From Humble Beginnings to Franchise Domination
In 1982, I started a simple lawn mowing business.
I never imagined that my small operation would eventually grow into a sprawling franchise empire with more than 5,500 franchises and over $1 billion in annual revenue.
But that’s exactly what happened.
What began with me and a mower evolved into Jim’s Group—the largest franchise chain in Australia, now spanning dozens of divisions from cleaning to dog washing.
Looking back, I can say that this journey has been driven by a deep commitment to service, relentless attention to detail, and a willingness to expand whenever the opportunity aligned with our strengths.
Laying the Foundation: My Obsession With Customer Service
From day one, I had a very intense emotional attitude toward customer service.
I hated letting customers down. I went to extreme lengths to do immaculate work, to be reliable, and to surprise people with the quality of what I delivered.
When I franchised the business in the late ’80s, I carried that same mindset into the system.
To me, my franchisees became my primary customers.
I always asked, “How can I turn them into raving fans?”
That thinking became the cornerstone of our success.
I monitored feedback obsessively.
If a franchisee received a poor customer survey, I didn’t wait—I personally stepped in to investigate and help them improve.
That attention to detail, backed by real care, built loyalty and lifted our standards across the board.
Leveraging Technology to Ensure Quality
As our network grew, I knew we needed solid systems to maintain our service quality.
So I began investing heavily in technology.
We implemented a survey system that texts customers after every job.
That gave us instant visibility into franchisee performance and allowed us to act on issues in real time.
We also built a contract management system to automate quality control tasks, like alerting us if a quote wasn’t followed up on or if something was left incomplete.
I’ve now got about 70 direct employees, and most of them are in tech.
That’s because I’ve made innovation a key part of how we scale excellence.
Thanks to these systems, customer complaints have dropped from about 50% in the early days to a fraction of 1% today.
Diversification Through Opportunity
While mowing was our foundation, I didn’t stop there.
Over the years, I expanded into cleaning, fencing, handyman services, pest control, dog washing, and more.
Interestingly, most of our new divisions weren’t my idea.
Entrepreneurs within our network approached me with proposals.
I’ve always been open to opportunity, as long as the new division aligns with our core: service-based, mobile, and customer-focused.
We’ve avoided site-based models to maintain operational consistency across the brand.
This disciplined diversification has allowed us to grow organically while sticking to what we do best—delivering reliable, in-person services at scale.
Weathering the Storm: COVID-19
The COVID-19 lockdowns, especially in Victoria, were brutal.
Some of our franchisees were in crisis, emotionally and financially.
I heard stories that broke my heart.
One man lost everything.
Others were on the edge mentally.
But through that storm, our community rose to the challenge.
Demand for services soared as people stayed home and prioritized their living spaces.
At one point, we were unable to meet 35% of our incoming leads because the demand was so strong.
I even told franchisees I’d personally cover any fines they received for continuing to operate when rules were unclear.
That’s how much I believed in backing them.
It worked—our work volume increased, and we emerged stronger than ever.
Embracing Experience Over Age
I’ve never subscribed to the belief that people need to retire at 65.
I’m 73, and I feel like I’m just getting started.
I created special retirement contracts that allow older franchisees to scale back gradually while still staying involved.
Many of our best operators are in their 60s and 70s—and they bring a level of wisdom and work ethic that’s irreplaceable.
I believe 70 is the new 30.
In this business, age is a strength.
Keeping Jim’s Group Private—And in the Family
As we continue to grow, I’ve made it clear: I have no interest in taking Jim’s Group public.
I’ve seen what happens to companies when outside investors get involved—short-term thinking, pressure for quarterly returns, and a loss of heart.
That’s not what I want for Jim’s.
I have ten children.
A few of them are showing strong potential.
My hope is to pass this business on and keep it family-owned, privately run, and grounded in the values that built it in the first place.
Final Thoughts
What’s made Jim’s Group successful isn’t just systems or technology.
It’s the culture we’ve built—one rooted in service, personal responsibility, and genuine care for our people.
From mowing my first lawn to running a $1 billion empire, I’ve never lost sight of the basics.
Take care of your customers.
Support your team.
Always strive to improve.
Never forget where you came from.
That’s the Jim’s way—and that’s how we’ll keep growing.