Home Improvement

Landscape Management Lands at No. 14 on HG HomeClub’s Ranking of the 25 Most Influential Publications and Media Platforms Serving Home Improvement, Home Services and Outdoor Living

By HG HomeClub September 1, 2026 19 min read

The professional green-industry publication that turns the LM150 into a revenue benchmark, a service-mix map and a record of landscape-company growth is recognized as the fourteenth most influential media brand serving the trades

August 29, 2026 – HG HomeClub today named Landscape Management the No. 14 media brand on its ranking of the 25 most influential publications and media platforms serving home improvement, home services and outdoor living. The placement recognizes a publication that gives landscape, lawn-care, tree-care and green-industry businesses a practical view of the forces that shape their work: clients, crews, equipment, revenue, service lines, acquisitions, technology, regulations and the markets in which they compete.

The ranking evaluates the publications, magazines, digital platforms and media brands that professional contractors, remodelers, home service operators and outdoor living companies use to make better decisions. Landscape Management placed No. 14 in a field of 25 because its coverage joins green-industry operations, business intelligence, technical information and executive profiles with the LM150, one of the sector’s most useful and transparent annual benchmarks.

A curated media platform built on “informed transparency” turns its attention to the publications the trades actually rely on

HG HomeClub is a curated media platform serving homeowners, contractors and the broader home improvement, home services and outdoor living economy. Its work is organized around informed transparency: the principle that better decisions follow from better information, and that people making decisions deserve to see the standards behind a conclusion rather than merely receive a result.

That approach matters deeply in the green industry. Landscape companies make visible work, but the business beneath it is complex. A contractor must manage labor, route density, equipment, plant and turf knowledge, maintenance cycles, weather, safety, recurring revenue, construction work, customer mix and local market conditions. Companies can look similar from outside while operating under entirely different economic models.

Landscape Management makes those operating differences visible. The publication covers landscape and lawn-care operations, tree care, arboriculture, irrigation, fertilization, maintenance, business management, profitability, hiring, company culture, acquisitions, equipment, technology, executive profiles and market data. Its reporting is built around the contractor’s practical question: what does this development mean for running the company better?

The criteria behind the list: usefulness to owners, not traffic, followers or the age of a masthead

Placement on the list was determined against six standards: industry influence and professional recognition; practical value to contractors and company owners; quality and depth of original content; reach among professional decision-makers; strength of rankings, research, events and recognition programs; and the ability to educate and connect the contractor community.

The list is explicitly not a ranking of website traffic, social media followers, advertising volume or publication age. Longevity and circulation were considered, but were not permitted to automatically outweigh a publication’s usefulness to the contractors it serves. Specialized publications were assessed within the context of the markets they serve, on the reasoning that a title with deep authority in a single trade can matter more to the people in that trade than a broader title with a larger audience and a shallower relationship.

Applied to Landscape Management, those standards identify a specialized platform with major influence in the professional green industry. It scores especially strongly for practical business intelligence, executive and company reporting, technical and equipment coverage, and the breadth and transparency of the LM150. Its authority is concentrated in landscaping, lawn care, tree care and related outdoor services. Within that territory, it gives owners a common frame of reference for understanding scale, growth, service mix and the competitive structure of the market.

A publication that sees landscaping as a business system

Landscape Management serves landscape contractors, lawn-care businesses, tree-care companies, suppliers, manufacturers and other professionals in the green industry. Its editorial range reflects the complexity of those businesses. A landscape company can be a maintenance operator, a design-build firm, a lawn-care provider, an irrigation specialist, a tree-care business or a combination of all of them. Each model has a distinct relationship to labor, equipment, customer contracts, seasonality, margin and growth.

The publication’s content follows those differences through daily digital reporting, the magazine, video, podcasts, expert discussions, equipment coverage and data-driven company profiles. It reports on acquisitions and industry movement alongside operations, turf care, irrigation, arboriculture and business leadership. That balance is important because a change in one area can affect every other area of an outdoor-services company. An acquisition can change culture and capacity. A new technology can change productivity. A labor challenge can change service quality. A change in customer mix can change the company’s risk profile.

