Bill Zalakar has always been a self-starter. At the age of 10, he was ordering seeds and planting vegetables and by the time he was 14, he was hauling hundreds of pounds of tomatoes to the local grocery stores to make a little bit of money. He ended up being so successful that he paid most of his way through college.

He learned early on that for some things, you have to rely on Mother Nature, but his long-term goal was to find something he could have a little more control over.

Bill was lucky enough to live right beside a large greenhouse company called Johnson Florists in Pittsburgh. So, at 16, he applied for a job and applied again, and again, and again. Finally, the company told him that if he would work the night shift helping with the boilers, they would let him do a little greenhouse work.

He jumped at the chance and landed his first job at a greenhouse. “I always knew that’s what I wanted,” Bill says. From there, he went on to study horticultural business at Penn State, where he was active in campus life, including serving as president of the Horticulture Club.

“When I was at Penn State, my grades were not always that great. I’ll be the first to admit it,” he says. “I use it as a scenario to explain to people that everything is not always about grades.”

By the time his senior year came around, Bill didn’t even need to apply for a job. Flower Time, a bigtime Long Island grower-retailer had come knocking. While the company was looking for someone to work at one of their retail stores, Bill had his eyes on a job in the greenhouse.

“They never hired anybody for the growing facility. They were always hiring for retail stores, but I was insistent that my forte was really more greenhouse,” Bill says.

Flower Time agreed to hire him for a greenhouse position, and two days after graduating from Penn State, Bill was working in the facility on Long Island. Two and a half years later, Flower Time sold to the company that owned the popular Midwest chain Frank’s Nursery & Crafts.

At that point, Bill had gone into business with a partner to start a wholesale perennial operation and left Frank’s. “The family scenario really kind of dropped out of [Frank’s] and that’s when perennials were just coming out back in the 80’s,” he says.

He and his partner (his now ex-wife) weighed their options and chose to go into the niche market of selling 1-quart perennials, founding Hoff Gardens. “We were a company with zero money, zero resources; we were way under-capitalized, but we made it,” he says.

About 10 years later, all of the bills were paid, but Bill and his partner were going through a divorce. Being good friends with the Weiss family, he got some good advice from Russell Weiss. “Russell said, ‘Listen, the more you argue, the worse things are going to get," Bill says. “Try to work things out.’”

Russell helped the two mediate and Bill got started down a new path at Kurt Weiss Greenhouses in Center Moriches, New York, where he now leads the team as general manager at the main location.

Growing the team at Kurt Weiss

Century-old Kurt Weiss Greenhouses is very much a family business, and that includes Bill. Even though he doesn’t share the Weiss name, he’s a family member nonetheless, says Kirk Weiss. Kirk, who runs the operation with his semi-retired father, Russell, his brother and his two sons, has known Bill for more than 20 years.

“We’re basically the same age and it’s almost like we’ve grown up in the business together,” Kirk says. “He’s always willing to lend a helping hand no matter what.”

And Bill treats his employees like family as well. He and his wife regularly invite crew leaders to their house for dinner parties and find different ways to keep up the company morale. “That’s what I think I learned most from Russell Weiss, is making it feel like you’re a part of the family,” Bill says. “Some companies, they just lose that touch and the people don’t feel like giving that extra effort.”

Bill’s friendly nature and calm demeanor have helped him enact real change for both Kurt Weiss Greenhouses and the industry. Whether serving on the advisory board for Cornell University or the Long Island Farm Bureau where he’s acting president, Bill finds a way to lead people to make the right decision, says Mark Bridgen, Cornell professor and director of the Long Island Horticultural Research and Extension Center. Mark describes Bill as the “Dr. Fauci of horticulture” because he always provides accurate information and hopes that people follow.

“Whenever he’s trying to convince a person or a group of people to see things his way, he presented the facts and the issues and hoped that the information that he gives is going to be enough to convince them to change their minds or to follow his lead,” he says. “He’s always impressive that way.”

Building from the ground up

As general manager at Kurt Weiss’ main location, Bill has had a hand in almost every aspect of the business. Any initiatives the company starts, Bill is there from the very beginning through to the day-to-day execution.

That’s understandable for a man who has done “basically every job” in the greenhouse, according to Kirk. “Our philosophy, as well as Bill’s, is that we work together. So, we wouldn’t ask somebody to do something we haven’t done ourselves, and we’ve done every one of these jobs,” he says. “If you’ve already done it, you understand the job.”

