A bit like marriage, the first couple of decades are usually the hardest.
When I was young and restless, as George W Bush said, I was somewhat young and restless. I ended up happily squandering my 20s. By around 1998 I’d finally figured out that I liked landscaping, and possibly could even eventually be good at it. So I set up shop back home in the Emerald Isle.
Timing wise it was fortuitous enough with the economy growing and people starting to spend money on their gardens. Better still, they became actually willing to pay others to do the work. When I initially declared myself a landscaper, people thought I was growing tomatoes. “Ah, a market gardener.” Eh, no, not exactly.
Growing up in the 80s, the country suffered high unemployment and emigration. At least we enjoyed good music. And slow sets. Nowadays it’s the opposite.
We’ve since gone from putting up a notice in the local supermarket to having just released a podcast ‘interview’ entirely generated by AI. The ‘American accents’ are, admittedly, a bit annoying.
In my experience, the market is ultimately very fair. One is rewarded solely on one’s output – what you send out the gate, or the actions taken in the field. As the Romans used to say, Acta, non verba: Deeds, not words (attributed to Julius Caesar).
It turns out the world does not beat a path to your door, regardless of how good your mouse trap actually is. Anything written here presupposes your product or service does, at a minimum, what it says on the tin.
Secrets of success
The Irish horticulture industry is diverse, fragmented and progressive. Many readers of this piece are managers or owners of relatively modest independent entities, and will hopefully resonate with some of the challenges and rewards discussed herein.
Intrinsic in our day to day business lives we must contend with multiple slings and arrows. Time, energy and discipline are a given. Plus we must struggle with the whole work/life balance thing.
Then there’s the recruitment, retention and motivation of staff. There are hundreds of pieces of employment legislation to contend with. It can be a minefield. Call me a grumpy old man/politically incorrect, but I loved the one about the person who chose to be identified as invisible. A trans-parent. Preferred pronouns being who/where.
Overheads wise, achieving anything much requires an HQ/premises/office and vehicles to get around. Fleet management alone takes up a lot of attention and expense. Good insurance is a must and having your solicitor on speed dial can be another uncomfortable reality.
Constant change – eg, the cost of living suddenly going through the roof – is inevitable, and keeping up with technology is another endless task.
Sales and marketing should always come first. Collect testimonials systematically. As Iago said to Othello, “Reputation is an idle and most false imposition, oft got without merit and lost without deserving.” I feel sorry for the hospitality sector, often getting unjustifiably slated on a whim, on Trustpilot, Google reviews or booking.com.
Health and safety comes next. Very necessary but not fun. That probably merits an article of its own. Watch this space. Finance wise, there’s constant risk and pitfalls. Juggling the overdraft with VAT/PRSI payments contends with managing stock, debtors and creditors.
Then there’s market trends. (Remember economist David MacWilliams’ ‘Decklanders’?) On top of shifting customer sentiment and expectations, throw in the occasional recession and pandemic, and it’s enough to turn your hair grey. Still, a smooth sea never made a skilled sailor.
On the flip side, there’s a lot to be said for being in charge of one’s own destiny. Some crave job security. That’s entirely understandable, but personally I consider striving for financial independence the better bet. I’m not there yet by the way.
Being in business has both allowed for and demanded creativity. Under the umbrella of ‘marketing’ we’ve had our Dragons’ Den adventure, completed several award-winning Bloom gardens and even a book. All immensely rewarding.
I value the variety and freedom of entrepreneurship. Then there’s the friendships, loyalties and legacy. I’m learning (and/or relearning) lessons every day. Like what? Well, you can have all the spreadsheets, research and SWOT analyses you like, but it boils down to trusting your gut. Sometimes done is better than great. It’s very important to be able to say no. Pick and train your customers carefully.
Remember if you fail to act you will be acted upon. Beware of both lethargy and the fear of overwhelm. These are connected. Social media is a terrible time suck and, to be frank, a weakness of mine.
Loathe as I am to dispense advice, after a quarter of a century pulling and dragging, I’m occasionally asked the secret of our success, such as it is. Staying passionate is key. One needs to become comfortable with unpredictability, seasonality and even occasional hostility. There’s plenty of begrudgery out there. Beware cynicism. Remember, an ounce of commerce is worth a tonne of work.
The main thing experience has taught me is the power of delegation. I firmly believe one can do anything. But one cannot do everything. Empower people with both responsibility and dignity. Understand that having a laugh is a tremendous pressure-relief valve. Never forget to have the craic along the way.
Opportunity can sometimes knock softly, so stay in the game. Endure. Constantly reinvest. Life is short so finally, for God’s sake, enjoy the wins.
MARK O’LOUGHLIN is a 56-year-old mostly office-bound landscaper with grey hair who loves transforming spaces using artificial grass. He is the owner and director of Sanctuary Synthetics. Winner of five Bloom medals, Mark previously risked ridicule with his HidBin invention on Dragon’s Den. He is the author of The Big Hairy Green Book: All About Artificial Grass (available on Amazon).
