There are many ways to enter the world of self-employment in horticulture as a second career, from industry, office or factory, and many types of horticultural businesses that may be found to provide a new income stream.
Those who leave their previous employ with a large redundancy payment or severance package may have the finances to seek fresh opportunities in a start-up business, such as a nursery or garden retail centre, or buy into one of many gardening franchise operations, complete with full training and back-up services as part of the deal.
Others may be bored or disillusioned with their current job, and seek the fresh outdoor life they imagine may be offered by working in gardening. I have met many career changers over the years, including bank managers, soldiers, nurses, teachers, office workers, finance directors, gamekeepers and police officers, all of whom entered into professional gardening in one shape or form, leaving their previous life and starting out in self-employment in horticulture.
This article is devoted to those who have chosen – or are thinking about making the change – to become ‘self-employed gardeners’. As there are many different back-stories and reasons for changing career – and with some well able to finance a new business through redundancy and severance packages, and others who make the change due to life style/stage reasons, I will look at several different angles, starting off with those who are well-funded.
It is reasonable to begin by stating the obvious. If you have the finances to consider starting out with an opportunity to have a full set of tools and equipment, and the wherewithal to purchase new vehicles to start your new business without the need to build up enough money to buy items piecemeal, you may consider that you have a good head start in your new life.
BUYING A GARDENING BUSINESS
There are many existing businesses for sale, some with ‘training’ and ‘tools at valuation’, with some interesting prices attached. Looking first of all, from a search on Google, there are those franchise operations that seem to be mainly aimed at lawn care. The asking price figures are fairly standard, having not altered in recent years. Some examples are as follows;
Lawn treatment (no other details), asking price £9,000.00 minimum.
Artificial Grass Installers (no other details), asking price £17,000.00 minimum.
Garden Maintenance (no other details), asking price £7,500.00 – £15,000.00 (three adverts).
Lawn Care (no other details), asking price £15,000.00
Lawn Care t/o £86,000, asking price £63,000
Lawn Care t/o £100,000, asking price £85,000
Lawn Care t/o £53,000, asking price £58,000
Garden Maintenance t/o £400,000, asking price £600,000 including existing staff.
(See ‘Buying an Established Gardening Business’ elsewhere in The Landscape Library)
I left school at 15 to work on the farm, then joined the police, leaving after making the mistake of transferring from Sussex to the Met, as I hated living in London. I subsequently married, and in 1968, with no money and a family to feed, I could not have considered buying into any franchise operation or taking over an existing business. I think that, even if I had, I would not have invested such a relatively large sum – even allowing for inflation – as I could find more direct methods of advertising for work that would not involve paying out a lump sum on questionable figures. I am sure that franchises must appeal to some people, although it is significant that so many involve lawn care, and have only short histories of apparent success. If they are so profitable, why are they for sale?
As for taking over existing staff, I suspect that they may wish to consider whether or not they wish to work for a new owner. After all, they are not fixtures, and can leave whenever they wish, so matters such as ‘selling’ existing staff – and customers – are nebulous to say the least. Stock at valuation – whose valuation?
DECIDING ON WHICH BRANCH TO FOLLOW
At a recent Careers Open Day at Wisley Garden, I was manning the Association of Professional Landscapers stand when around one hundred and fifty people attended the event. I believe that without exception, the visitors were all seeking a change in career – as opposed to youngsters wanting a career choice. The average age was around forty, and during the course of the day, I managed to speak with over half of the group. It was interesting, although not surprising, that around 80% of those I questioned were looking to become garden designers. There were several others stands – BALI, SGD etc – and they all reported the same sentiments.
I asked the visitors about their background and current situation, and learnt the majority were working in offices in one job or another. Their idea of becoming ‘gardeners’ did not involve getting their hands dirty. Even when informed that there are already a large number of garden designers, they were not deterred from their ambition. All appeared to imagine that life as a designer was all neatness and imagination, and did not involve mud in any way.
Appreciating that the Wisley event was not necessarily a true picture of the situation, as the visitors may have been attracted by the nature of the day, and the manner in which the event was publicised, I conducted more research into the channels through which career changers may find the information they require. I asked a question on AllHorts!! Face book group – or rather, I asked for any stories from those who had changed career and entered into gardening as a deliberate choice.
I received around two hundred replies, some short and succinct, others in depth, and I found that the average age when making the change was forty. Almost every single person stated they had never been happier with life, even if the financial rewards were less. The predominant reasons given were boredom or disillusionment with their present jobs, or the
PUTTING LIFE LESSONS TO GOOD USE
I believe that ‘average age’ career changers have many advantages over younger generations, inasmuch as they have life experiences, multiple skills and a certain ‘professional temperament that provides a solid foundation for a second (or third) career.
