She started with $100 and a truck.

The first few years weren't pretty. Not because the money wasn't there but because she had to be too many places all at once in order for things to get done right. Sixty hours a week running from job site to job site because she couldn't find people who could get the work done without her standing over it. The business was profitable. It just required her to never stop moving.

That's not ownership. That's a very expensive job.

So she fixed it. She built the systems, hired the right people. Leaders and laborers both. She created the operational structure that let the business run without her ever stepping foot on a job site or in the shop. Then she sold it for 7,000x her original investment.

Today, Trina consults with landscape business owners who are stuck in the same cycle she was. Profitable but trapped, working in the business instead of owning it. She identifies the operational gaps that keep the owner irreplaceable, and installs the infrastructure to make hands-free ownership possible.

She doesn't motivate. She builds.

If your landscape business can't run without you being there for even a week, that's not a leadership problem. That's an operational problem. And operational problems have solutions.