A lot of business ideas sound exciting until you get to the part where you need big money, special skills, or years of experience. Lawn care is the opposite. It's simple work, it's needed everywhere, and if you sell it the right way, it can scale faster than most people expect.
In this story, Marcus is 24, runs two locations, and talks openly about the math behind a typical job, his marketing that brought in his first quarter million in revenue, and the unglamorous stuff (cash flow, taxes, trucks breaking down) that can make or break you early on. If you've ever wondered, "Could I start this on weekends?", the details here answer that too.
From high school to running two locations (without overthinking it)
Marcus grew up in Montana and moved to Washington in 2019. Around the time he was finishing high school, he planned to do what a lot of people do, go to college (at least "temporarily"), find a job he didn't hate, and figure it out later. Since he liked being outside, lawn care made sense, and one job led to another until it turned into ownership.
That jump matters because it's not a story about inventing something new. It's about taking a straightforward service, putting a system behind it, and then staying consistent when it gets hard. Marcus ended up operating under the Augusta Lawn Care brand, which gave him structure, support, and operating processes. If you're curious what that franchise model looks like at a high level, here's the official page on the Augusta Lawn Care franchise opportunity.
The growth he shared for the Redmond location is clean and simple, year one was just over $200,000, year two was just over $450,000, and year three is projected around $600,000.
Here's that timeline in one place:
| Year | Redmond revenue (approx.) |
|---|---|
| 2023 | $200,000+ |
| 2024 | $450,000+ |
| 2025 | $600,000 (projected) |
Then he bought a second location in Mount Vernon. At the time of filming, he said it was about $700,000 year-to-date and projected to finish the year around $900,000. Next year, his target is to keep both locations roughly even, around $800,000 each.
That's the part that makes people pause. Two locations, big revenue, still in his early 20s. Yet most of what he describes is basic blocking and tackling, sell the work, do the work, follow up fast, collect payment on time, repeat.
The bare minimum to start a lawn care business (even if you have $200)
When asked what someone needs to start, Marcus didn't turn it into a shopping list. His point was that if you're a kid starting on weekends, you can get going with almost nothing.
He laid out two realities:
If you truly have to start tiny, a couple hundred bucks can be enough. Use whatever vehicle you already have access to, even a parent's car, then start knocking on doors and selling your first cleanup. His example was a $500 cleanup where maybe $50 goes to dump fees, then you keep the rest (and yes, pay taxes).
If you want a less stressful start, he suggested having a couple thousand dollars available for marketing and tools, and possibly a truck if you don't already have one.
Either way, he kept repeating the same idea: you bootstrap it. The first cash you earn becomes your next set of tools, your next marketing run, your next step up.
He also answered the "side hustle" question in a practical way. Start on weekends. Get three or four clients. Mow on a Saturday. You still get downtime, and during the week you can learn the business side in small bites, estimates, customer communication, and keeping your books clean (he specifically called out QuickBooks).
It's not flashy. It's just manageable, which is why it works for people who can't quit their 9-to-5 yet.
How he prices jobs fast (and why speed matters more than perfection)
Pricing is where beginners freeze. Marcus doesn't pretend it's exact science. He treats it like what it is, an estimate that you get better at over time.
On a real cleanup job they visited, he described it as straightforward work, leaves, pine needles, a quick rake-up in the backyard. The job price was about $260, and the crew expected to finish in around an hour.
For simple mowing, he said you can often price off Google Maps. For more involved cleanups, his crew will drive by, record a quick video of the yard, send it to him, then he sends it to the customer. In the example he gave, the customer accepted within an hour and got scheduled.
That speed is a theme. He later said one KPI he tracks is time-to-close after the estimate. If you respond fast, you win more jobs because most clients don't want to call four companies and wait three days for each quote.
The baseline math he uses
He described an initial visit rate as "per minute per man," which he translated into an hourly number. The key takeaway was not the exact phrasing, it was that he's pricing labor with a consistent internal rate, then tracking it accurately.
When it comes to profitability, he keeps it simple: aim for a 20 percent profit margin across jobs. Some jobs land higher, some lower, because it's still an estimate. For materials and supplies, he marks them up about 20 percent as well.
Here are a few of the "typical ticket" numbers he shared:
| Service type | Typical time | Example price range |
|---|---|---|
| Weekly mowing (mow, edge, blow) | 30 to 45 minutes | About $50 per week |
| Bi-weekly mowing | Similar visit time | About $68 every two weeks |
| Cleanup projects | 2 to 3 budgeted hours | Often $200+ |
| High-ticket project work | One day to multi-day | About $800 to $8,000 |
A simple way to stop underbidding when you're new
Marcus admitted estimates get harder as scope grows. He doesn't always measure square footage. Instead, he visualizes the job: where to park, how access works, where the work starts, how long it should take.
For someone brand new, he suggested a low-tech approach that's honestly perfect: use a stopwatch on your phone. Time yourself on real jobs, then use that as your reference point next time.
He also said something that feels almost too honest: if you're nervous about a project you've never done, bid it high. Maybe you don't win it, but there's a price to learn. The goal is to stay in business long enough to get good.
