Company: CLS Landscape Supply LTD. 

Location: Calgary, AB, Canada 

Services: Landscape Construction (Design/Build), Landscape Supply 

Team Size: 75 people 

Annual Revenue: $15 million

Most landscape companies pick a lane: you build, or you supply. CLS Landscape Supply does both — running supply, delivery, and construction across multiple divisions under one roof. That’s a lot more moving parts than a typical design/build company, and it means customers expect more from CLS at every step: speed, communication, guidance, and a professional experience from the first call to the final walkthrough.

Running that kind of business well takes more than good crews. It takes systems that hold up as the company grows — which is exactly the challenge CLS has spent the last several years solving.

Ask Janelle Leary, President & Founder at CLS, what keeps her up at night operationally, and the answer isn’t a shortage of work. It’s keeping execution consistent as the business grows. Add more crews, more project managers, more foremen, and seasonal transitions, and communication has more places to slip. Expectations get fuzzy. And what starts as a small miscommunication can turn into rework, wasted hours, or a frustrated customer.

It’s a challenge a lot of growing landscape businesses recognize, but not many solve well.

On a complex design/build project, there are a lot of handoffs — sales to project management, project management to the field. CLS leans on structure to keep those handoffs clean: clear kickoffs, daily huddles, quality-control walks, and steady communication between office and field. The goal is to catch issues early, before the team is stuck reacting instead of building.

That discipline shows up in how Janelle talks about growth. The focus isn’t on individual heroics — it’s on planning, role clarity, accountability, and documented process, so results don’t depend on any one person holding everything together in their head.

LMN plays a role on the operational side of that system (CLS has used LMN for 12 years and counting), supporting field execution and jobsite documentation. But for Janelle, the software is one piece of a bigger goal: building a business where the systems themselves — not memory, not scrambling — are what deliver consistent results.

Over the past four years, CLS has roughly doubled construction revenue, growing to around $5.5 million and pushing toward $6.5 million. That’s real growth by any measure. But ask the team what they’re proudest of, and revenue isn’t the first thing they mention — it’s discipline. Communication is clearer. Expectations are stronger. The business depends less on any few people holding it all together, and more on the systems they’ve built.

That’s the version of growth CLS set out to build: one that doesn’t trade away quality or culture to get bigger.