Selling a Landscaping Services business

Based on hundreds of real buyer-seller diligence conversations we’ve helped happen on Rejigg, these are the landscaping questions that change price, shift terms, or stop a deal. If you can answer them with real operating detail, most buyers get comfortable quickly.

Get your valuation Back to industries

What's your landscaping services business worth?

What buyers evaluate, and how to prepare

Can you show clean financials with believable add-backs and can a lender underwrite this?

Deal-critical

Financials

What buyers determine

Buyers are trying to understand what the business earns after you remove one-time and personal expenses, and whether the numbers match how the business actually runs. In landscaping, messy books often blur job materials, fuel, subcontractors, and owner-paid truck or insurance costs, which makes margins hard to trust. If the buyer is using an SBA loan, the bank will ask for the same proof and slow the process down if anything looks sloppy.

How to prepare

Export monthly profit-and-loss statements and balance sheets for the last 24–36 months and tie them to tax returns
List owner add-backs with receipts or plain explanations and amounts
Separate materials, subcontractors, labor, and fuel so job margin is clear
Build a diligence folder with statements, insurance, payroll summaries, and major contracts

Great answer

Here are monthly financials for the last three years, and they tie to our tax returns. Our add-backs are itemized with backup, mostly owner vehicle costs and a one-time equipment repair, totaling about $60,000. Materials, subs, labor, and fuel are split out so you can see seasonality and margins without big mystery swings.

Good answer

We have financials and can explain the big items, but add-backs are mostly in my head, and some categories are still mixed.

Red flag

Our accountant handles it. The books are messy, but we’ll clean it up once we have a buyer.

How Rejigg helps:Rejigg’s QuickBooks integration pulls your financials into a secure data room so buyers and lenders can review clean exports without email attachments.

Can your maintenance book survive a bad spring, and what do the last two renewal cycles actually look like?

Deal-critical

Renewals

What buyers determine

Buyers want to see how renewals behave in the real world, especially for HOAs and property managers where budgets reset, boards change, and sites get rebid fast. They are underwriting how much of next season is likely to stick, and how early you have visibility. They also listen for why you win and keep work, because “we’re the cheapest” usually means higher churn.

How to prepare

Break down maintenance revenue by segment (HOAs, property managers, commercial, high-end residential)
Pull the last two renewal cycles and show renewed, repriced, rebid, and lost accounts
List bid and renewal dates for the next 6–12 months and who owns each relationship
Write down your renewal process and how you price escalators and scope changes

Great answer

Here are the last two renewal seasons by account for our HOAs and property managers: 28 renewed, 5 rebid, 3 were lost, and pricing moved about 5% on renewals. In our market, most renewals hit February and March, so we send proposals 60–90 days ahead. The account manager and ops lead own the relationships, and we can show a few sites we retained through manager turnover.

Good answer

Renewals are usually strong, but we haven’t summarized the last two cycles by segment.

Red flag

It’s all recurring. We don’t really track renewals, but people usually stick unless they price shop.

How Rejigg helps:Rejigg’s data room lets you share contract lists, renewal calendars, and account history with controlled access so buyers can underwrite the maintenance book without endless back-and-forth.

Who owns the route: you, the foreman, or the scheduler?

Deal-critical

Owner Dependence

What buyers determine

In landscaping, owner dependence shows up in routing and dispatch, estimating, and handling customer escalations. Buyers picture a real Monday: rain moving jobs, a mower down, two call-outs, and a property manager texting photos before sunrise. They want to know who makes decisions and fixes problems without the owner stepping in every time, because that drives transition time and risk.

How to prepare

Document routing, dispatch, morning load-out checks, and who can approve overtime, rentals, and subs
Name who handles customer escalations and what they can approve without you
Write a weekly schedule build process and a simple “rain week” plan
Move key relationships off your personal cell and into shared inboxes with assigned owners

Great answer

Dispatch sits with our office scheduler and ops lead. Foremen run morning staging and can approve overtime up to four hours without calling me. Escalations go to our account manager first, with a clear policy for make-up visits and credits. I stay close to a few big commercial relationships, but day-to-day routing doesn’t rely on me.

