Landscaping Company
in Ohio.

What changes in Ohio?

The Census estimate for Ohio is 11,900,510 people. It grew by 39,889 between July 2024 and July 2025 (+0.34%). This statewide movement cannot identify a viable route, completed-visit mix or realized service price.

Using the same paid roster, Ohio occupational wages produce $18,301 of monthly loaded payroll. That is −2.74% relative to the identical roster priced with national occupation medians ($18,816). Only wage benchmarks change in this comparison; it does not measure a state’s overall business attractiveness.

BLS wage source · Census population source · Exact fields and workbook rows

Which business is being modeled?

Two two-person crews providing recurring residential landscape maintenance on compact local routes. A route-based residential landscape maintenance company with two paid two-person crews, separately paid route supervision and a defined recurring visit scope.

Each crew has eight paid hours. At 90% route availability, 432 minutes remain for a 54-minute stop cycle, supporting eight whole visits per crew or 16 visits across two crews per route day. The authored stop cycle uses 45 on-property minutes plus nine minutes between properties. Four field workers therefore provide 32 paid person-hours per day, while one completed visit uses 1.5 on-property person-hours. Loading, breaks, estimates, equipment care, route imbalance, property variation, traffic, weather, cancellations and rework can reduce the ceiling. These values are planning assumptions, not observed route performance or demand.

5% fuel and visit-driven equipment use, 3% trimmer line, blades, bags, green-waste and other consumables, and 4% payment fees, callbacks and other costs that move with completed visits; all employee compensation remains in payroll. Commercial auto and general insurance $1,000; yard utilities, waste and security $500; route, scheduling and communication systems $400; marketing $650; accounting, administration and professional costs $450; non-visit vehicle and equipment standing costs $400 per month. Maintenance investment is modeled separately at $1,000 per month.

What does the Ohio staffing benchmark imply?

Base wages total $15,509 per month. An authored 18% allowance for employer costs adds $2,792, giving $18,301 of loaded payroll. The allowance is a planning shortcut; it is not a state-specific payroll tax calculation or benefits quote for Ohio.

Landscaping and Groundskeeping Workers is the primary field-work benchmark; First-Line Supervisors of Landscaping, Lawn Service, and Groundskeeping Workers is the route-supervision benchmark. These broad occupations do not establish local hiring quotes, crew skill, overtime, employer obligations or a lawful compensation arrangement. The four field positions and all supervision, estimating and client coordination are paid; the supervisor hours do not add field-crew capacity unless the actual schedule assigns that person to a crew and removes the simultaneous office duty. Every operating role is paid, including management or supervision. If the owner performs a modeled role, their compensation occupies that role once; no additional owner draw is included in operating profit.

The middle 50% wage interval describes the occupation’s observed wage distribution. It is not a confidence interval for this business’s total payroll. Allocate the aggregate hours across an actual roster and check wage rules, overtime, leave and employer obligations for the chosen location.

How is the opening funding scenario built?

The equipment and premises allowances are the same in all 50 states for this operating format. They are a comparison baseline and must be replaced with local scopes and quotes. Training uses 96 aggregate paid hours at the modeled team’s weighted loaded rate. The refundable deposit is cash tied up, not an operating expense.

The cash schedule tests 60 months, with sales ramping through 40%, 55%, 70%, 82%, 90%, 96%, 100% of the volume assumption. Full payroll and fixed costs begin in month one. The reserve covers the deepest cumulative operating deficit plus the stated buffer. A buffer is retained cash, not spending and not part of project payback twice.

The reference assumes residential invoices are collected within seven days of each completed visit. Monthly billing, failed cards, disputes, customer deposits, prepaid seasonal plans and longer collection terms need their own receivables and deferred-revenue treatment. Opening fuel, parts and consumables are funded upfront; replenishment is represented in variable expenses. Asset purchases are depreciated over 60 months for this scenario. No sale or deposit recovery is assumed at the end.

Can the reference operating month support the format?

The assumed 308 completed visits across 22 route days (14 per day) produces approximately $3,775 mature monthly EBIT after the paid roster and depreciation. At the stated contribution and paid roster, 268 completed property-service visits per month produces $78.73 mature monthly EBIT. At the previous activity of 267 completed property-service visits per month, EBIT is -$13.67. This is the minimum at the stated 1-unit resolution; delivery still depends on the workload and collection checks below. Additional starting cash changes the funding position; it does not improve contribution per unit or reduce the recurring operating boundary.

EBIT deducts paid operating costs and depreciation. Monthly fixed costs plus depreciation ($24,684.47) divided by contribution per completed property-service visit ($92.40) gives approximately 267.147971 completed property-service visits per month. Amounts are displayed rounded; the calculation uses the full input precision. At the stated contribution and paid roster, 268 completed property-service visits per month produces $78.73 mature monthly EBIT. At the previous activity of 267 completed property-service visits per month, EBIT is -$13.67. This is the minimum at the stated 1-unit resolution; delivery still depends on the workload and collection checks below. EBITDA operating-cost break-even is approximately 245.683325 completed property-service visits per month. Cash-after-maintenance break-even is approximately 256.505835 completed property-service visits per month, before receivable movement; it is not launch payback or owner take-home pay.