Kirk says two of Bill’s great strengths as a leader in the greenhouse are that depth of industry knowledge and his communication skills. That combination makes him a natural leader.

“It’s very easy to get people to follow him versus if you brought somebody in that knew nothing about the industry and didn’t know what it takes,” Kirk says. “That means a lot.”

And in his time at Kurt Weiss, Bill has been able to build a management team he trusts, including managers for maintenance, inventory, production, sales and growing. The team meets each week to discuss plans for production, shipping and everything in between.

But Bill doesn’t just keep up with the upper management team. He makes sure to do his rounds in the greenhouse. “I do have a lot of involvement with the employees,” he says. “I’m constantly walking around the greenhouse or in the field talking to everybody.”

Diversifying the labor pool

Kirk says Bill has really helped Kurt Weiss Greenhouses navigate the changing landscape of hiring from simple word-of-mouth to delving into the different ways to diversify the labor pool.

In past years, to combat the ever-present issue of finding labor, Bill initiated several student programs, working with student organizations at The Ohio State University and with agriculture students from different countries around the world. “It has just helped a lot on the labor side of our business and scheduling,” Kirk says.

The company has gone from one full crew that worked whatever hours it took to get the job done to splitting the work up into shifts. Now the greenhouse has a night shift and a loading crew, with enough laborers to staff each.

“It’s been challenging the last few years — very challenging — to find labor. Every industry is facing that,” Kirk says. “We had to get really creative in how we attract labor — finding what time of day people had availability and working on setting up different shifts. It sounds easier than it is, but he’s working on a lot of that.”

Leading from the front

When COVID-19 hit, Kurt Weiss Greenhouses began throwing out Easter crops (Bill estimates the company destroyed about 70%). And while the company was missing out on early spring revenue, they were also trying to navigate social distancing and new sanitation procedures, Bill was leading the charge.

The greenhouse, like many others in the industry, wasn’t sure if they could remain open, Kirk says. But by working alongside his colleagues at the Long Island Farm Bureau, Bill was able to make the case for greenhouses to be deemed ‘essential.’

“Through his connection and the Farm Bureau, he was able to help a lot of companies out there and push forward,” Kirk says.

Bill made several trips to Albany to explain the situation to New York Agriculture Commissioner Richard Ball, explaining that “plants are like animals,” Mark says. “They were given exceptions to animal facilities with cows and horses because somebody had to feed the cows and so on. And Bill convinced the commissioner that plants are the same way. If they don’t get watered; if they don’t get cared for, they can’t survive and the industry is going to suffer tremendously. He’s been one of the behind-the-scenes people that actually have been able to get things open for us.”

But that’s not the first time Bill has gone to bat for the industry. He and Mark met when Bill served on the advisory board at Cornell University. There, Mark noted that Bill was never afraid to be a voice for the industry whenever conflicts might arise at the university.

Mark describes Bill as “very outgoing, very friendly and very unassuming,” which have helped him become not only a voice for the industry, but a consensus-builder. “He’s not arrogant; he’s not forceful. He’s just a pleasant man who knows what he’s talking about and can convince people without being obnoxious. He can just convince people of the right thing to do.”

Kirk describes Bill as a team player who knows how to get people to work together. That comes in handy in his work leading teams at Kurt Weiss and as president of the Long Island Farm Bureau, as well.

“He’s very dedicated and he really represents a lot of different factors of agriculture by being from the floriculture side,” Kirk says. “Floriculture is a big part of agriculture on Long Island and so it’s definitely helped our growers and he’s really shining in this role.”

Not surprisingly, Bill’s car is almost always one of the last in the parking lot at Kurt Weiss. And between putting in long hours at the greenhouse and fulfilling his duties with the Long Island Farm Bureau, Bill is almost always working overtime.

“You’ve got to love what you’re doing, otherwise it’s work. And I think that’s what drives him. He really does love what he’s doing,” Kirk says.

Bill has no plans to stop anytime soon and retirement is nowhere on the horizon. “The way it’s going right now is just the perfect following of my life how I would like it to be,” Bill says. Through work with the Long Island Farm Bureau, he hopes to advance into other key leadership positions, whether that’s in the U.S. horticulture industry or in government or international works.