Why 65 percent of his clients are recurring (and what "professionalism" really means)
Marcus said about 65 percent of his client base is recurring. That's a big deal because recurring work smooths out your schedule, your staffing, and your cash planning.
His retention strategy wasn't complicated, but it was strict. Internally, he says their unique selling proposition is professionalism.
That shows up as:
They communicate fast and stay reachable (he called out 24/7 communication).
They keep card-on-file billing so it feels like a subscription. He compared it to Netflix, easy for the customer, no repeated invoicing drama.
They show up when they say they will.
They treat customers like people and solve the actual problem, not just "cut grass."
He also talked about caring for the property beyond the obvious. Not in a cheesy way, more like, "we're already here, we notice things, we help prevent bigger messes."
This same thinking shows up when he builds estimates too. He wants customers on schedules. One-time work is great cash, but recurring work makes the business stable.
The low-cost marketing that got him to his first $250,000
The marketing strategy that drove his early growth was almost old-school: door hangers (and flyers) for the first six months.
He started in spring, when demand is high. That timing matters because people are already thinking about yard cleanup and mowing. A door hanger at the right moment is hard to ignore.
Then, he used Google Ads to fill whatever open slots were left on the schedule.
When asked whether door hangers still work, he didn't hedge. He said yes, and he pointed to the broader franchise network testing similar strategies in different locations. In other words, it's not theory, it's been tried over and over.
Also Read: How a Seattle Hot Dog Cart Became a $40K/Month Business (Built From Scratch)
If you only had $500 for marketing
His answer was immediate: door hangers.
He explained why. Printing a large batch is relatively cheap, and delivery is free if you're the owner walking neighborhoods. If you can afford 500, 1,000, or even 10,000 pieces, the big cost is time and shoe leather.
Then he added a second "free" marketing channel: Google Business Profile reviews.
His target was clear: get to 30 Google reviews. He said that's where you start to see stronger SEO results, and you want to show up in the top three when someone searches "lawn care near me."
To jumpstart reviews, he suggested doing a small cleanup for free in exchange for a five-star review. He's not talking about bribing strangers, he's talking about earning trust fast when you're brand new and need proof.
For a basic explainer on how reviews impact local visibility, Google has a helpful primer on how local results are ranked.
Residential vs. commercial, and why he keeps it 95 percent residential
Marcus said his company is about 95 percent residential and 5 percent commercial.
The residential side is his bread and butter because billing is simple. Card on file, autopay, fast collections. It also fits the recurring model well, weekly or bi-weekly service that stays on the calendar.
Commercial work can pay well, but he called out the annoying parts:
You often wait longer to get paid.
Contracts can be harder to fulfill than they look on paper.
Insurance and regulations can add friction.
Some sites bring safety and access issues, like being high on ladders, which adds another layer of rules.
They still take certain commercial jobs, but only when it stays simple and profitable.
The "buffet" estimate approach that turns one job into recurring service
On a commercial estimate walkthrough, the client told him, "I want the weeds gone." Marcus didn't just quote weeding.
Instead, he suggested everything they do that could improve the site: weeds, mulch refresh, pruning or shaping trees, and then maintenance visits that happen multiple times per year. He was already thinking tri-annual service, not because it sounds fancy, but because weeds and growth come back.
Then he explained how he presents estimates: customers can toggle services on and off online. No long-term lock-in contracts. Start with an initial cleanup, then add regular weeding, trimming, or mulch as needed.
That's an important distinction. He's not trapping people, he's making it easy to buy more without a second phone call.
A little later, they showed a simple commercial job that represents that 5 percent: spraying weeds in gravel areas around buildings. Three buildings, done every two weeks, straightforward and repeatable.
He also said something smart here: when a job doesn't fit their normal system, he bids it higher. If the client accepts, great, they're being paid well for the extra hassle.
The numbers he tracks: CAC, lifetime value, and a few KPIs that keep you sane
Marcus shared a customer acquisition cost (CAC) of about $38 per client. He said it's low partly because brand recognition is strong now.
Then he shared lifetime value on an annual basis, around $1,600 to $1,800 for a typical maintenance client who might add small projects.
Instead of rattling off a giant dashboard, he listed the metrics he actually watches:
Top line and bottom line.
Close ratio, what percent of estimates become clients.
Client retention.
Time-to-close, how fast you follow up after the estimate.
That last one deserves a second mention because it's so practical. People want their problem solved quickly. If you're responsive, you don't have to be the cheapest.
For readers who want a more structured look at franchise cost, profitability claims, and disclosures, a third-party overview like the Augusta Lawn Care franchise FDD analysis can be useful context (still, always verify anything important directly).
Hiring: why he picks "passion" over experience
Marcus said he's done hundreds of interviews. His favorite question isn't technical. He asks candidates about their long-term goal or vision.
He listens for energy. Someone who's dreaming about starting a food truck someday stands out more than someone who says, "I just need a job."
That's not motivational poster talk. In physical service work, attitude shows up at 7 a.m. when it's cold, wet, and you've got a packed route. Skill can be taught, but drive is harder.