Landscape Management positions itself as a source of news and resources for landscape-industry professionals. Its work is most valuable when it turns broad market change into operational understanding. Company owners need more than a headline about growth or consolidation; they need a way to assess what other firms are doing, which service lines are expanding and how market pressure may affect the next decisions inside their own business.

The LM150 is the green industry’s annual map of scale and strategy

The LM150 is Landscape Management’s flagship franchise and the clearest explanation for its place in this ranking. The annual list ranks the 150 largest landscape companies in the United States by revenue and offers breakouts by customer mix, service mix, regions and companies achieving double-digit growth.

The list has been a trusted industry resource since 2009. Its importance comes not simply from the headline order of the top companies, but from the structure of the information it makes available. Landscape businesses are not interchangeable. Some depend primarily on commercial accounts, while others serve residential or government clients. Some concentrate on maintenance, while others generate work through design-build, irrigation, tree care, turf and ornamental services or related operations. The LM150 allows readers to examine these distinctions rather than treating size as the only story.

The 2026 LM150 ranked companies on their 2025 revenue. BrightView Holdings occupied No. 1, followed by The Davey Tree Expert Co. at No. 2 and TruGreen at No. 3. These companies represent different forms of scale within the green industry, and the list gives readers a way to compare them in the broader context of client base, service categories, growth and geography.

The prior LM150 illustrates the scale of the market the ranking captures. The companies represented on the 2025 list generated $21.1 billion in combined revenue, and BrightView Holdings reported $2.77 billion in 2024 revenue, followed by The Davey Tree Expert Co. at $1.84 billion and TruGreen at $1.72 billion. The figures demonstrate the importance of the companies on the list, but they do not tell the complete story. The more useful feature is how the list allows readers to see the range of business models operating inside the same industry.

The LM150 explains its methodology instead of disguising its limits

The LM150 earns credibility because Landscape Management discloses how it compiles the data. The publication seeks submissions from landscape companies through the magazine, LandscapeManagement.net, email and telephone outreach from January through May. Companies submit information through a standardized form. The editorial team compiles the results and, when appropriate, removes revenue sources that are not typical green-industry services, such as pest-control and janitorial revenue.

The publication also makes its limits visible. LM150 information is self-reported unless otherwise noted. If a company participated in the previous year’s list and had reported projected revenue, Landscape Management may estimate current revenue when new data is not supplied. Some companies do not separate individual service lines, so the publication cannot always determine exactly how much revenue is tied to typical green-industry services. Some firms choose not to participate, some may not be known to the editors and revenues can overlap because of subcontracting agreements.

This transparency makes the ranking more useful, not less. No annual company list can perfectly measure a fragmented industry with different business models and voluntary participation. But a ranking that shows its methodology allows readers to interpret results with appropriate judgment. Owners can compare companies, identify trends and examine their place in the market without mistaking the list for a complete census or a verdict on every dimension of business quality.

The LM150’s 2026 class represented approximately the top 1% of landscape-industry companies. The list also showed meaningful movement beneath the top tier: 33 companies achieved more than 20% revenue growth in the prior year, and four surpassed 100% growth. Those results show a market where large established firms remain influential while growth can still emerge through regional strength, specialization, acquisitions and operational execution.

The ranking becomes more valuable when it reveals how companies are built

The LM150 is more than a top-to-bottom revenue list because it can be sorted and studied by the factors that define a landscape company’s real work. Its customer-mix and profit-center breakouts allow readers to understand whether companies are driven by commercial, residential or government customers and whether revenue comes from landscape maintenance, tree care, design-build, irrigation, turf and ornamental care or other services.

This detail gives the ranking a more practical function. A company owner considering a new service line can study where similar businesses concentrate their work. An acquirer can see how service mixes vary. A supplier can understand which operators are positioned around particular categories. A leader managing commercial concentration can compare that exposure with the rest of the market. The list does not prescribe a single business model, but it makes the range of viable models more visible.

