From History Buff to Franchise Builder
My entrepreneurial journey wasn’t something I planned—it unfolded out of necessity and curiosity.
It all began when I was a teenager and a friend gave me a copy of Thucydides’ The Peloponnesian War.
That book opened my eyes to the patterns behind the rise and fall of civilizations.
I became obsessed with understanding why societies collapse and what holds them together.
This passion led me to study history at university, eventually earning a PhD.
But the academic world wasn’t ready for the theory I was developing—one focused on the biological underpinnings of social decay and stability.
I soon realized there was no place for me in academia.
So, newly married and deep in debt, I took the part-time gardening business I’d started during uni and turned it into a full-time venture to support my family.
Launching Jim’s Group
Before long, I was exploring different ventures—a computer shop, a mower shop—but the lawn mowing side business kept showing promise.
Then, in 1988, VIP, a competitor with 250 franchisees, came into my market.
That moment shook me.
But instead of folding, I got to work.
I spent nine months crafting a franchise agreement I would feel comfortable signing myself, one that put the franchisees’ success front and center.
In 1989, I launched Jim’s Mowing as a franchise.
Within the first year, I had around 60 franchisees.
I didn’t have to do the selling—my franchisees did that for me.
I just made sure they had the best possible experience so they would want to spread the word.
What Made the Model Work
I focused on four main things:
- Franchisee Welfare: I put their needs first. Always. If they didn’t succeed, neither would I.
- Customer Service: I drilled this into every part of the business. Happy customers meant more referrals, better retention, and a stronger brand.
- Adaptability: I made mistakes—plenty of them. But I learned fast, improved systems, and kept innovating.
- Personal Support: I didn’t keep myself at a distance. Franchisees had my direct contact details. If they had a problem, they could reach me.
That personal touch made a huge difference.
People felt heard and valued—and when that happens, they invest in what you’re building.
Growing Through Diversification
Lawn mowing was just the beginning.
As Jim’s Group grew, I saw the opportunity to expand into new service areas.
We launched Jim’s Cleaning, Jim’s Dog Wash, Jim’s Fencing, and eventually over 50+ other divisions.
But I didn’t say yes to every idea.
I made sure each new division aligned with our culture of customer service and franchisee support.
I stayed focused on what made our model strong while allowing room for flexibility and evolution.
Training and Mentorship
One of the key pillars of our success has been training.
I’m hands-on with it.
Every new franchisee goes through a comprehensive program that covers everything from customer service to running the day-to-day business.
I also implemented a mentoring system where every franchisee has a dedicated franchisor who checks in with them regularly.
I wanted people to feel guided, not abandoned.
That structure helped new franchisees gain confidence quickly and contributed to our long-term retention.
Health, Wellness, and Personal Growth
Running a business can take its toll.
That’s why I take health seriously.
I work out daily, practice intermittent fasting, and read constantly.
I believe a strong body supports a sharp mind.
I encourage my franchisees to prioritize their health, too.
I share the habits that work for me, not to preach, but to offer what’s helped me stay focused and resilient over the years.
A Growth Mindset
I’ve made more mistakes than I can count.
But I never let them stop me.
I believe the key to success is staying humble, staying open to learning, and constantly asking, “How can I improve?”
That mindset isn’t just something I preach—it’s embedded into the culture of Jim’s Group.
We’re always looking to get better, adapt, and evolve.
It’s a culture of constant improvement, and it’s what’s kept us ahead of the curve.
Relationships Are Everything
At the end of the day, it all comes down to relationships. I make myself available to franchisees. I listen. I act. And I make sure they know they’re valued.
We’ve also built strong relationships with customers and communities.
Our brand has become trusted because we consistently deliver.
I’m proud of that.
Looking Ahead
Jim’s Group now operates across Australia, New Zealand, and Canada, with nearly 5,500 franchisees and counting.
But I’m not finished.
I’m continuing to invest in research, especially in epigenetics and social behavior, because I believe we can unlock new ways to improve mental health and address addiction.
I’m also always exploring how we can better serve our franchisees and their customers.
Final Thoughts
If you’re reading this because you’re thinking of starting something, or joining something, I want you to know this: I didn’t have a roadmap.
I didn’t have a business degree or venture capital.
I had a mower, an idea, and the willingness to serve.
That’s what built Jim’s Group.
If I can do it, you can too.