“I want to put my efforts to help better our industry and see it grow so that it just doesn’t disappear,” he says. “To be able to utilize my resources and my involvement with all the people that I’ve met in the industry and in the political sector, I want to try to pull them together to educate a lot of the politicians, as well as a lot of the public out there about our industry and help our industry grow. So if I can take that path and keep going down that road, that would be happiness.”

As the eldest of three siblings, Donald Blew has always had an innate knack for leadership and responsibility. That hasn’t changed much, given his presidential status at Centerton Nursery in Bridgeton, New Jersey. Like many operations, management has been in the family for multiple generations and in Donald’s case, he leads the third.

Generational growth

Nearly 50 years ago, Centerton only consisted of 9 acres of land that were purchased by Donald’s grandparents, Ray and Marlene. That property was home to fewer than a dozen small greenhouses that held a few azaleas and rhododendrons, along with a 10- by 10-foot hut, otherwise known as the office. In 1977, Donald’s father Denny joined the company after graduating college. Now in its fifth decade of business, the nursery is operated by Donald and his two younger siblings, Robert (Bob) and Amy.

Currently, Centerton sits on 3 million square feet under plastic and has around 190 greenhouses that were drawn and built by Donald himself. The nursery now grows broadleaf evergreens, flowering shrubs, perennials and a full line of edibles (vegetables and herbs) — more than the few azaleas and rhododendrons it once had — and sells 10 specially crafted brands, along with many others.

The Blew brothers also co-own BlewLine Nursery, a bareroot daylily and shrub hub that was founded by their grandfather in the early 1990s to mitigate the unreliability of finding bareroot perennials. In 2006, they purchased the property with Bob serving as president and Donald as vice president and expanded the offerings to more than 100 varieties of bareroot shrubs. In 2016, they became a seller of the Star Roses & Plant brand.

Organically driven

While working at two nurseries may sound like a heavy workload, it’s virtually all Donald knows.

“I grew up on one end of the nursery, so I had a really big playground,” Donald says. “I even keep a picture here on my desk of me at 3 years old, loading a truck with my dad. That was always what I wanted to do — come back and run the nursery.”

After high school, both Bob and Amy went to college to pursue other careers. Amy majored in communications at Loyola Marymount University and Bob majored in agriculture business at Penn State University. And while Donald studied agriculture business as well, he attended Delaware Valley University with specific plans of applying his knowledge to the nursery. This wasn’t by choice but was a requirement by Donald’s grandfather who determined it a prerequisite to running the business. His grandfather had to practically “force him” to go, but it was Daniel Seik, an independent salesman for Centerton and decades-long friend of the Blew family, who suggested the major.

“I recommended it to him because with working alongside his grandfather and dad, he was already familiar with plant identification. He probably even knew more about the plants than his professors,” Daniel says. “But school gave him the background of business.”

Daniel says he’s known Donald since he was about 12, and although his siblings grew up on the nursery as well, Donald had an intuitive attraction for the business. Some natural qualities he has, according to Daniel, are “common sense” and the ability to “solve problems and figure things out,” much like his grandfather. He also says Donald was “curious” and “always designing things."

“Even though he doesn’t have an engineering degree, he’s definitely an engineer,” says Amy Ordog, who is five years younger than Donald.

When he began their Stone Cottage Farm — a line dedicated to lavender — Donald built the facility and designed rolling benches just from looking at other places. He also designed their potting machines, water boom, water tunnel, trimming machines and greenhouses, and has replicated concepts he’s seen from his trips to Europe. Amy says every time they attend a trade show, they ask Donald to replicate something and he'll respond with, "Yep, I'll get it done!"

From employees to family

Amy also describes Donald as “humble” and “hands-on,” and uses his interaction with their employees as an example.

“He knows every single person who works here — all 120 of them — and that makes me proud because there are other companies who don’t know who’s working for them,” she says. “He knows everybody’s first and last name and is the one who actually hands out checks.”

He also implemented a generous employee production bonus where employees receive a bonus for their daily accomplishments, on top of their hourly wages. But the biggest bonus he gives is in the employees evaluation three times a year.

“It’s just another way to say, ‘Hey, we’re all working together,’” Donald says. “It’s about the company and if the company does good, we all do good.”

