost control while still supporting the field,” McIrvin says. “The result is a system where our teams consistently have what they need — without delays — and leadership has clear insight into usage and cost.” Gordon says they’ve been able to improve their equipment and asset management by imple menting a streamlined process of scanning QR codes when an asset needs to be sold. “They can monitor across the branches where the assets need to be sold,”Gordon says. “There’s no paper flow. The branch just scans. It says ready to sell. It au tomatically knows what asset it’s talking about. The fleet team sees it and starts communication.” One process that has helped with Landscape America’s customer satisfaction and profit margin is their account manager site visits. In the past, McDuff says his account managers had to use their calendars and Excel to track site visits and sales. They had master spreadsheets, but the information was rarely up to date and accurate, making it hard to hold team members accountable. After implementing Aspire, McDuff found tools and forms within the system to improve the  KEY TAKEAWAYS ■ Technology amplifies your

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existing processes — it doesn’t fix them. Without clear, consistent workflows, new software will only scale confusion, poor data and inefficiencies. ■ Lack of adoption, bad data and workarounds are signs of misalignment. If your team isn’t using the system consistently or relying on external tools, your process es and technology are out of sync.

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