Good answer

We have a scheduler and strong foremen, but I still get pulled in when weather hits or when a big client is upset.

Red flag

I build the routes every morning and handle every complaint. Nobody else is comfortable making those calls.

How Rejigg helps:Rejigg keeps buyer conversations, agreed training time, and transition milestones documented in one place so the handoff stays clear.

Do your foremen stick around, and do they bring crews with them?

Deal-critical

Labor Stability

What buyers determine

Foremen stability is your capacity to service routes without drama. Buyers care less about total headcount and more about whether crew leads have made it through full seasons and can run properties without the owner. They also pay attention to winter retention and the risk of a foreman leaving mid-season and taking a crew to a competitor.

How to prepare

List each foreman or crew lead with tenure, crew size, pay structure, and routes
Explain your seasonal hiring and training plan and how long it takes a new hire to be useful
Summarize your winter hours plan and how you keep key people through February
Identify single points of failure and cross-train backups

Great answer

We have 5 foremen. The top three have been here 12, 9, and 7 years, and each runs a consistent route with a stable crew. Winter is planned: we keep about 55% of hours through snow and offseason work, and we budget training and equipment rebuilds so key people don't bail. We had one foreman leave in the last two seasons, and we can walk you through what changed and how we covered the route.

Good answer

Our core foremen are solid, but winter retention can be a scramble, and we don’t have a written training ramp.

Red flag

Foremen come and go. We hire in spring and figure it out.

How Rejigg helps:Rejigg’s data room makes it easy to share org charts, coverage plans, and retention context so buyers don’t assume the business walks out with one foreman.

Is your fleet a profit engine or an upcoming capex bill, and where do the trucks sleep?

Deal-critical

Fleet & Yard

What buyers determine

Fleet surprises can wipe out a year of profit, so buyers dig into what will likely fail in year one and what equipment is actually included in the sale. They also care about the yard or shop because parking, storage, and security are operational requirements. If your yard lease is month-to-month or half the trucks are “personally owned,” buyers usually protect themselves with a lower price, holdbacks, or tighter terms.

How to prepare

Create an equipment list with year/make/model, hours or mileage, crew assignment, and ownership status
Summarize your maintenance routine and who does inspections and repairs
Flag replacements you expect in the next 12–24 months and typical annual wear-item spend
Document the yard or shop setup, including lease terms and parking or noise constraints

Great answer

Here’s our fleet list by crew: trucks, trailers, mowers, handhelds, and key install equipment, with hours and mileage. It shows what’s financed, leased, and personally owned, plus what would need to be purchased or replaced at closing. We do weekly checks and scheduled service at our local shop, and we already budgeted replacement of three units in the next 12 months. The yard lease has four years left with renewal options and enough space for all rigs.

Good answer

We have an equipment list and can tell you what feels tired, but hours and ownership status aren’t fully organized.

Red flag

Equipment is fine. I’m not sure on mower hours or what’s financed, and the yard is informal.

How Rejigg helps:Rejigg’s secure data room is built for fleet lists, titles, lease documents, and maintenance records with clean version control and access.

How tight is your route density, and can you show a day-in-the-life of one crew?

Important

Route Density

What buyers determine

Route density shows up in margin fast, because windshield time burns labor hours and creates more things to go wrong. Buyers want to see where crews start, where they fuel and dump, and how often they cross town between small stops. They also want to know whether routes are built by zone and day, or whether routing depends on the owner remembering everything.

How to prepare

Show routes by zone and the neighborhoods or corridors that make up each zone
Track a sample week with stops per crew per day and typical minutes between stops
Call out outlier accounts and why you keep them
Document commercial service windows and how often overtime is needed to hit them

Great answer

We run 6 core zones. Here's a sample weekly route map and a typical Tuesday for Crew 2: 14 stops, about 12 minutes between stops, one dump run, and a consistent start and end at the yard. About 45% of revenue sits in our top two zones, and we're pruning a few long-tail outliers after this season.

