Operating analysis · Document 05
The same evidence as documents 01, 03 and 04, grouped into Heartland's three regions. Nothing here is recomputed — every figure is the figure those documents report, added up. Where a region's rate cannot be stated honestly, it is left blank rather than filled in.
Opportunity and delivery performance side by side. Contract value and value lost size the prize; avoidable driving and retention say how well it is currently being held.
| Region | Opcos | Branches | Properties | Contract value | Crew-weeks | Avoidable driving | Retention | Value lost |
|---|---|---|---|---|---|---|---|---|
| Central | 9 | 20 | 8,603 | $84,695k | 10,421 | 12.2% | 87% | $27,225k |
| West | 9 | 30 | 4,914 | $123,131k | 17,969 | 11.7% | 88.6% | $26,125k |
| East | 12 | 45 | 6,062 | $185,886k | 18,707 | 8.9% | 91.9% | $27,751k |
| Estate | 30 | 95 | 19,579 | $393,712k | 47,097 | — | — | $81,100k |
The opco column totals 30 against 28 operating companies, because two rows are not companies: branches on a shared Aspire tenant that the client-service extract does not attribute to one of the opcos sharing it. They are labeled as such rather than assigned by guess, and their region is certain either way.
Estate rates are deliberately blank. A rate across all three regions would have to be weighted across companies whose recording conventions differ, and the whole point of the regional cut is that those differences are visible rather than averaged away.
The scheduling saving splits into two levers. Stop order is the sequence within a day the crew already worked. Day grouping is which of that crew's own days each property falls on. Both hold the crew and the week fixed; neither assumes a day can be emptied.
| Region | Stop order (lever 1) | Day grouping (lever 2) | Total avoidable | Opcos rated |
|---|---|---|---|---|
| Central | 6.4% | 5.8% | 12.2% | 8 of 9 |
| West | 6.2% | 5.5% | 11.7% | 9 of 9 |
| East | 4.2% | 4.7% | 8.9% | 11 of 12 |
Both rates are weighted by crew-weeks, so a region is the sum of its operating companies rather than the average of their percentages. Operating companies below 250 crew-weeks are excluded from the rates and remain in every count.
Ordered by contract value. An operating company flagged thin coverage has fewer than 250 crew-weeks or 50 decided renewals in this window: its counts are real and included, its rates are not yet comparable and are shown as n/a.
| Operating company | Market | Branches | Properties | Contract value | Crew-weeks | Avoidable | Value lost |
|---|---|---|---|---|---|---|---|
| Signature Landscape | Kansas City | 5 | 1,711 | $27,028k | 3,103 | 16.6% | $10,672k |
| Landscape Concepts Management | Chicago | 5 | 831 | $18,219k | 2,107 | 8.5% | $6,460k |
| Perficut | Des Moines, Omaha | 2 | 1,126 | $10,396k | 1,199 | 11.4% | $3,002k |
| HLM Landscape Services | Lexington, KY | 1 | 202 | $9,945k | 1,008 | 6.4% | $2,044k |
| Columbia Landcare | Central Missouri | 1 | 767 | $6,305k | 981 | 11% | $2,459k |
| Quality Care | Iowa City, Cedar Rapids | 1 | 3,046 | $5,374k | 790 | 15.9% | $1,906k |
| Merkle | Cincinnati | 1 | 519 | $3,888k | 415 | 15.1% | $82k |
| Top Care | St. Louis | 3 | 401 | $3,541k | 712 | 8.5% | $600k |
| Perficut | Quality Care — unattributed branches thin coverage | 1 | 0 | $0k | 106 | n/a | $0k |
| Operating company | Market | Branches | Properties | Contract value | Crew-weeks | Avoidable | Value lost |
|---|---|---|---|---|---|---|---|
| Merit Landscape of Texas | Houston, Dallas, San Antonio, Austin | 5 | 540 | $23,104k | 2,090 | 11.9% | $1,992k |
| Keesen Landscape | Denver | 5 | 874 | $20,600k | 3,204 | 12.8% | $9,642k |
| Four Peaks Landscape Management | Phoenix | 3 | 69 | $17,929k | 2,580 | 1.7% | $2,390k |
| Cutting Edge Landscape | Boise, Salt Lake City | 5 | 1,697 | $17,794k | 3,107 | 14.3% | $7,283k |
| Santa Rita Landscaping | Tucson, Phoenix | 3 | 570 | $14,282k | 2,293 | 14.5% | $2,126k |
| Total Environment | Oklahoma City | 4 | 639 | $13,179k | 1,635 | 16.1% | $1,014k |
