A 20+ year-old, multi-division landscape company replaced spreadsheets and emails with one system — and turned a software rollout into a culture shift for the next phase of growth!

Location: New Market, Tennessee

Service Focus: Multi-division green industry company — ~40% landscape construction & installation, ~30–35% lawn maintenance (mowing, trimming, irrigation, lawn treatments), ~15% directional drilling for utilities, and a growing general construction division. Roughly 80% commercial, 20% residential.

Annual Revenue: >$10M

Employees: >130

Previous System: Excel spreadsheets, email, paper job tickets, and a separate accounting system

On LMN Since: Signed August 2025, fully live by January 2026

Featured: Jay Collins, Operations Manager, Total Property Management

Total Property Management has spent more than 30 years building a reputation in East Tennessee for being the team you call when the job doesn’t fit in a box. Lawn and landscape maintenance is their bread and butter, but the company also runs landscape construction, hardscaping, retaining walls, pools, irrigation, lawn treatments, directional drilling for utility companies, and a general construction division.

The internal joke says it best: if it happens outside, we’ll find a way to do it.

That breadth is also what made the operations harder to run on goodwill and Excel. With four core values guiding their culture: Quality, Community, Service, and Safety, TPM’s leadership team knew the next chapter of the business needed a system that could hold all of it together & help them accelerate their growth.

For years, a lot of TPM’s job and client information lived in the cracks between people. Estimators built bids in their heads, project managers learned the details on the way to the site, and the office was left to piece together what actually happened from text messages and papers in file folders. It worked and the company was successful, but there were moments where that system showed its limits.

Jay calls those moments the Friday-afternoon alarm.

That pattern was costing the business in three ways: wasted time from miscommunication between estimating and execution, a slow drift from “we said we’d do this” to “we never wrote it down” which resulted in rework, and underwhelmed customer experiences. All of these items ate away at their job margins.

TPM evaluated LMN, Aspire, and a couple of other systems. The team talked to peer references on both sides, including operators who had run Aspire and operators who had run both. 

What stood out to Jay through the decision-making process was the level of service he felt from the Granum team. There were multiple moments during the process that showed the TPM just what kind of partner LMN was going to be. For a company moving from very little structure to a more professional workflow, he felt Granum gave them the best chance to be successful.

Software rollouts at companies TPM’s size are hard because change management is hard, and most software vendors don’t show up for it. Granum approached this rollout knowing TPM had been burned before and the team built the implementation plan around that reality.

Before signing, Jay called Rory, his LMN account executive, with a direct ask: “if we don’t get implementation right, the relationship is over.” Rory’s answer was just as direct: “totally fair, we’re built to get that right. You’ll feel that before we even get started.” That clarity at the front end set the tone for everything that came after.

The team was paired with Dante, an all-star LMN implementation specialist who Jay still describes as “a gift.” Two to three working sessions per week. Questions in one meeting answered with completed work in the next. A goal set in August to be live by January 1st, and Dante executed a plan that actually got them there.

Since onboarding to LMN, TPM has appreciated the regular updates to the platform that are supporting their ability to save time & energy on manual tasks, improve their client experiences, and reach a new level of clarity in understanding their numbers. 

While reviewing this season’s lawn-treatment invoices, the team realized one of their phases hadn’t actually been billed, and tracing it back, some hadn’t been billed since 2024. Almost all of this year’s lawn-treatment invoicing is now caught up.

A regional utility company asked TPM to bid 65–66 sites broken across four service categories — sewer, gas, water, and electrical. Account managers drove every site, and TPM bid two ways at the same time: the old paper way, and inside LMN using analytics, Google Earth measurements, and templates.

The LMN bid came together faster and surfaced gaps the paper version had missed. When TPM was awarded the contract, every property and service was already in the system. The team just had to schedule.

A local university campus is mowed and serviced in a single day by ~20 people. Under the old setup, billable extras got lost between the crews and the office. Inside LMN, each property is now listed as a service,  crews tap one button per stop, and the additional weekly billing self-generates.

Account managers used to spend 8+ hours per week in the office calculating jobs by hand, chasing GPS times, and making phone calls to confirm what was done. With LMN, that time goes back to customers, crews, and new business.

Weekly account-manager check-ins. Biweekly project-manager and superintendent huddles. Live LMN data on a TV in the room. The team stopped chasing rabbits and started running the business in front of one shared source of truth.

One of the direct results of these routine management meetings: TPM put a major focus on timely invoicing in March and April. Not only is the team notified faster when jobs are complete, they’ve started using Estimate templates to speed up invoicing on T&M projects — jobs that used to sit complete while the office waited on the field information needed to bill properly. Even when that field information is thin, the team can now put together a realistic invoice much faster. The result: average receivables turnaround time dropped 30 days between April and May, and is down 14 days on average over the past year.

When asked to summarize what LMN has done for TPM, Jay had one word to describe the main benefit: “intentionality.”

That word lines up neatly with how our CEO, Mark Sedgely, talks about the work we do at Granum: discipline equals freedom. Every day a landscaping business operates without a system to capture decisions, hours, and dollars is a day of compounded uncertainty, for next season’s estimates, for cash flow, for the people you’re asking to lead. LMN gives your team a structure that makes good judgment repeatable.

If you’re sitting where TPM was 18 months ago, running on spreadsheets, sensing the cracks, but unsure whether you have enough structure to take on a system, Jay has a metaphor for you.

You don’t need to have it all figured out before you start. You need a partner who has done this before and will sit with you while you figure it out together.