As part of SYNKD Live, a leadership summit and event trade show, we had the opportunity to step behind the scenes at HighGrove Partners—one of Atlanta’s leading commercial landscape companies.

The morning started with a 1.5-hour bus ride across the city (because, Atlanta traffic). But once we arrived, it was more than worth it.

Jim McCutcheon, founder and CEO of HighGrove, welcomed us with his leadership team, giving us an inside look at how they run a high-efficiency, high-impact business.

For over 36 years, HighGrove has built its reputation on strategic operations, smart hiring, and a no-nonsense approach to sales. With 112 trucks on the road and 820+ commercial properties maintained, they operate on a level that’s both highly structured and surprisingly agile.

We toured three key departments—Shop, Operations, and Sales—to see firsthand how they keep things running smoothly.

👇 Read more to step inside HighGrove’s world and see what we learned.

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The Shop: The Backbone of Efficiency 

Okay, I’ll admit—shop tours aren’t exactly my thing. I’ve seen a lot of them, and my eyes tend to glaze over. But even I couldn’t ignore the efficiency built into this system.

Their mechanical mantra is ingrained in every department, ensuring equipment issues are solved fast.

In fact, their process allows for 24-hour turnaround on repairs. One of the biggest lessons? The 5 Whys.

When they found four blowers on a truck meant for two people, they didn’t just shrug it off. Instead, they asked ‘why’ five times, tracing the root issue back to a culture problem—crews didn’t trust that equipment repairs would be done on time.

Now? They’ve built a system to guarantee quick turnaround, eliminating the need for hoarding gear.

Operations: A Well-Oiled Machine

HighGrove’s operations run like clockwork—but not without trial and adjustment.

They once moved away from the H-2B visa program but have since returned to using it. They also don’t overlook anyone when hiring—team members range from 70-year-olds on crews to 18-year-olds in the shop. Their philosophy? Hire for fit, train for skill.

Three years ago, they switched to Aspire to streamline operations—moving from 70+ spreadsheets to one centralized system.

The company’s speedboat, not a battleship mentality, allows them to pivot quickly.

Example? They tried four 10-hour workdays, but when it wasn’t working for crews, they scrapped it and went back to five 8-hour shifts.

And when you start your workday in Atlanta traffic, location matters. HighGrove strategically places their four facilities opposite peak traffic patterns to maximize efficiency.

Their daily routine is tight:

• 6:00 AM – Crews arrive, stretch, and do a quick daily talk.
• 6:23 AM – Out the gate. Everything is pre-loaded the night before, except plant material.
• 2:15 PM – Crews return.
• Once a week – Quick safety toolbox talks.
• Daily – Two one-on-one check-ins between managers and crews—AM and PM.

At peak season, 250 employees keep this machine running.

Sales: The No-Nonsense Approach to Leads

One of the most fascinating takeaways? How HighGrove vets potential clients.

Instead of chasing every lead, they look at red flags early on to make sure they’re a true match. They ask questions like: 

• Do you invest in enhancements or flowers? If not they’re likely looking for the cheapest option, not the best.
  
  
• How often do you switch vendors? If they’ve gone through five vendors in five years, chances are they’re the problem.
  
  
• Do you have a Master Gardener on your board? Translation: Are we about to battle endless opinions

HighGrove values relationships and revenue, so if a client isn’t engaging or won’t meet with them, they move on. It keeps their team focused on the right opportunities. 

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Final Takeaways: Lessons from Leader Jim McCutcheon 

After an incredible morning of learning, we closed out with lunch and a challenge from Jim:

“Have the courage to build the company you really want.” 

At its core, you’re either design/build or maintenance. You’re either commercial or residential. Pick a lane. Go all in.

Jim also shared a few final takeaways:

• EOS (Entrepreneurial Operating System) changed the way HighGrove runs their business.
  
  
• They built a company-wide recognition system where employees nominate peers for core value awards.
  
  
• Giving back is part of their DNA—through the High Hopes Foundation, they support their community by planting trees, installing flagpoles, and more.

Oh, and fun fact? Jim’s kids work here. And yes, they apparently beat each other up in the hallways—which, according to Jim, is weirdly normal in their world.

Final thought from Jim:

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“Just think about ways to get better—and bigger will take care of itself.”

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Huge thanks to Jim and the HighGrove team for opening their doors, sharing their systems, and reminding us all to challenge the way we do business in the green industry!

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