How It All Started
Back in 1982, I was a struggling PhD student at La Trobe University, trying to make ends meet.
With just $24 to my name, I started a part-time gardening business to help cover my expenses.
I never imagined that small venture would grow into the Jim’s Group—the largest franchise chain in the Southern Hemisphere.
At first, my goal was simple: take on subcontractors and build up lawn mowing rounds I could sell.
But something clicked.
I realized that customer service was everything.
I became obsessed with getting every lawn perfect, picking up every last blade of grass.
That obsession with quality became the foundation for everything I would build.
Why I Chose Franchising
As demand for my services grew, I saw an opportunity to scale through franchising.
In 1989, I franchised Jim’s Mowing.
That decision changed everything.
We grew quickly—not just across Australia, but eventually into New Zealand, Canada, and the UK.
But from day one, I knew that franchising would only work if I put my franchisees first.
Putting Franchisees First
Unlike most franchisors, I don’t believe in bleeding franchisees dry.
I’ve always believed that their success is my success.
That’s why I gave them real power—automatic renewals after 10 years, veto rights over franchise manual changes, and even the ability to vote out their franchisor if they’re unhappy with support.
I also gave out my personal phone number and email.
Any franchisee can contact me directly.
That level of access and accountability isn’t typical, but it’s the right thing to do.
This approach has built a loyal and passionate network of small business owners who feel supported and heard.
That’s been a huge part of why we’ve continued to grow.
Fanatical About Customer Service
I’ve always believed that delivering exceptional customer service is non-negotiable.
I set that standard from the beginning, and I expect every franchisee to live up to it.
We use a feedback and performance tracking system to stay on top of service quality.
If a franchisee repeatedly fails to meet our standards, they’re removed.
That might sound tough, but our reputation depends on consistency, and customers deserve the best.
Growing the Brand Through Diversification
In 1994, I launched Jim’s Cleaning.
Some people thought it was a stretch from mowing, but it worked.
From there, we expanded into fencing, pest control, dog wash, plumbing, carpentry—you name it.
Today, we have over 50 service divisions.
What keeps all these divisions strong is our culture of support and our commitment to quality.
When a customer has a great experience with one Jim’s services, they’re more likely to trust us with another.
Weathering Tough Times
Of course, it hasn’t always been smooth sailing.
The COVID-19 pandemic hit hard, especially the restrictions in Victoria.
At first, demand surged as people were stuck at home, but then the lockdowns hit.
The government classified lawn mowing as non-essential, and it threatened the livelihoods of thousands of our franchisees.
I fought back.
I spoke out publicly, wrote open letters, and did everything I could to advocate for our people.
I couldn’t stand by while hardworking small business owners were shut down unfairly.
I’ve always believed in standing up for what’s right, even if it’s not politically popular.
What I’m Most Proud Of
Beyond the numbers and the growth, what I’m proudest of is the culture we’ve built.
I’ve seen franchisees support one another through tough times.
I’ve watched new business owners transform their lives through our system.
At the end of the day, success for me isn’t just about financial results.
It’s about impact—helping people take control of their futures and building a company they’re proud to be part of.
Looking Ahead
I’m still as driven as ever.
We’re continuing to grow and innovate.
My mission remains the same: support our franchisees, exceed customer expectations, and keep pushing for a better way to do business.