No matter how experienced and qualified you may be, you will need to establish a five-year plan, setting out your goals and milestones. This involves setting down, in writing, a schedule of your assets at the time of formulating your future as the foundation for your plan.
Begin by conducting a personal audit and inventory of all of your assets. These will include a financial statement – how much you are able to put into the new business to get started – and an assessment of your family or life needs. Begin with making a list of all outgoings, on a weekly/monthly/annual basis. Every single item you can think of, from rent, mortgage, school fees, vet’s bills, vehicle expenses, insurances, electricity, Council tax, club fees etc. You need to establish exactly how much money you will need to earn each month to survive.
Nobody is able to work 52 weeks each year in gardening. Apart from holidays, and inclement weather, health issues will reduce the number of working days, and I suggest that you work on the basis of earning income for no more than 1800 hours p.a., or 45 weeks @ 40 hours. Divide your monthly outgoings by 1800 to arrive at the minimum hourly rate you MUST achieve in order to cover your bills, with nothing spare for new tools and equipment, or most importantly – PROFIT.
It is very important to consider the impact that self-employment may have on your family life. If you are used to taking holidays during the summer, or during school term times, such timings may not be possible once you become a professional gardener, unable to simply walk away from work for two weeks during peak growing time. You will need to plan your holidays around a new family programme, with January to March being the quietest periods in the gardening calendar.
Unless you make a profit, you will not succeed in business. Aim for 25% above all outgoings to arrive a sensible profit margin. In reality, inflation and circumstances will always eat into your profit margin. In the world of gardening – as opposed to landscaping – income is usually based on a time formula. In other words, an hourly or daily rate for services rendered, with no opportunity to increase profitability by careful planning and accurate estimating of time and materials unlike a landscaper. (Who has another set of problems – losing money through incorrect estimating or inclement weather)
Many second careerists come from financial backgrounds, and working out income and expenditure will be second nature, and such skills are very useful in setting up a business. Nevertheless, it is important to remember that working in what is often a hostile environment both physically and mentally is quite unlike any white-collar trade. However, with patience and awareness, you can mitigate many potential problems.
In creating your audit or inventory, note your personal skills, and shortcomings. Your temperament, body language and demeanor are very important ingredients in your inventory. If you consider yourself a perfectionist, remember that many of your potential clients can be difficult and challenging. It is therefore wise to consider creating a formalised business template when it comes to deciding how you plan on trading with customers. Your Terms and Conditions, including coming to a decision on the type of client you feel comfortable dealing with will be an important factor.
If you feel that you want to work in pretty cottage gardens, maintaining sites that have been owned by the same family for decades, you should be prepared to work to the standards and methods used by the customer for many years, even if they are not horticulturally correct according to your training or gardening books. You may wish to attract commercial clients, offering maintenance to factories, sports and golf clubs or other corporate sites, where your work does not involve dealing with individuals. As long as the grounds are well kept and tidy, you simply submit your invoice and get paid monthly without any personal contact with people.
This exercise is all part of your personal inventory. You will never succeed if you attempt to work in a field that you are uncomfortable with. Unlike many other professions, gardening offers you the opportunity to change your mind regarding your target audience and market-place when producing your five-year plan. To be successful, it is wise to find those niche areas in your region, that you enjoy and feel you are good at. It may be topiary, roses, herbaceous or any specific skill that you would like to become well-known for. If you are really comfortable in your proficiency, you will feel much more confident and motivated when selling your skills.
Choosing a name for your venture is not essential, unless you feel that a company title will help to promote your firm. Always be aware, that even if you do not consider yourself to be a ‘business’, in the eyes of the Law and your clients, you are seen as a professional contractor, with all of the responsibilities that go with the territory. Public Liability insurance is essential from Day One, along with an invoicing system requiring an accountant and all relevant paper-work, even at a modest level. You will need to think and act as a professional from the start, as it is very difficult to try and wean your customers into working with you in a formal manner unless they are introduced to you as a contractor from the outset.
I suggest that you do not introduce yourself as being ‘new’ to gardening, as some may be daunted by your claimed lack of experience, or try to beat you down on your rates. Should anyone ask, simply say that you have been gardening for many years (albeit as an amateur) and have only recently formed a company to deal with demand for your services.
DEALING WITH CUSTOMERS
I do not propose to go into detail regarding working methods and working practices, as there is plenty of information already in The Landscape Library. I suggest that you read The Professional Gardener’s Survival Manual, making as many notes as you think may apply to you and your circumstances. There are many other articles, all dealing with specific avenues and problematic circumstances, which affect all gardening businesses. The book covers every stage of developing a profitable gardening business. This article is devoted to Second Careerists, with many of the life stage skills already in place.