Project payback occurs in month 40 in this reference schedule. It measures recovery of actual pre-opening payments from cumulative project cash, with no financing or owner distributions. It does not measure cash paid back to an owner.

Test your own Ohio scenario.

Change the assumptions to see how this format responds. The sections above remain the published reference, so you can compare your scenario with the original. Use the browser-local export buttons below to save only the scenario you are working on.

The download preserves the published scenario and its source references.

The practical opening route in Ohio.

Describe the residential maintenance menu, excluded application, tree and construction work, crew employment, yard and storage, vehicles and trailers, operating hours, noise, fuel or other stored materials, green waste and disposal. Ask the responsible state and local agencies which business, employer, land-use, parking, vehicle, waste, environmental, occupational or activity-specific requirements apply to the actual locations and services.

Take the activity, address, proposed equipment and staffing plan to the relevant office. Record applicability, supporting documents, fees, dependencies and renewal terms from the actual official response.

Agency routes were listed on the IRS Ohio directory when retrieved September 5, 2026. Links identify starting offices; they do not verify a permit, tax treatment, fee or opening time for this business. Open the full Ohio opening checklist →

What must be verified before opening in Ohio?

Can compact recurring routes deliver enough completed property-service visits at the realized price after travel, weather, cancellations and seasonal volume changes?

1. Define one recurring visit by property and scope: mowing, edging, blowing and the explicitly included light bed or pruning work. Record crew count, on-property minutes, travel, materials, callback time and earned price; do not count a quote, skipped service, add-on or return visit as another completion.
2. Map each customer to a named route day and sequence. Time yard loading, driving, parking, access, service, cleanup, breaks, disposal and equipment care across a full paid day. Compare sold on-property person-hours with all paid person-hours.
3. Track scheduled, weather-deferred, customer-canceled, completed, reworked and collected visits separately through active and shoulder-season weeks. A signed recurring agreement or address inside a service radius is not completed demand.

1. Service scope and route

   Fix the residential maintenance scope, property boundaries, visit frequency, quality standard, exclusions, weather and cancellation policy, and price-change trigger. Test complete route days before filling both crews.

2. Vehicles, equipment and operating permissions

   Match two truck-and-trailer combinations, mowers, handheld tools, storage, loading, fuel, waste and maintenance access to the service. Verify registration, land use, parking, vehicle, employer, noise, waste and any activity-specific requirements with the responsible agencies.

3. Roster, seasonality and opening cash

   Build both crew schedules with supervision, estimates, breaks, training, absence coverage and maintenance. Fund payroll, standing vehicle costs and the weaker seasonal period without assuming every deferred visit can be recovered.

A higher ticket can include more work

Larger properties, extra edging, bed work, debris or difficult access can raise price while reducing daily capacity. Re-time the scope before treating the higher ticket as better contribution.

For a selected address or service area, collect an evidence pack covering premises and equipment quotes, paid demand, staffing, collection terms and the responsible authorities. The state wage and population evidence on this page does not supply those location-specific inputs.

What supports this page?

• BLS: May 2025 state occupational wages (XLSX in ZIP)

  State: Ohio, FIPS 39. Cross-industry, ownership 1235. H_MEDIAN supplies an available hourly benchmark; H_PCT25 and H_PCT75 describe the occupational distribution. 37-3011 (Landscaping and Groundskeeping Workers), state workbook row 25378; 37-1012 (First-Line Supervisors of Landscaping, Lawn Service, and Groundskeeping Workers), state workbook row 25373. Retrieved September 5, 2026.

• BLS: May 2025 national occupational wages (XLSX in ZIP)

  The national comparison uses the same paid roster and these national H_MEDIAN observations: 37-3011, national workbook row 727; 37-1012, national workbook row 717. Any national value substituted for a suppressed state value is identified separately. National observations do not become state observations.

• Census: Vintage 2025 state population estimates (CSV)

  SUMLEV 040; STATE 39; POPESTIMATE2025 and POPESTIMATE2024. July 1 estimates; change and percentage change are calculated within the same vintage. Population is context, not a customer forecast.

• BLS: wage definitions and technical notes

  OEWS covers employee jobs across industries. It is a statistical benchmark, not a hiring quote or legal wage floor. Employer benefits and overtime premiums are outside the wage measure; tips can be included.

• USAGov: Ohio government and agencies

  An official route to the state government and major agencies. This directory does not confirm the fees, permits or approval times for a particular address or business.

• Reference assumptions and calculation method

  All selling prices, demand, paid hours, employer allowance, premises, startup allowances, cost shares, ramp and cash buffer are authored planning inputs. No commercial quote or researched state total is implied.

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