Centerton also has a low employee turnover rate and treats everyone like family. Not only is the nursery run by a generation of siblings, it’s also operated by about 30 employees who were originally hired by Ray decades ago. Donald even said the original secretary his grandfather hired worked for 38 years before retiring just a few years ago.

Grandfather’s genes

Although Donald received higher education in the business, he says his father and grandfather were “really good teachers,” being there every step of the way, while also allowing him to make lesson-learning mistakes he’d never forget.

Those teachings were also paired with trust, as they handed him the reigns to continue the family legacy. Even then, however, at 90 years old, Ray still comes in several times during the week to see how things are going. “The company is like another one of his babies,” Donald says. “So it’s been very rewarding for him to see what we’re doing.”

Jerry Schmitt began his relationship with Centerton while working as an assistant buyer for Stein’s Garden & Home when the stores worked with Donald’s dad, Denny. Now as a senior buyer of live goods, Jerry says Centerton is “one of the best third-generation organizations” he’s ever worked with. He credits that to their innovation, growing techniques, adaptability and ability to navigate through challenges whenever necessary. He also says their partnership has allowed both companies to grow.

“Whether we’re just sitting down in a room and throwing ideas at the wall, we’re always working diligently on how we can add value to the product that is being put on the bench for the consumer,” Jerry says.

While he’s never traveled with Donald, Jerry has attended garden centers and trade shows throughout the country and overseas with other family members. And since Jerry is not a grower himself, he and the Blew family brainstorm ways to move forward with the ideas they’ve conjured on both spectrums. While Jerry says Donald is “a big part of that,” he credits Bob and Amy too. Their roles — Bob as vice president and head of marketing and product development and Amy as vice president of sales — cohesively work together.

But even though Jerry attributes the success of Centerton to all three siblings, he says a lot of the innovation and operational techniques “stem from Donald” which were “handed down from his grandfather.”

“My grandfather was my mentor and he had a real knack for building equipment and working with his hands,” Donald says. “I inherited a lot of those genes. For our industry, a lot of things are specialized. There’s not a ton of things out there that will do what you want them to do. My grandfather started building some equipment and greenhouses, and when we came back from college, we took everything I learned from him — his inventions and fabrications — put a spin on it and began building more updated and modern buildings and machines, anything to become more efficient and easier on our help.”

The Blew brotherhood

Bob, who is two years younger than Donald, says he was always very protective, which Amy agrees with too. But as the older brother to a younger brother, Donald was the trickster.

“He was always the prankster older brother,” Bob says. “And he got his driver’s license before me, so we got to ride to school together. I was like the cool kid because I had an older brother that had a pickup truck.”

While they both started working on the nursery at a very young age, Bob says looking back, he realized their grandfather gave them “busy work” and “odd jobs,” most likely as a combination to grant them exposure to the land and keep them busy. This resulted in the brothers becoming “fairly well-attached,” with a lot of shared memories.

One of the first memories Bob has is from the summer of 1988, when he was about 7 and Donald was about 9. Since there is a local mollusk industry near the farm, Centerton uses the surplus of clamshells to fill potholes around the property. That summer, the boys filled each pothole by combining an old 1960’s Cub Cadet lawnmower that was missing the actual lawnmower attachment, and a 12 cubic-foot dump wagon. For weeks, Donald chauffeured Bob around as they filled each pothole and earned a dollar per load.

Another memory Bob has is from about 17 or 18 years ago. Since Centerton wasn’t as big then, oddball jobs like running irrigation for frost protection, were completed by the brothers. One morning — around 3:30 a.m. — the brothers turned the sprinklers on and noticed they had an hour to kill. Donald suggested they’d get breakfast, which they did, but not without a cost.

“We eventually lost track of time and when we got back to the nursery, all the irrigation that was running got ice everywhere, but we laughed so hard because we were so exhausted from being up all night,” he says. “It’s just a great memory to share with my brother because it’s so purely innocent, and shows that when working as hard as you can and being absolutely exhausted, you can’t help but to laugh at some things.”

Bob says their grandfather and father gave them room to choose the family business, but also made sure they took it seriously, and they did, which is why Bob joined the team after graduating college.

“Working here was never a forced thing,” he says. “We weren’t told to work here. But we were told if we wanted it, we could have it, but we had to work for it, which we did and still do.”

