At the beginning of pandemic DJ's landscape management in Grand Rapids, me.heard that some of their competitors were ready to leave the trade or retire. So they began to investigate the possibilities that could create these exits for their company, says Jeff Kladder, President of the company.
“We started to get involved and ask:” What does it look like when you talk about it and how do you do that? “, Says Kladder.” We wondered whether we might be part of your successor plans if you want to change your company. “
DJ's has acquired five companies in the past four years and is planning to continue this part of its history in the future. This strategy has enabled the company to open new markets in all of Michigan and to achieve annual sales of 79 million US dollars, with 47th place on the 2024 place Lm150 List.
When evaluating a possible AcquisitionAccording to Kladder, the company sees whether there is the opportunity to expand the customer base and whether the services match the current DJ offers. As soon as a company acquires, it works to bring it under its existing roof, but initially no major changes. Instead, the DJS focuses on keeping employees, maintaining a level of stability and building trust, with a long -term goal of handing over the acquired business to its own within 12 to 18 months.
“Although we know that we work with positive intentions and the desire to see the team grow, it takes time for the team that is at the acquired end to see that this comes into play or this trust really deserves,” says Kladder.
Take over ownership
With more than 500 employees, Kladder strives to convey the landscape management of DJ to convey a feeling of owners and accountability by breaking the team into smaller groups, regardless of whether this is in the department or in the branch.
DJS offers landscaping, landscaping, irrigation, snow/ice management and plant health services for largely commercial customer base (94 percent). The remaining customers are state/municipality (5 percent) or residential properties (1 percent).
The company also works to keep employees by offering them the opportunity to expand their career. This is partly done by expanding it in its existing markets so that the team has the chance to develop. It is about promoting both the employees and the customers that it currently has, says Kladder.
“We don't want to be in a situation in which we humans lose from below as quickly as we add them,” he says.
Trustworthy mentors
DJ plans to expand outside of Michigan In more from the middle west, but Kladder wants to make sure that they maintain the same level of connectivity across the state boundaries.
“The motto here at DJ is” four seasons, one team “, so try to ensure that we do not lose this one-team approach, even though we will be above a larger geographical area,” says Kladder. “We have no wish to be 12 different companies in parallel. We aim to build a large company.”
DJS recently developed a board of directors from various industries, and Kladder encourages others to combine with experts who can act as mentors. “Find someone who has made this trip before, even if it is not in the same industry,” says Kladder. “Ask you what fights you saw and what hurdles you had to overcome.”
If Klader is to be expanded, Kladder suggests that other specialists check their current systems, technology and overall structure to ensure that the desired growth is supported.
“You build for what you want to be and not necessarily what you are,” says Kladder. “There is a balancing act to ensure that you are not bloated by your current location, but are also prepared for where you go tomorrow.”