Good answer

Routes are fairly tight, and we can describe the main neighborhoods, but we haven’t measured drive time or stops per day.

Red flag

We cover the whole metro. We don’t track drive time. We fit jobs in wherever we can.

How Rejigg helps:Rejigg lets you present route and operations detail upfront so buyers who understand route density can move faster.

Are your installs and enhancements actually profitable, or are they just keeping people busy?

Important

Install Profit

What buyers determine

Buyers know install revenue can look great while hiding estimating errors, unpaid change orders, and warranty callbacks that never get tracked to the job. They also want to understand whether installs are a real profit center and whether they reliably turn into long-term maintenance. Proof of process matters here, even if your job costing is not perfect.

How to prepare

Split install and enhancement revenue from maintenance and set gross margin targets
For a few recent jobs, show estimated hours vs actual hours and why they differed
Document your change order process and how it gets approved and billed
Track how often install customers convert to maintenance and typical annual maintenance value

Great answer

Enhancements are about 30% of revenue. Here are three recent jobs showing estimated vs actual hours, materials percent, and the change orders we billed. Larger estimates get a second review, and we don't do out-of-scope work without written approval. About 40% of install customers convert to maintenance within 12 months, and the average annual maintenance value is $18,000.

Good answer

We usually make money on installs and can talk through big jobs, but we don’t consistently track estimated versus actual hours.

Red flag

Installs are profitable because we’re busy. We don’t really do change orders, and we don’t track callbacks.

How Rejigg helps:Rejigg’s data room helps you share sample job files, estimate templates, and change order examples so buyers can price installs with real evidence.

How exposed are you to HOA and property manager churn, and which accounts are at risk in the next 6–12 months?

Important

Contracts & Churn

What buyers determine

In landscaping, concentration risk often sits inside one property manager relationship that controls multiple sites. Buyers want to see bid calendars, what triggers re-bids, and whether you keep doing “little extras” that never get billed. They also want to know whether relationship coverage is spread across your team, because one person attending every meeting can become a real risk after closing.

How to prepare

List top HOA and property manager relationships and how many sites each controls
Create a 6–12-month bid and renewal calendar and tag accounts by risk
Document how add-on work gets approved, priced, and billed
Assign relationship coverage for meetings, site walks, and complaints

Great answer

One property manager influences 6 sites and about 15% of revenue, and here's the bid calendar for each site. We use documented scopes and a consistent add-on process with approval and photos, so scope creep doesn't become free labor. Relationship coverage is split between the account manager and ops lead, and we've retained key sites through two manager changes.

Good answer

We know our biggest HOA and property manager accounts and when renewals happen, but we haven’t ranked risk or documented add-on approvals consistently.

Red flag

Those accounts are solid. If they rebid, we’ll just sharpen the pencil. It’s mostly personal relationships.

How Rejigg helps:Rejigg’s deal tracking keeps buyer questions and document requests around contracts, renewals, and account risk organized during diligence.

Where do leads come from, and what happens if you stop answering the phone?

Good to have

Lead Flow

What buyers determine

Buyers want to know whether growth is repeatable without the owner doing all the selling. In landscaping, consistent leads plus a fast estimate and proposal workflow helps fill route gaps when an HOA churns or you intentionally drop low-margin stops. Pricing discipline matters too, since a business that can say “no” usually is not underbidding just to stay busy.

How to prepare

Summarize lead sources and rough monthly volume
Document who answers calls, how fast estimates get scheduled, and how fast proposals go out
Track close rates by service line, even if it’s a rough estimate
Write down what work you turn down and why

Great answer

Most leads come from Google and referrals. We answer during business hours, schedule estimates within 2 days, and send proposals within 48 hours. Our close rate is about 50% on maintenance and 35% on enhancements, and we regularly decline one-off mowing outside our route zones.

Good answer

We get referrals and online leads, but we don’t track close rates or proposal turnaround consistently.

Red flag

Leads just happen. Customers know me. If I’m busy, they wait.