From farm to family

The constant words that Donald’s family and friends use to describe him are “problem solver,” “builder,” “innovative,” “proactive,” “no-nonsense,” “accomplishing” and “hardworking.” In fact, Daniel describes Donald as one of the first ones to arrive at work in the morning and one of the last to leave.

But although Donald is hardworking, his family says he is still very much a family man and never neglects his wife of 12 years, Karol, 11-year-old daughter, Audrey and 5-year-old son, Donald Jr., especially during the weekends when he’s partaking in his favorite pastime — boating.

A future of promise

Both Bob and Amy say they are proud to be Donald’s siblings and work alongside him while continuing the legacy their grandfather began. Daniel says Donald is the “ideal” person to lead the family operation, and work in the horticulture business.

“I think he’s the kind of people we need in the industry,” Daniel says. “He’s the kind of person who will try stuff and share his knowledge with others. He actually encourages people to share their knowledge for the greater good of the industry. He’s honest, hardworking, has a good heart, is a very good teacher and I think with the combination of everything, he’ll be a very good leader in the industry for a number of years.”

As for Donald and his plans for the future, he wants the nursery to continue evolving as it has every year.

“I think we’re set up right. Each year we say, ‘This is our best year ever,’ until we do better the next year. We’re on the younger side; we’re hungry. We’re ready to make moves and put the time in,” Donald says. “We’ve got a really good team of people here on board with us and they look forward to our next chapter too, and that’s really what it’s about for us.”

Pleasant Cove Nursery started in 1957 when John R. Collier, Frank’s father, started growing plants in the basement of his Tennessee home. The nursery moved out of the house and into the backyard, and eventually grew into the 500-acre, 20-farm facility it is today. Once staffed solely with Collier family members, Pleasant Cove now employs more than 60 workers during peak seasons.

John and his wife Elma ran the nursery in the early days with their four sons, John Jr., Robert, Frank and David. Frank remembers it was tough in those early days, working as a kid in the fields.

Frank joined up for good after he finished college in the mid-70s. The nursery has changed a lot since then, but so has the industry. And the Colliers have always been able to adapt, whether it meant applying new research and technology or engineering a new solution.

“We’ve still got the first 'vineyard' tractor probably in the state of Tennessee,” Frank laughs, “A Bungartz. It was a vineyard narrow tractor, with a Volkswagen engine. You see all kinds of them now, but a bit innovative for nursery use when we got it. I had a guy auditing us once and he wanted to know why this or that and I said, ‘Look, they don’t make things for nurserymen.’”

That’s changed a bit, with Bouldin & Lawson just down the road making equipment to help the nursery industry automate. The Collier family still runs Pleasant Cove. Although John Jr. died in 2019, Robert, Frank and David carry on the Collier legacy of excellent nursery stock. The family always made it a point to have ties with regional, state and national trade associations like The Middle Tennessee Nursery Association, Tennessee Nursery and Landscape Association, Southern Nursery Association and AmericanHort. Frank has served in various capacities and has become known as a champion of research, including a stint as president of the Horticultural Research Institute. In 2011, Frank was inducted into the TNLA Hall of Fame.

“Frank has worked tirelessly on funding for HRI with much success,” says Michael Lorance, owner of Cherry Springs Nursery, another Tennessee-based wholesale nursery. “Additionally, he was instrumental in securing funding for the Nursery Research Station in McMinnville, Tennessee and the staffing required to make it the reality it is today.”

From a national perspective, the nursery industry is perpetually overlooked. It’s typically tucked under the agriculture umbrella as “specialty crops,” where it has to fight for every scrap of funding that makes it down through the Farm Bill.

“One of our old researchers, retired now, says ‘If you’re not sows, plows and cows, you don’t count in the state of Tennessee’ — and most likely any other state,” Frank says.

Frank is well-equipped for that fight for funding. He’s been doing it a while. Craig Regelbrugge, senior vice president for government relations at AmericanHort, has known Frank for 30 years and sees him as a kindred spirit — someone able to speak the language of politics, understand the systems in place, and willing to use them to carve out a piece for the nursery industry.

“Frank is one of the most politically astute individuals in the industry,” Craig says. “In an old-school way, but I mean that positively. He’s all about relationships and quiet but effective influence.”

