Where It All Began
In the early 1980s, I was just a struggling PhD student in history, trying to make ends meet.
To support myself, I started mowing lawns—a simple, practical way to earn a living.
I called the business Jim’s Mowing.
I never imagined that what began as a side hustle would grow into one of Australia’s most successful franchise empires.
At the time, I wasn’t thinking long-term.
I just wanted to pay my bills.
But I had a deep, almost obsessive commitment to customer service.
I hated letting people down.
I made it my mission to do every job immaculately and exceed expectations.
That mindset became the foundation of everything I built.
The Birth of Jim’s Group
In the late 1980s, I faced a real challenge: a rival lawnmowing company was moving into my territory.
I had to act.
That’s when I decided to franchise Jim’s Mowing.
It was one of the best decisions I’ve ever made.
From the beginning, my approach to franchising was different.
I saw franchisees not as revenue sources, but as my primary customers.
Their success became my purpose.
I’ve often said, “If anything, my number one client is my franchisee. Making them successful is my main effort in life.”
That philosophy guided everything that followed.
As Jim’s Mowing grew, I expanded into other services—cleaning, fencing, handyman work, dog wash, and more.
Every new division carried the same DNA: relentless commitment to service and support.
Today, Jim’s Group has over 5,500 franchisees across more than 50+ brands, with a combined annual turnover exceeding $1 billion.
It’s a testament to sticking with your values, no matter how big you get.
Leading Through Crisis
The COVID-19 pandemic was one of the toughest tests we’ve faced.
In Victoria, the lockdowns were brutal.
I had franchisees calling me in tears.
Some were even suicidal from the pressure and uncertainty.
I was furious at the way my people were being treated.
It felt unjust and unnecessary.
But despite the hardship, we pushed forward.
Surprisingly, business boomed.
The demand for services like lawn mowing, cleaning, and handyman work skyrocketed.
We had more work than we could handle—at one point, we were turning away up to 35% of leads.
It wasn’t easy, but it reinforced what I’ve always believed: in tough times, people turn to reliable, trusted services.
We were there for them.
Expanding and Innovating
We’re not standing still.
I’ve also made heavy investments in technology.
Most of my 70 direct employees are in software development.
We’re currently building a new contract database system that I believe will dramatically reduce customer complaints and improve business efficiency across the board.
“We’re developing a system that I believe will cut our complaints down to a fraction of what they are now,” I’ve said—and I stand by that.
Looking to the Future
I have no plans to take Jim’s Group public.
I’ve seen what happens when outside investors take over—they chase short-term profits and forget the people.
I want to keep Jim’s Group a family-oriented, long-term business.
With ten children, I hope at least one of them will be ready to lead the company when I’m gone.
I’ve also never believed in retirement—not in the traditional sense.
I’m 73, and I feel like I’m just getting started.
I encourage my franchisees to keep working into their 70s and 80s if they choose.
We’ve even created retirement contracts that let them scale down while staying connected to the business.
The Jim’s Group Formula
If I had to sum up what’s worked for me, it would come down to a few key ideas:
- Customer service comes first. Always.
- Support your franchisees like they’re your family. Their success is your success.
- Never stop innovating. Whether it’s technology, systems, or new industries—keep evolving.
- Stay true to your values. Don’t compromise for quick wins.
- Challenge convention. If something doesn’t make sense—like retiring at 65—create a better option.
Final Thoughts
I’ve built something extraordinary out of a lawnmower and a relentless drive to serve.
But I didn’t do it alone.
My team, my franchisees, and our customers have all played a part.
We’re only getting started.
If my journey has shown anything, it’s that ordinary beginnings can lead to extraordinary outcomes—if you care enough, serve well, and never stop improving.