How Rejigg helps:Rejigg connects you with pre-vetted buyers who already understand routes, renewals, and fleet risk, so your time goes into deal terms, not education.

Straight from buyer evaluations

“Nearly half the revenue was locked into recurring maintenance contracts, the foremen had been running crews for eight years, and the fleet was maintained on schedule. This was exactly the kind of landscaping business I'd been looking for.”

Steady RevenueBuyer impressed by a maintenance-focused landscaping company

“The route density sold me. Three zip codes, minimal driving between jobs, and crews that already know every property. You can't build that kind of efficiency from scratch without years of work.”

Efficient RoutesBuyer reviewing a residential landscaping company's routes

“Snow removal plus irrigation service means this company bills twelve months a year. That year-round revenue is rare in landscaping and it's what let me make a really strong offer.”

Year-Round RevenueBuyer looking at a landscaping company with winter services

“When I saw the commercial account list and how many of those HOA contracts had renewed for years running, I knew the revenue was real. These aren't one-time install jobs. This is a real book of customers who come back every season.”

Loyal AccountsBuyer reviewing contract renewal rates at a landscaping company

“The lead foreman has been running the south side crews for six years and trains every new hire himself. That kind of leadership on the ground means I'm buying a real business, not just a list of accounts.”

Strong Crew LeaderBuyer impressed by crew leadership at a landscaping company

How buyers value this type of business

The range is wide because so much depends on how much revenue comes back every year on its own and how much the business runs without you in the truck every morning.

2x–7x

annual profit

Depending on recurring contracts, crew stability, and how much runs without you

What drives a premium

Maintenance contracts that renew every year
Documented contracts with strong renewal history give buyers confidence in predictable revenue they can count on.
Tight routes in a concentrated area
Crews working close together with minimal driving time means better margins and more jobs per day.
Foremen who run things without you
Long-tenured crew leaders who manage their teams independently show buyers the business can keep running after the sale.
Revenue during the off-season
Snow removal, irrigation service, or holiday lighting keep cash flowing through winter when most landscaping companies go quiet.

Common add-backs

Personal vehicles mixed into the fleetFamily members on payroll who won't continue after the saleRent above market rate on a property you own personallyEquipment write-offs that don't match actual replacement needs

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
5
Deal closeMedian: 89 days later
Assuming all is well in due diligence, you close the deal.

See the data behind this timeline in the 2026 Insight Report

Typical buyer types

Other landscapers looking to expand into your area or add new servicesCompanies building outdoor services businesses by combining several providersFirst-time buyers with management experience who are drawn to a business with built-in recurring revenueOperators from related trades like irrigation, tree care, or pest control

Common questions about selling a Landscaping Services business

What is a landscaping business typically worth?

Most landscaping businesses sell for a multiple of the owner’s annual profit, and the multiple moves based on risk and repeatability. Companies with a dependable maintenance book, tight routes, and foremen who stick around usually command higher prices. Install-heavy businesses can still sell well, but buyers discount them when estimating, change orders, and callbacks feel uncontrolled. For a quick range, try Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>.

Do I need a broker to sell my landscaping company?

No. You can sell your landscaping company without a broker and avoid paying 5–10% of the sale price in fees. You need a clean listing package, a safe way to share sensitive documents, and access to serious buyers who understand renewals, route density, labor, and fleet risk. Rejigg gives you pre-vetted buyers, digital NDAs, a secure data room, and deal tracking. Sellers can list and manage the process for free on the Rejigg platform.

How long does it take to sell a landscaping business?

Most owners should plan for a few months from kickoff to closing, and the calendar matters in landscaping. If you go to market right before HOA renewal season or spring ramp-up, buyers often wait for renewal and staffing clarity. Deals move fastest when your financials, equipment list, contracts, and transition plan are ready from day one. Rejigg helps by keeping diligence in a built-in data room and tracking buyer conversations and offers in one dashboard. See the <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a>.

What is seller’s discretionary earnings for a landscaping business?