Craig sees the research center as a large part of Frank’s legacy as a nurseryman who understands the value of research and development and wants the industry to keep striving to improve itself.

“He was instrumental in the successful effort to establish the Nursery Crops Research Station at McMinnville, and for that matter, the Floriculture and Nursery Research Initiative, a legacy that has grown in impact and continues on.”

A resource for Tennessee

McMinnville is known as the heart of Tennessee’s nursery country. That makes it an ideal spot for a nursery research station. Built on the 87-acre site of a former commercial nursery, The Otis L. Floyd Nursery Research Center is a facility dedicated to the improvement of the Tennessee nursery crop industry. It is located approximately 80 miles southeast of Nashville on the edge of the Cumberland Plateau.

Through partnerships with the Tennessee nursery industry, Tennessee State University, the USDA, and state and local governments, the necessary political, social and economic support was assembled to construct the research station. In addition to considerable support from the Tennessee nursery industry, the Center has received donations from nursery growers across the U.S.

“We hooked up politically with Dr. Otis Floyd who was chancellor and president at TSU and made it happen,” Frank says. “It’s a good deal for the industry. Plus, it connects all over the country. Oregon, California, Ohio, to Beltsville, Maryland. I’m very proud of that. Hopefully we get these young people to keep it going, keep it funded.”

Construction of the laboratory/administration building began in 1994. The 20,000 square foot building has 10 laboratories, offices for 12 scientists, a 200-seat auditorium, and 12,000 square feet of greenhouse space. Other facilities include a state-of-the-art pesticide mixing and storage facility, a fire ant quarantine facility, soil mixing/composting facility, shade houses, propagation houses, irrigated container yards, a pot-in-pot yard, and an equipment/maintenance shed. The entire site is plumbed for irrigation using either well water or municipal water.

Frank says a nursery advisory group meets with the station’s director to provide input on potential research projects for its scientists.

“Our station is unique in a lot of ways,” Frank says. “It’s got a great staff and a great director. We’ve got Tennessee Department of Ag plant industry inspectors there on the site. We’ve got extension there on the site, which is really good for the scientists to be able to talk to the inspectors and vice versa. It’s a one-stop shop.”

As the Nursery Research Center expands, specialists in other disciplines will be added. The areas that are currently prioritized are agricultural mechanization, pesticide/environmental sciences, applied plant physiology, and additional pathology and entomology programs.

Facilities planned for the future include student housing, storage areas for scientist’s field supplies, increased shade house and greenhouse capacity, and over-wintering structures for containerized field research material.

The Nursery Research Center is only about 20 minutes from Pleasant Cove Nursery. And Frank has made sure his nursery has implemented some of the station’s R&D findings. From the use of cover crops between rows in the field to protection from soilborne diseases and insect pests, to crop improvements in boxwood and viburnum and a hydrangea breeding program, the scientists have completed very useful projects.

Another collaborative effort

Frank was also one of the key industry forces behind the creation and early growth of the Floriculture and Nursery Research Initiative (FNRI).

In 1996, the American Nursery and Landscape Association (ANLA), the Society of American Florists (SAF) and the Ohio Florists Association (OFA) launched the proposal when they asked U.S. Department of Agriculture - Agricultural Research Services (USDA-ARS) for research help. The resulting partnership has lasted more than 20 years. In March 2018, FNRI received $1 million in funding as part of the spending bill passed by Congress.

Peter K. Bretting, USDA-ARS National program leader for plant genetic resources, is one of nine national program leaders that constitute crop production and protection. He was the lead USDA-ARS researcher for the FNRI from its inception in 1998 until the mid-2000s.

“It was meant from the inception to be sharply focused on the needs of industry,” Peter says. “ARS would handle research, whether it was feasible, how to go about it in terms of scientific approach, and the industry provided input about relevance.”

As the FNRI was being established and thereafter, Peter and the other researchers received guidance from Frank and other industry leaders about the types of projects upon which they should focus their efforts. Those communications were important because they helped ARS know what the most important priorities were for the green industry. It was a collective effort and it grew into a well-functioning partnership.

Frank’s sterling reputation as a nurseryman and collaborator made him the perfect person to coordinate between all the stakeholders in the initiative and ensure everyone was rowing in the same direction.