| Roark Landscape | Tulsa | 2 | 408 | $10,823k | 1,401 | 11.7% | $1,503k |
| Wyoming Landscape | Jackson, WY | 1 | 117 | $5,419k | 634 | 16.4% | $175k |
| Heartland AZ — unattributed branches | 2 | 0 | $0k | 1,025 | 9.6% | $0k |
| Operating company | Market | Branches | Properties | Contract value | Crew-weeks | Avoidable | Value lost |
|---|---|---|---|---|---|---|---|
| Landscape Services, Inc | Nashville | 9 | 887 | $43,228k | 3,667 | 11.4% | $5,305k |
| Heritage Landscape Services | Maryland, Northern VA, Washington DC | 9 | 909 | $36,471k | 4,114 | 7% | $6,421k |
| VerdeGo Landscape | Bunnell, St. Augustine, Daytona Beach | 3 | 189 | $20,479k | 2,076 | 6% | $750k |
| Merit Landscape Solutions | Philadelphia, New Jersey | 4 | 1,057 | $18,414k | 1,702 | 8.5% | $2,382k |
| JML Landscape | Pittsburgh | 3 | 618 | $15,897k | 1,588 | 8.1% | $3,399k |
| Schultz Lawnscapes | Richmond, Waverly, Hampton | 5 | 676 | $14,538k | 1,219 | 11.4% | $1,386k |
| Landscape Services Group | Memphis | 2 | 251 | $10,345k | 793 | 8.7% | $514k |
| Sharp's Landscaping | Philadelphia | 3 | 275 | $8,628k | 814 | 10.3% | $4,638k |
| J. Downend Landscaping | Philadelphia | 2 | 162 | $4,798k | 596 | 6.7% | $350k |
| Wilcox Landscaping | Delaware | 1 | 313 | $4,794k | 564 | 11.9% | $1,126k |
| AgrowPro thin coverage | Jacksonville | 1 | 314 | $4,470k | 101 | n/a | $3k |
| Shorb | Washington, D.C. | 3 | 411 | $3,824k | 1,473 | 10.5% | $1,476k |
Thin coverage in this extract: Perficut | Quality Care — unattributed branches, AgrowPro. These are recently acquired or recently connected companies, not companies with a problem.
Avoidable driving against the year each operating company joined Heartland, crew-week weighted within each cohort. The question this answers is whether newer companies run less efficiently than long-held ones — and therefore whether the opportunity is concentrated in recent acquisitions or spread across the group.
| Acquired | Opcos | Crew-weeks | Avoidable driving | Operating companies |
|---|---|---|---|---|
| 2016–2019 | 7 | 16,105 | 10.5% | Columbia Landcare, HLM Landscape Services, Heritage Landscape Services, JML Landscape, Keesen Landscape, Landscape Concepts Management, Signature Landscape |
| 2020–2022 | 9 | 17,691 | 11.5% | Cutting Edge Landscape, Landscape Services, Inc, Merit Landscape Solutions, Merit Landscape of Texas, Perficut, Roark Landscape, Sharp's Landscaping, Total Environment, VerdeGo Landscape |
| 2023–2026 | 10 | 11,654 | 9.7% | Four Peaks Landscape Management, J. Downend Landscaping, Landscape Services Group, Quality Care, Santa Rita Landscaping, Schultz Lawnscapes, Shorb, Top Care, Wilcox Landscaping, Wyoming Landscape |
AgrowPro and Merkle and Perficut | Quality Care — unattributed branches and Heartland AZ — unattributed branches are omitted here: Heartland has not recorded an acquisition year, and there is no public record of either. They appear in every other table on this page.
Utilization is not reported by region, and the omission is deliberate. Only one operating company — Signature — books yard and shop time as a separate entry; everywhere else that time sits inside customer tickets or goes unbooked. Signature is in Central, so a Central-versus-West utilization figure would measure a booking convention rather than a difference in how crews spend the day. Utilization remains valid within an operating company, where document 03 reports it.
Region is a commercial division, not a geography. JML (Pittsburgh) is East while Merkle (Cincinnati) is Central, and Merit of Texas is West. Nothing here is derived from coordinates; the mapping is Heartland's own.
The scheduling figures are upper bounds, not forecasts. The solver had no access to the constraints a scheduler holds in mind — fixed customer days, gate windows, crew-to-property affinity — and every approximation in it is aimed low. Grouping the estate into regions widens that bound; it does not tighten it.