When is it time to grow? Should we grow?

Sounds like your one machine break down from a much bigger backlog.

Having a backup chipper or grapple truck seems prudent for the crew you already have.
 
Suppose you found another really good crew leader, purchased the extra equipment, and then calls completely dropped off in November. You could then compile an email list of some favored clients, explain your situation, and offer them exceptional winter rates that will keep your crews and clients happy. You could probably easily think of a list of clients who would readily bite at the offer to do winter work at merely cost-covering rates ("as our schedule allows").
 
We have 6 guys and are always split up. No crane or bucket. I'm here to tell you that constantly being on the 2man crew sucks without some of the big iron you have. Splitting up makes sense but keep realistic expectations from your little guys. The super crew gets it pretty easy, mostly.
 
ROYCE said:
I have always wanted to stay a one crew tree company. Mainly because I was told that is the most efficient.
Click to expand...

I'm big on efficiency and am curious about the reasoning behind this. Undoubtedly your one crew is highly productive, but is this also the most efficient arrangement? I'm guessing that you must be turning away a lot of jobs (and therefore spending a lot of time on the job bidding/selection end) or a some of your big pieces of equipment are often idle. We lack the bucket truck, log truck, and the crane, and our stump grinder is a dreaded piece of shit, but we can get most jobs that we bid and we're making full use of the equipment we have (chipper, mini, dump truck, tool truck). I'm thinking I need at least additional fully functioning minimalist crew like this before it's time to start buying a grapple truck, a bucket truck, a small crane, or even a decent stump grinder--as only then will we be able to make good use of such machines. In the meantime we're focusing on training up guys who can do a lot with a little. I'm also motivated in part by the fear that down the road I'll otherwise be harder pressed to obtain a good and talented man than another awesome machine.

I pose these counterpoints with caution and sincerity. Employees give me grief; I see attractions in maximizing the machines and minimizing the men.
 
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Not to sound conceded but don't grow for your clients. If your going to grow do it for you. No matter how great the crew, foreman and equipment another crew means more headaches. We are growing for financial reasons and the headaches are noticeable. When your too small to be big and too big too be small you start to lack in areas. For example, we have two part time mechanics and really need someone more like 30 hours a week but thats really tough to find. Some with office staff and the list goes on. If your happy with one crew tell the clients to wait, if they won't then they don't want you that bad. A local company here keeps a 3-4 month backlog and people wait. Not saying its the norm but it can be done. You could also give up cert facets that may not be as financially beneficial?
 
Read the original post and no others.I'd say try and figure out what type of work your getting an influx of and create a crew based on that work. Either a small pruning crew to keep your top dogs focused on the big stuff. Or form another a team that can run around making the big money
 
we have been debating instead of growing, drastically reducing our service area. we are at a 12 mile radius right now and thinning of dropping that down to a 6 to 8. Or maybe a star pattern, gerrymandered district. there are some neighborhoods I don't want to give up and others I want nothing to do with. Just "sorry, we don't service that area" and be done with it.
 
Royce, your a business person first, tree guy second. Look at your business plan. Where does this put you in light of that? What did you forecast as your response to reaching this phase? Your job is to be looking down the road and making those decisions and moves that will enable you to grow to your target. Analyze the work to determine how much of it is unusual and due to one time circumstances or a continuing trend. Ask the question can it be sustained?

Off load some of the operational management aspects of your day to someone who can handle that. Spend more time on the forecasting and business development including recruitment.

Success can be a business killer too when it leaves you unable to service the workload and customers become dissatisfied.
 
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