“He rapidly established himself as a trusted and discreet partner,” Peter says. “Some of the early discussions were quite complicated and had to be dealt with carefully and adeptly. Frank had such a reputation among industry and universities, UT and Tennessee State and with us, that he played a key role in fostering communication so that all the many players in the initiative were aligned along the same effort.”

Some of Frank’s reputation was due to being part of a community of straight shooters: nurserymen who forged substantial deals with a handshake because generations of trust. But he also earned that reputation through his actions and his ability to communicate.

“It’s watching him in action,” Peter says. “If he said he would do something, he would do it in a very capable way. If there wasn’t a clear path to a particular goal, he’d let you know that right away. And collectively we would work on a different approach.”

If the research team ever had a question or hit a snag that involved the green industry crops, their first step was to pick up the phone and talk with Frank to seek his advice on how to proceed. On the other hand, if something potentially controversial or contentious was emerging, they would hear about it early from him.

“He was very good at establishing people as colleagues rather than adversaries,” Peter says. “That was really critical, especially at the beginning of this when there was some misunderstanding or lack of information on what the initiative meant and what its focus was. He was very effective in communicating that to a broad spectrum of industry colleagues and university colleagues too. Of course, he surely promoted the effort in Tennessee, but he was also always looking at the broader picture. He would work on behalf of the more local interests, but the regional and national interests, too. He was really quite selfless in that regard. That contributed to widespread trust of him, his advice and his ideas about how to proceed.”

For many years, Dr. Judy St. John was a high-level official at the USDA-ARS, and the industry’s primary champion for FNRI.

“Frank established a superb relationship with Judy,” Craig Regelbrugge says. “In fact, I can’t swear to this, but he may have been the one to give her the nickname ‘Mother Nature,’ which stuck with her for the rest of her career and to this day.”

For his part, Frank is thankful to Dr. St. John and the other ARS scientists for all the work they did for the industry.

“She was a keeper,” Frank says. “She’s always helped the small crop growers like us. Judy St. John and ARS have been really good to us on specialty crops funding and research.”

Looking to the future

Frank hopes the next generation of nurserymen will continue the commitment to research that has served the industry well. He also has advice for the next generation.

“Ask a lot of questions,” he says. “Don’t be bashful.”

He also suggests visiting other nurseries in other parts of the country to see how they operate. You can pick up a lot of information that way, and many of the little things are done differently from place to place.

“A friend of mine’s son, he’s a good kid. I told him, ‘Buddy, you need to go to another nursery for a couple years, at least two or three,’” Frank says. “And he went for a year, came back afterwards and said ‘Thank you.’”

The nursery industry’s efforts to honor its past and commit to its own future is easily seen at HRI’s annual meeting each year. Nursery owners in attendance make pledges of substantial funds for research, often in memory of parents or in honor of their children.

“Instead of saying ‘I’m going to buy myself a new boat or motorcycle,’ they’ll say ‘I pledge $50,000 in the name of father, mother or child on behalf of research,’” Peter says. “As a researcher I can’t think of a more committed group of industry folks.”

The Collier family has its own named endowment fund, the Elma E. and John R. Collier Memorial Trust Fund. And Frank has plenty of hope for the future.

“I think this shows, this virus deal, that we’re essential,” he says. “If you’re stuck at home, you can plant some plants, trees, vegetable crops. The whole nation will figure that out sooner or later.”

Still, even in an age of virtual trade shows and video conferences, the skills that make Frank such a successful leader are good as gold.

“The influence Frank had been able to wield, that was interpersonal,” Peter says. “How can you do it in days like these when you can’t look a person clearly in their eye, share a meal or have a drink or two and forge those relationships of strong trust? We haven’t come up with a technological fix for that.”

Whether it’s on a dusty softball field, in a corporate boardroom or on a gravel-lined nursery plot, Lyndsi Oestmann remains consistently devoted to the task at hand. Her purposeful and sincere work ethic was forged when she was a child, watching her dad play professional baseball. It was reinforced as she played competitive softball, persisted into her college studies and eventually became etched in her career. Lyndsi owns and operates Loma Vista Nursery in Ottawa, Kansas, a business that was founded by her father, Mark Clear in 1991.

Lyndsi spent nearly the first decade of her life traveling to ballparks to watch her father play. From some of her first memories, he instilled in her not just the importance of hard work, but the necessity of it in every aspect of life.