Leading without hovering
His biggest leadership lesson was about letting people fail after training. He trains employees for the first two weeks, then gives them room. He doesn't follow behind them to inspect every job. If call-backs happen, employees own the fix and the accountability.
That trust is backed by a pay system that rewards efficiency.
Pay-for-performance, and keeping it fun
Marcus said they pay incentives based on how efficient the crew is. A percentage of job revenue goes back to employees. Efficient crews can finish early or take on more jobs and make more money.
Some top performers average mid-$40 per hour across locations. On the flip side, slow habits (hanging at gas stations, not being ready to go) show up in lower pay, without him micromanaging.
To keep quality high, call-backs reduce the bonus. It's not punitive, it's tied to the same thing the customer cares about, do it right the first time.
He also shared how they push Google reviews internally: QR code cards, asking customers in person, and even competitions with small rewards. The ask is direct, and honestly a little awkward, but it works. He'll tell customers, "I get a bonus if you leave a five-star review that mentions my name."
Surviving the slow season without panicking about cash
He admitted winter is tough because normal mowing demand drops. So they sell recurring winter services:
Leaf and debris cleanup
Gutter and downspout checks
Shoveling walkways
Salting for safety
The pitch is simple: pay smaller amounts through winter so you don't get hit with a $2,000 to $4,000 cleanup in spring.
That approach also helps keep crews busy and the business profitable during slow periods.
Buying the second location, financing, and why systems matter
Marcus shared that he bought the Mount Vernon location for $260,000. He financed it, and in his case, it was owner financing. The franchise owner also owned that location and let Marcus pay it back over two years.
He also said buying within a franchise made the transition easier because the systems, client database, trucks, and setup were already familiar.
When asked if he'd be as successful without the franchise, he said no. He gave credit to the support, things like website, handling phone calls, and other admin, which frees him to focus on sales and hiring.
If you want to see how the franchise answers common questions about getting started and support, the Augusta franchise FAQ lays it out in plain language.
Early mistakes that cost real money (and what he does differently now)
The first six months were rough. He said building from zero clients is hard, especially when you're out working in the rain and your savings are shrinking.
Then came the nightmare: both trucks went down at the same time. He ended up using a U-Haul for a couple of weeks while repairs happened.
He also shared two specific mistakes that stand out.
Mistake #1: buying bad trucks
He bought "lemons," including one with a bad transmission he thought he could repair cheaply. More issues popped up. Another truck had a radiator problem he didn't catch during purchase. Now he does deeper due diligence, checking service history and overall condition.
Mistake #2: letting payment drag out
He did a $1,000 cleanup for a commercial client who didn't pay for one to two years. That's brutal when you're early and cash is tight. His fix is what most home service owners eventually learn the hard way: card on file, or require a 50 percent deposit on larger projects. If materials are involved, you want the money before you start.
The hidden expense new owners miss: taxes and timing
He talked about taxes as a surprise expense, because in some areas new businesses have to pay monthly. In his Redmond location, sales tax was 10.3 percent, due every month. On $50,000 revenue, that's over $5,000 you need to hand over, on schedule, whether you "feel" profitable or not.
Cash flow timing matters too. If you invoice at the end of the month, you might wait a few days for payments to hit your account. Those few days can get tight when payroll, fuel, and taxes all stack up.
He summed it up in a way that sticks: cash flow is king.
A short note on "starting properly" (without getting stuck)
There's a sponsored mention in the episode of an LLC formation and compliance service, pitched as a way to handle filings, tracking, and admin without hidden fees. For anyone who's forming a company and wants that type of help, the link shared was Bizee LLC formation and compliance services.
I'll keep this part simple because the real lesson is bigger than any tool: don't let paperwork be the reason you never start. Handle the basics, then get back to selling.
What I took away after watching this (and why it changed how I think)
I've heard a lot of "start a service business" stories, and most skip the parts that actually decide your outcome. This one didn't.
The first thing that hit me was how normal the early struggle sounded. Rain, door knocking, no clients, money going out before it comes in, and then the trucks breaking down at the worst time. That's not a highlight reel, that's the job. Oddly, it made the later revenue numbers feel more believable, not less.
Second, I liked the bias toward speed over perfection. Sending an estimate fast, getting a quick video, letting the customer toggle options online, it's all built around removing delays. I tend to overthink "the right process." This felt like a reminder that the right process is the one you can repeat tomorrow.
Last, the professionalism angle was almost boring, yet that's the point. Show up. Communicate. Make payment easy. Fix call-backs. It's not magic. It's just rare enough that it becomes a real advantage.
Conclusion: the simple system behind the big numbers
Marcus's results come down to a repeatable loop: sell basic services with low-cost marketing, respond fast, do clean work, collect payment without friction, then turn one-time jobs into recurring schedules. Along the way, he watches a few numbers (CAC, lifetime value, close rate, time-to-close) so the business doesn't drift.
If you're collecting business ideas and want one that can start on weekends and scale with effort instead of credentials, lawn care belongs on the shortlist. The work is simple, but the system has to be tight. The good news is, it's all learnable, even if the first estimate is a little off and the first month feels like pushing a mower uphill.