The LM150 also shows the influence of recurring services. The 2026 LM150 coverage highlighted that tree-care programs can become recurring revenue streams. That is a useful reminder that growth in the green industry is not defined only by adding geography or acquiring competitors. It can also come from developing service relationships that create repeat work, deepen client trust and make better use of crews, equipment and expertise.

The publication’s reporting gives landscape owners a practical view of change

Landscape Management covers acquisitions, market developments, operations, equipment, regulations and company strategy because these forces increasingly shape the green industry together. An owner cannot consider growth separately from labor. A new fleet investment cannot be separated from productivity and maintenance. A technology choice cannot be separated from customer communication and field adoption. A potential acquisition cannot be separated from culture, client retention and operating systems.

The publication’s digital editions and daily coverage create a continuing record of those changes. Its May 2026 issue included “Why ‘DWYSYWD’ drives landscaping success,” while the January 2026 issue examined how tree-care programs can create recurring revenue. Its March 2026 issue addressed a common-sense approach to PFAS regulation. These subjects illustrate the platform’s balance: practical management principles, business-model opportunity and regulatory relevance each receive attention because landscape-company owners must address all three.

Landscape Management also uses video and expert conversations to extend the reporting beyond the written article. In a 2026 LMTV interview at GROW, Scott Wallingford, chief executive officer of McFarlin Stanford, discussed his transition into the chief executive role and the importance of the event to the company. Such conversations help readers see how industry leaders navigate the human side of growth: succession, leadership transitions, culture and the decisions that cannot be reduced to a revenue figure.

An editorial team with long experience in turf and professional trade journalism guides the platform

Seth Jones is editorial director of Landscape Management and editor-in-chief of Golfdom and Athletic Turf magazines. He is a graduate of the University of Kansas’ William Allen White School of Journalism and Mass Communications and has more than 23 years of experience in golf and turf industries. The Turf & Ornamental Communicators Association named him best columnist in the industry in 2014, 2018 and 2023.

Scott Hollister is editor-in-chief of Landscape Management. A graduate of Baker University, he previously spent 26 years as editor-in-chief of Golf Course Management, the publication of the Golf Course Superintendents Association of America. He is a past president of the Turf & Ornamental Communicators Association and has received numerous TOCA awards. His background adds a long view of the turf, landscape and professional-maintenance sectors to the publication’s reporting.

The editorial leadership matters because the green industry is shaped by technical work and business judgment simultaneously. A publication covering this market needs to understand the practical realities of turf, equipment, tree health, irrigation and landscape operations while also recognizing the strategic questions facing company owners. Jones and Hollister’s backgrounds help anchor the platform in both sides of that equation.

A multimedia platform reaches the industry at the pace it operates

Landscape Management delivers its work through its magazine, digital editions, website, podcasts, video, expert discussions and industry-event coverage. The format mix recognizes the seasonal, operational rhythm of landscape work. A contractor may need a detailed annual benchmark during planning season, timely equipment information during peak operations, management guidance while building a team and an expert discussion when considering a growth or technology decision.

The publication participates in and covers major landscaping industry events, creating a bridge between the event floor and the wider audience. Its role is not only to report what products or companies are present. It is to interpret the conversations that matter to landscape professionals: workforce, equipment, technology, revenue, client relationships, growth, safety, regulation and the changing structure of the market.

LM150 recognition activities extend the platform’s community role. Landscape Management provides companies on the list with official recognition materials, allowing honorees to communicate their placement accurately. That activity may appear simple, but it turns an editorial benchmark into a professional credential that companies can use with employees, customers, partners and their local communities.

Its No. 14 placement recognizes depth in the green industry and the limits of trade specialization

Landscape Management scored highly for practical green-industry business intelligence, the transparency and usefulness of the LM150, its executive and company reporting, technical operations coverage and the experience of its editorial leadership. HG HomeClub assesses the publication as an important information platform for landscape, lawn-care, tree-care and outdoor-services companies seeking to understand both their day-to-day operations and the competitive structure of their industry.

