In the world of entrepreneurship, few stories match mine.
I started Jim’s Group from a part-time lawn mowing job during university, and today it’s a global franchise powerhouse with over 5,500 locations across Australia, New Zealand, and Canada.
My journey has been guided by perseverance, innovation, and a relentless focus on serving others.
From Humble Beginnings to Franchising Icon
My entrepreneurial path began in the early 1970s, while I worked toward a PhD studying the rise and fall of civilizations.
To support myself, I took a part-time lawn mowing job in the neighborhood.
At that point, I never intended to go into business—I was an academic first and foremost.
But by 1982, as I approached the end of my studies, I realized an academic career wasn’t in the cards for me.
So I made the bold decision to go all-in and turn that mowing job into a full-time business.
The Birth of Jim’s Mowing—and Beyond
In those early days, my approach was straightforward: deliver high-quality work and put my face behind the brand.
I’d drop leaflets around the neighborhood featuring my photo and the Jim’s Mowing logo.
Customers loved the personal touch, and the business began to grow.
Before long, I realized that the franchise model I’d built for mowing could extend to other services.
I tried a division called Sunlight, but it didn’t resonate.
A colleague suggested “Jim’s Cleaning.”
I was skeptical—my beard-and-hat look didn’t scream “cleaner”—but we gave it a go, and it worked.
Today, we operate over 50+ service divisions, including dog washing, handyman services, pest control, and electrical work.
My Franchise Model: Empowering My Franchisees
At the heart of Jim’s Group lies a simple principle: empower my franchisees.
I’ve built the system to give them autonomy and control.
They receive every lead in their territory, can expand as big as they like, hire employees, and move between divisions freely.
The only restriction? Don’t walk into another franchisee’s area unsolicited.
I’ve also given them powers unheard of in other systems: they can veto manual changes, and if they ever want to go independent, they can.
I even took steps to allow them to vote the franchisor out.
I wanted real accountability.
Every franchisee has my direct phone number and email.
I respond promptly—within hours, always on the same day.
When there’s a serious customer complaint, I personally step in until it’s resolved.
That level of access and responsiveness comes from my belief that their success is my success.
Leading With Christian Ethics and Servant Leadership
My approach is deeply rooted in Christian ethics and the idea of servant leadership—taking inspiration from Jesus washing His disciples’ feet.
My primary concern has always been the success of my franchisees.
I try to incorporate that value system throughout our organization, encouraging employees to maintain work-life balance and avoid burnout.
I’ve never subscribed to the Silicon Valley myth of 800-hour workweeks.
That isn’t how I want my people to live.
Screening, Training, And Support
I’m extremely deliberate when bringing new franchisees into the system.
We screen candidates rigorously, pairing them with experienced franchisees to assess their customer service mindset, curiosity, and work ethic.
I want people who have done their homework and genuinely want to serve.
Each franchisee undergoes a detailed training program at our head office.
It ensures they have the skills, values, and mindset to succeed.
Once they’re in, they continue to receive mentorship and support from divisional leaders.
This investment means our retention rates are much higher than average, with around 88% remaining in business after the first year.
My Hands-On Style: The CEO as Servant
I’ve never led from the top down.
I prefer to lead from the frontline.
I’m in regular contact with franchisees, customers, and staff. I walk the office floor, check in, listen to concerns, and solve problems.
That personal involvement isn’t performative; it’s genuine.
When a customer is unhappy, I don’t pass the issue down the chain.
I deal with it myself.
If a franchisee is struggling, I coach them directly.
I believe if I show I care, people will care too.
Lessons I’ve Learned
If I had to distill my approach into five principles, they’d be:
- Start with what you know. I built my business from mowing lawns—something I understood deeply.
- Put your people first. Franchisees are the foundation. Their success is ours.
- Lead by serving. Facilitate their growth—that’s true leadership.
- Never stop learning. I’m a voracious reader and listener. Curiosity fuels improvement.
- Embrace failure. Mistakes are lessons in disguise.
My Bigger Mission
Jim’s Group isn’t the endpoint—it’s the platform that enables me to fund my passion for biohistory research: exploring how biology and culture shape civilizations.
Through my institute, I’m investigating how we can build stronger societies.
It’s a long-term mission I care deeply about.
The Enduring Legacy
This is my story: from mowing lawns to building a $1 billion enterprise, all by focusing on service, integrity, and responsibility.
If someone had told me in 1971 that I’d be here today, I wouldn’t have believed it.
But here we are—and I’ve never lost sight of why it matters.
If you’re inspired by this journey—whether you want to start a business, join ours, or explore the next frontier—know this: with service, consistency, and values, extraordinary things can happen.