FIRST STEPS – ESSENTIALS
Step Number One will be to choose a trading title. It may be your name, or a version of your name, or you may opt for a catchy company name to attract client attention. It always pays to look around your area for any name that you are considering, and check that it is not already in use. There are several Green Wellies, Four Seasons, Evergreen Gardens, Town & Country Gardens and similar around the country. I suggest you if you elect to use a plant name – Latin or otherwise – that you think well beyond the immediate term. If your business is to develop along planned lines, it may be best to avoid titles such as Buttercup Gardens or similar, which may present the wrong image to your intended client base.
This is why it is so important to decide from the outset, where you think you want to take your firm, and build an image around that business plan. Your choice of colour scheme for any work-gear or van livery should reflect your chosen brand name.
Step Two is to ensure that all ‘establishment’ details are in place. Insurance I have already mentioned, plus a bank account, accountant and a waste management licence (if you intend taking arisings away from sites). You will need to notify the Tax Office of your intentions. This is extremely important, as the tax office is very supportive, and wish you every success. They will also require notification regarding any possible tax rebates, plus you will be able to record and claim for any tools and equipment you may have brought to supply your new venture, as they may well allow you to claim for anything you purchased in preparation for the new career.
Step Three – before you actually announce the date of your new venture, start advertising and taking on bookings for work. Although most potential customers may already have a regular gardener, unless you make yourself known, you will not find out who is looking for a change. Perhaps the existing gardener is retiring, or the customer is seeking a more mature gardener, you do not want to start seeking work after your start-up date. Better by far to book people in starting from (say) two months hence. The best time to launch is February or September, when Spring is springing and leaves are falling, when owners will start thinking about their garden.
Step Four – Continual Personal Development. There are so many regulations, some advisory, some mandatory, in the world of professional gardening, it is useful to be aware that the type of information you may have at one time imparted to your friends and colleagues regarding products and processes, as a professional, you are no longer permitted to recommend without having a appropriate licence or permit. An example would be the use of chemicals, including weedkillers and insecticides/herbicides/pesticides. As a professional gardener, you are not permitted to use a wide range of chemicals without passing an examination and gaining the necessary qualifications. What you can use in your own garden is likely to be forbidden in a client’s property.
CPD can take in a whole range of subjects and resources. Everything from gaining NVQ levels from your local College, or undertaking training in the ‘safe use’ of a number of machines including chain saws and other bladed tools. Attending courses on a very wide range of subjects related to your business, including hedge-laying, pruning, scything, wild flower meadow creations, rose garden management etc. Others are organised in a more formal manner, to be achieved over a number of days, resulting in RHS Level 2 certificates (Principles of Garden Planning and Maintenance, Principles of Horticulture ect) All of these course costs can be reclaimed against personal and company tax.
PROTECTING YOURSELF AND YOUR BUSINESS
There are already several articles in The Landscape Library, written to guide you through the potential pitfalls that occur in businesses of any age, particularly young companies. These are written as ‘stand-alone’ articles, and include;
Expanding Your Domestic Garden Maintenance Business
Clients Contracts for Maintenance Works
How Do You Define ‘Garden Maintenance?’
Terms & Conditions for Garden Maintenance Contractors
Garden Maintenance for Housebound Customers
Plus, many more articles that suit different scenarios.
SUMMARY
Making the transition from employed to self-employed can be very daunting. It can also be very liberating! As previously mentioned, the two hundred replies I received from my post in the AllHorts!! FB Group were almost unanimous is saying they have never been more content with life, even if the money is lower than they previous work. Mental health was a frequently mentioned as being the most positive thing to come from their decision to start a gardening business.
Before you make the leap, think very carefully and ensure that you have made as many enquiries regarding the essentials such as insurance and notifying the tax office, and be prepared to change your whole life style, not simply your means of earning a living. The more research and planning you can do before taking the plunge, the better prepared you will be. One of the wonderful things about professional gardening, is that everyone is more than happy to assist in any way, with advice and information.
Get in touch with The Association of Professional Landscapers. (www.landscaper.org.uk) They run regular Cluster Group meetings at local venues free of charge for members and non-members alike. All are welcome! Normally meetings are held in the evening at a local pub, and you will be able to talk with a group of gardeners, suppliers, landscapers and designers, all of whom are more than happy to help you with any questions and problems, as well as providing you with a great networking resource. Don’t be put off by the name – the APL is run by The Horticultural Trades Association, who represent firms of all types and sizes.
Alan Sargent – www.landscapelibrary.co.uk