Its No. 14 placement reflects structural scope, not a failure of quality. The publication is concentrated in the professional green industry, making it less directly relevant to residential remodeling, HVACR, roofing, electrical, plumbing, pools, pest management and the broader homebuilding market. Its LM150 is a voluntary, self-reported ranking with transparent limitations, rather than an independently audited census. And while the publication provides business and technical value, some readers focused on narrow specialty categories may require more targeted resources.

The 13 titles ranked above it occupy different positions across the contractor landscape: Qualified Remodeler, Roofing Contractor, Power100, ACHR NEWS, Pro Remodeler, Lawn & Landscape, Journal of Light Construction, ELECTRICAL CONTRACTOR, Contracting Business, CONTRACTOR Magazine, Pool & Spa News, BUILDER and Fine Homebuilding. Within green-industry company benchmarking and operational intelligence, Landscape Management is unmatched in its ability to show how the largest firms are structured and where the market is moving.

The green industry needs reliable information as its business models become more complex

Landscape, lawn-care and tree-care companies face a market where operational complexity is rising. Labor remains difficult. Equipment, fleet and technology investments can materially affect productivity. Customers expect reliable communication and consistent results. Acquisitions and private equity are changing competitive conditions. Regulations can reshape product, water, chemical and environmental decisions. At the same time, companies must find ways to build recurring revenue, protect margins and develop leaders.

Trusted trade media becomes more valuable in this environment because it helps companies distinguish lasting changes from temporary noise. Owners need credible reporting on market movement, practical guidance on operations, visible examples of companies navigating change and data that places their own experience in a larger context. The LM150 delivers one essential part of that work: it makes the market’s scale, diversity and competitive movement visible.

Landscape Management has earned its standing by helping outdoor-services leaders see the business beneath the landscape. The properties may vary, the service mix may change and the market may consolidate, but the core requirement endures: companies need sound information to build stronger operations, better teams and durable businesses.

The complete ranking: HG HomeClub’s 25 most influential publications and media platforms serving home improvement, home services and outdoor living

About HG HomeClub

HG HomeClub is a curated media platform serving homeowners, contractors and the broader home improvement, home services and outdoor living economy. Built on a principle of informed transparency, HG HomeClub publishes rankings, research and editorial coverage that make the standards behind its conclusions visible, so that homeowners and professionals can judge the reasoning as well as the result. More information is available at Sources: hghomeclub.com.

About Landscape Management

Landscape Management is a trade publication and multimedia platform serving professional landscaping, lawn-care, tree-care and green-industry businesses. It delivers industry news, management advice, technical operations coverage, equipment information, research, executive profiles, podcasts, video and digital editions for landscape professionals. Its signature LM150 ranks the 150 largest U.S. landscape companies by revenue and provides additional breakouts by customer mix, service mix, regions and growth. The publication also covers industry events and provides recognition tools for LM150 honorees. Learn more at Sources: landscapemanagement.net.

Frequently Asked Questions

What is HG HomeClub?

HG HomeClub is a curated media platform serving homeowners, contractors and the broader home improvement, home services and outdoor living economy. It works from the principle of informed transparency: readers should be able to see the standards and reasoning behind rankings and editorial conclusions. The platform curates useful industry information and publishes original rankings, analysis and coverage designed to help decision-makers evaluate both an outcome and the method behind it. Its media ranking assesses the platforms that contractors, builders and company owners use to learn, operate, connect and prepare for changing business conditions.

What is the ranking that Landscape Management placed fourteenth on?

Landscape Management placed No. 14 on HG HomeClub’s ranking of the 25 most influential publications and media platforms serving home improvement, home services and outdoor living. The list evaluates organizations that offer meaningful reporting, technical education, business guidance, research, rankings, recognition, events and professional connection to contractor-led industries. It includes broad platforms and trade-specific authorities. Landscape Management earned its No. 14 placement through green-industry business intelligence, the LM150 benchmark, operations coverage, company reporting, expert discussions and its usefulness to landscape, lawn-care and tree-care leaders.

