From Part-Time Mower to Franchise Founder
Back in 1982, I was a PhD student in history, drowning in debt from a failed business.
To survive, I picked up a lawn mower and started working part-time.
What began as a means to pay off my bills turned into something far bigger than I ever imagined—Jim’s Group, now the second-largest franchise group in Australia.
We’ve grown to over 5,500 franchisees across 50+ industries—from mowing and cleaning to electrical, conveyancing, and more.
But getting here wasn’t easy, and it certainly wasn’t planned.
Let me share how I built this from the ground up.
Building the Foundation
When I started mowing lawns full-time in 1982, I was flat broke.
I began selling lawn mowing rounds, gradually building a client base and bringing on subcontractors.
I didn’t have a grand vision back then—just the drive to pay my debts and do good work.
By 1989, I began franchising under the Jim’s Mowing brand.
I honestly had no idea if it would succeed.
When someone asked what I hoped to achieve, I said, “Maybe 100 franchisees—if I’m lucky.”
I had no special knowledge about franchising, just a deep belief in looking after both customers and franchisees.
That’s what made the difference.
Expanding the Brand
As Jim’s Mowing gained traction, I started thinking bigger.
Why stop at lawns?
I wanted to see if we could branch into other services.
Our first attempt at a cleaning brand was called “Sunlight“—complete with a spray bottle logo.
It didn’t work.
Then, years later, someone came to me and asked to start Jim’s Cleaning.
I was skeptical at first—I didn’t think our brand would fit.
But I let him try, and it took off.
People trusted the Jim’s name.
From there, we expanded into fencing, electrical, bookkeeping, dog washing, and even conveyancing.
What made this possible was consistency.
As long as we stayed true to our values—being trustworthy, friendly, and delivering great service—I knew we could enter almost any market.
Holding the Brand to a Higher Standard
As we’ve grown, maintaining service quality has been a top priority.
We introduced systems to keep everyone accountable: biennial photo updates to ensure uniform compliance, a customer survey platform, and a local call center staffed by real people, not scripts or offshore agents.
If a franchisee doesn’t meet our standards, there are consequences.
I care deeply about our reputation, and I want every customer to feel confident when they hire anyone from Jim’s.
Lessons I’ve Learned
Through all the ups and downs, a few core principles have guided me:
- Build on Values. From day one, I focused on trust, friendliness, and service. That’s what customers remember—and that’s what franchisees buy into.
- Prioritize the Customer. I’ve built systems to make every interaction smooth and satisfying. Happy customers keep the business strong.
- Support Franchisees. They’re not just workers—they’re my real customers. I invest in their training, well-being, and success.
- Be Willing to Adapt. Whether trying new industries or improving internal systems, I stay open to change—even when it means admitting I was wrong.
Final Thoughts
From pushing a mower in Melbourne to running a national franchise group, my journey has been anything but conventional.
I’ve made mistakes, faced setbacks, and learned countless lessons along the way.
But I’ve also had the incredible privilege of building something that helps others thrive.
If there’s one thing I’ve proven, it’s that you don’t need a flashy idea or massive funding to succeed.
Sometimes, all it takes is a mower, a mission, and an unshakable commitment to service.