Seller’s discretionary earnings is profit with owner-specific expenses added back so a buyer can see what the business generates before paying a new owner. In landscaping, common add-backs include personal vehicles, owner health insurance, one-time equipment repairs, and non-recurring legal bills. Buyers still check whether those costs stay gone after closing, especially around trucks, fuel, and insurance. Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">valuation calculator</a> helps you lay out add-backs clearly.

How does seasonality affect selling a landscaping business?

Seasonality changes the buyer’s risk window. If you close right before spring ramp-up, buyers often want more transition support because staffing, routing, and service quality get stressed all at once. If you have winter revenue like snow, buyers will ask how much is under contract and how predictable the margins are in a light-snow year. A month-by-month revenue and gross margin view, with notes on major weather events, answers a lot of questions fast. Rejigg’s <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a> helps you plan around the calendar.

How do SBA loans work for buying a landscaping business?

Many landscaping buyers use an SBA 7(a) loan, which is a bank loan that the government partially guarantees. The bank wants clean financials, enough cash flow to cover payments, and a business that runs without the seller doing everything. Expect questions about customer concentration, contracts and renewals, and whether trucks and equipment are owned, financed, or leased. You can model payments before negotiating price and down payment with Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a>.

What is working capital in a landscaping business sale?

Working capital is the cash cushion the business needs to cover day-to-day timing gaps, like payroll hitting every week while commercial customers pay in 30–60 days. Landscaping swings a lot here, especially with HOA and property manager billing cycles. Buyers often ask for a “normal” level of working capital to be left in the business at closing so they do not start with a cash crunch. Rejigg’s <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guide</a> explains how this usually gets negotiated.

Should I do an asset sale or a stock sale for a landscaping company?

Most small landscaping deals are asset sales, where the buyer purchases the equipment, contracts, and goodwill, and leaves your old legal entity behind. Sellers often like this because it reduces the chance you stay tied to old liabilities. Buyers like it because it is clearer what is included, especially around fleet, yard leases, and employee handoffs. Taxes and paperwork can vary, so it is worth getting professional advice. Rejigg keeps titles, leases, contracts, and requests organized in one <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a> workflow.

How are trucks, trailers, and mowers valued in a landscaping sale?

Equipment value usually comes down to three things: what is included, what condition it is in, and what replacement spending a buyer should expect in year one. Buyers will ask for hours, maintenance records, and any bottleneck pieces, like the one dump truck or skid steer that every install job relies on. Financed equipment also needs a clear payoff plan at closing. A clean fleet list with ownership status helps avoid last-minute renegotiation. Rejigg’s data room is a straightforward place to share fleet lists and loan statements securely.

What documents do I need to sell a landscaping business?

Expect to share financial statements and tax returns, an equipment list with ownership details, customer and contract summaries, insurance and claims history, a basic org chart, and your yard or shop lease. Landscaping buyers also ask for operating context, like renewal timing, crew structure, and how routes are built, because that is where surprises usually live. The simplest approach is one controlled place to share documents so nothing gets forwarded around. Rejigg includes a built-in <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">secure data room</a>.

What is a typical transition period after selling a landscaping company?

A common transition is 4–12 weeks, and timing can stretch longer if you close right before spring ramp-up or right before HOA and property manager renewals. Buyers usually want client introductions, vendor handoffs, and time for routing and escalation questions while the new team settles in. The strongest transition plans are tied to the calendar, with specific ride-alongs and meeting dates. Rejigg helps you document and track the transition plan in the <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition planning guide</a>.

Should I offer seller financing when I sell my landscaping business?

Seller financing means the buyer pays part of the purchase price over time, usually with interest. It can widen the buyer pool and sometimes improve price, but it also keeps you financially tied to how the routes, crews, and fleet perform after closing. Many owners use it selectively, paired with a strong down payment and clear default terms. In landscaping, it is worth pressure-testing renewal risk and foreman retention before you agree to carry paper. Rejigg’s offer dashboard lets you compare down payment, seller note size, and timelines in <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">deal negotiation</a>.