How was the ranking determined?

HG HomeClub evaluated each organization using six standards: industry influence and professional recognition; practical value to contractors and company owners; quality and depth of original content; reach among professional decision-makers; strength of rankings, research, events and recognition programs; and the ability to educate and connect the contractor community. The ranking is not based on website traffic, social-media followers, advertising volume or publication age. Longevity and circulation were considered but were not automatically decisive. Specialized publications were assessed in their own markets because deep authority in one trade can be more useful to working professionals than broad but shallow coverage.

What is Landscape Management?

Landscape Management is a professional trade publication and multimedia platform serving landscape contractors, lawn-care companies, tree-care businesses, suppliers, manufacturers and executives in the green industry. It covers company growth, operations, profitability, hiring, culture, acquisitions, turf care, irrigation, arboriculture, equipment, technology, regulations, executive leadership and market trends. The platform publishes through its magazine, digital editions, online reporting, podcasts, videos, expert discussions and event coverage. Its signature franchise is the LM150, which ranks the largest U.S. landscape companies and provides context on service mix, customer mix, region and growth.

What is the LM150?

The LM150 is Landscape Management’s annual ranking of the 150 largest U.S. landscape companies by revenue. It has been a trusted industry resource since 2009 and includes breakouts for customer mix, service mix, regions and companies achieving double-digit growth. For the 2026 edition, companies were ranked on 2025 revenue, with BrightView Holdings first, The Davey Tree Expert Co. second and TruGreen third. The LM150 helps readers study scale and strategy across commercial, residential, government, maintenance, tree care, irrigation and other green-industry models, rather than treating revenue as the only indicator of business performance.

How is the LM150 compiled?

Landscape Management seeks submissions for the LM150 from January through May through magazine, website, email and telephone outreach. Companies provide information through a standardized form, and editors compile the results. When appropriate, revenue that does not represent typical green-industry work, such as pest-control or janitorial services, is removed. The list is self-reported unless otherwise noted. Landscape Management may use estimates for firms that participated in the previous year and reported projected revenue but do not provide new data. Some companies do not participate, service-line revenue is not always broken out and subcontracting can create overlap, so the LM150 is a transparent benchmark rather than a census.

Who leads Landscape Management’s editorial operation?

Seth Jones is editorial director of Landscape Management and editor-in-chief of Golfdom and Athletic Turf. He has more than 23 years of experience in golf and turf industries and was named the Turf & Ornamental Communicators Association’s best columnist in 2014, 2018 and 2023. Scott Hollister is editor-in-chief. Before joining Landscape Management, he spent 26 years as editor-in-chief of Golf Course Management and served as a past president of TOCA. Their backgrounds combine professional journalism, turf expertise and long experience covering the operational realities of green-industry work.

Why does the LM150 include customer and service mix?

Revenue alone cannot explain how a landscape company operates. A business centered on commercial maintenance faces different risks and opportunities than a residential lawn-care company, a government contractor, an irrigation specialist, a design-build provider or a tree-care operator. The LM150 includes customer-mix, profit-center, regional and service-line breakouts so readers can study the business models behind the revenue. This detail helps owners compare their own companies with relevant peers, consider new service opportunities and understand how large firms balance recurring revenue, construction work, customer concentration and growth across a complex green-industry market.

Why did Landscape Management place at No. 14 rather than higher?

Landscape Management scored highly for its practical value to green-industry owners, the transparency and utility of the LM150, technical and operations coverage, company intelligence and experienced editorial leadership. HG HomeClub considers it a key resource for landscaping, lawn care and tree care. Its No. 14 placement reflects scope: its authority is concentrated in the green industry, making it less directly useful to contractors outside outdoor services. The LM150 also relies on voluntary, self-reported submissions and transparent editorial estimates. Within green-industry benchmarking and operational intelligence, Landscape Management is unmatched.