What is an earnout in a landscaping business sale, and is it common?

An earnout means part of the price gets paid later if the business hits agreed targets, often over the next season. In landscaping, earnouts come up when a buyer is nervous about renewals, weather volatility, or whether key crews will stay. They can work if the measurement is simple and the buyer cannot easily manipulate results by cutting marketing, changing pricing, or starving the business of labor. Get the definition and reporting cadence in writing. Rejigg helps you compare earnout language across offers in the <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guide</a>.

How do non-competes work when selling a landscaping business?

Most buyers will ask for a non-compete, meaning you agree not to start or join a competing landscaping company in your area for a set period. Buyers ask for this because they are paying for your routes and relationships and do not want you taking them back next spring. The details should match reality, like your actual service area and services you provide today. Length and geography are often negotiable. Rejigg keeps non-compete terms visible across offers with its comparison dashboard.

How do I keep the sale confidential from employees and customers?

Confidentiality matters in landscaping because rumors can trigger crew departures and spark rebids at the worst time. A clean process starts with pre-vetted buyers and signed NDAs, then uses staged sharing so only serious buyers see sensitive information. Share a high-level overview early, then release customer lists, employee details, and specific contracts later during diligence. Rejigg supports this with buyer vetting, digital NDAs, and a permissioned data room where you control who sees what and when. More detail is in <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding the right buyer</a>.

When should I start preparing to sell my landscaping business?

Start 6–12 months before you want to close, if you can. That gives you time to clean up expense categories, summarize renewal history, reduce owner dependence in routing and escalations, and build a fleet list that does not create surprises. It also lets you choose timing around spring ramp-up and HOA renewal windows instead of getting forced into a stressful calendar. Rejigg’s <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">prepare-to-sell guide</a> is a practical checklist, and you can <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">schedule a consultation</a> to sanity-check your plan.

What are common deal killers in landscaping acquisitions?

The most common deal killers are surprises that change how risky the business feels to a buyer. Examples include financials that do not tie out, a “recurring” maintenance book that is up for rebid next month, one foreman holding routes together, and fleet replacements that hit right after closing. Another common issue is weak documentation for extras and billing, which makes margins hard to trust. You do not need perfection, but you do need consistent answers with proof. Rejigg helps by structuring diligence in a data room and tracking questions so issues surface early.

How do I compare multiple offers for my landscaping business?

Compare offers based on total price, cash at closing, and how much is conditional, like seller financing or an earnout tied to next season. In landscaping, also compare the transition ask, because a buyer closing right before peak season may expect more hands-on support. Timeline and certainty matter too, especially if you are heading into renewals. Rejigg’s deal tracking dashboard shows offers side-by-side, including enterprise value, seller note, earnout terms, and timing. See <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiate a deal</a>.

How do I sell my landscaping business?

Get your financials organized with maintenance and install revenue separated, put together an equipment list with conditions and hours, and document your contract renewal history. List on <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> where buyers are actively looking for landscaping companies. You'll talk directly to buyers, compare offers, and handle the process yourself. No broker needed.

What is my landscaping business worth?

Most landscaping businesses sell for 2 to 7 times annual profit. A "multiple" just means the number your yearly earnings get multiplied by to estimate a sale price. Where you land depends on your maintenance contracts, route density, crew stability, and whether the business runs without you in the truck every morning. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.

How long does it take to sell a landscaping business?

Do I need a broker to sell my landscaping business?

No. Brokers typically charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> gives you buyer vetting, secure document sharing, and direct messaging so you can handle the process yourself. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how it works. No commitment, no percentage.

What do buyers look for in a landscaping business?

How does seasonality affect the sale of a landscaping business?

Will my crews stay after I sell my landscaping company?

In most successful deals, buyers want your foremen and crews to stay because they are your quality and capacity. Expect conversations about keeping pay the same, benefits, and retention bonuses for key crew leaders. Having a simple plan listing your key people, their tenure, and what they earn shows the business is ready to hand off. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about transition planning.

Do maintenance contracts transfer when I sell my landscaping business?

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