“Dad always taught me that if I wanted something, I had to work hard for it,” says Lyndsi. “It’s something he’s always done, too.”

When Lyndsi started playing softball at age 12, Mark told her a lesson he learned from a former coach, “You can expect to play like you practice.” It’s a lesson she’s never forgotten and a standard that continues to drive her.

“We’re a very competitive family, and when dad was my coach, we always practiced like it was the ninth inning of the World Series,” she says. “It’s the same in business. You need to always do your best, not just when we’re pulling orders for the customer that will scrutinize the plants the most. We want to do that every time, every day.”

Sports has certainly influenced Lyndsi’s outlook and how she manages employees and the business. When she started softball, she was playing 150 games a year. Mark noticed her natural leadership qualities with the team.

“I was her coach and probably harder on her than most of the other kids,” he says. “Instead of moping or pouting about it, she looked on the positive side and worked until she got to be one of the better players in the area. She always dug in, no matter what it was, and she was always the team leader. It’s no different now as she’s running the nursery.”

Blazing a trail

Mark and the family moved from California to Olathe, Kansas, and started the nursery when Lyndsi was 10. Lyndsi and her brother performed several duties at the nursery and even planted the first crop of trees. As she grew up in the family business, Mark had dreams of Lyndsi and her brother attending Cal Poly in San Luis Obispo, getting a horticulture degree, and coming back to work in the family business.

Lyndsi enjoyed working at the nursery, but she had different career aspirations. She attended Kansas State and received a marketing and international business degree with a minor in Spanish and planned to travel the world. After graduation, she landed a job at PepsiCo Inc. and got a taste of corporate America. She dove in, learning all she could about managing people and process improvement. While at PepsiCo, she learned about accountability and had the good fortune of being cross-trained within several departments.

She wasn’t traveling the world as originally planned, but unbeknownst to her, Lyndsi was soaking up valuable lessons that she’d eventually take back to the family business.

Mark bought property in Ottawa to expand Loma Vista and he needed someone to run the Olathe operation, which had been converted into a landscape distribution center. He asked Lyndsi to return home and manage the distribution division.

“I really liked being part of corporate America, but when dad offered me this opportunity, I thought, ‘I can do this because I’ve had this great training and I’ve been managing people at Pepsi and learning how to manage processes,’” she says.

Taking a job away from the family business also taught her how to work for a boss who’s not part of the family — something she recommends for anyone working for relatives.

“That was a really important lesson. It’s a skill you need to have to be able to separate the business relationship and the personal relationship,” she says. “On Saturday afternoon we may be celebrating a birthday and he’s my dad, but on Monday morning, he’s my boss. That really helped me be a better employee and manager.”

Lyndsi brought a fresh perspective when she returned to the nursery.

“Dad and I make an awesome team because his passion for the business has always been on the production side, and I came in and immediately focused on sales, customer service and marketing,” she says.

Since returning to Loma Vista, she hasn’t had a single regret — even through the Great Recession and the current COVID-19 situation.

“Coming back to the family business was the best decision I’ve made in my life,” she says.

Executing a game plan

As she gained a foothold in the distribution operation at age 23, she looked to some of her landscape contractor customers as mentors.

“I tried to learn some of their best practices and see how we could apply those to our own operation. I looked at companies with really strong cultures and ones that had good employee retention,” she says.

She asked her customers what they needed from the Loma Vista team, had face-to-face meetings with customers, conducted focus groups and sent out surveys.

“She’s a hands-on visual learner,” Mark says. “I was always more into the growing side of the business and she was managing our two distribution sites. She came in and found areas that needed improvement and executed those changes. She did it by building a good team. She’s got the team concept down pat.”

Four years ago, Loma Vista sold the distribution division to SiteOne, one of the largest landscape distribution companies in the nation. The deal essentially reduced the size of the company by half, which gave Lyndsi the opportunity to work on the production side of the business.

“It was a great move for our company,” she says.

Now the company was solely focused on growing and there were some staff changes, which presented another chance for Lyndsi to learn new skills.

Her first lesson was in approaching change. The company’s controller was leaving, and Lyndsi took over the finance and accounting duties of that position.

“I was ready to change everything. We were doing a good job, but I felt like we could be so much more efficient,” she says. “As I started talking to one of our key team members about all of these changes, they had one of those deer-in-the-headlights looks.

“I tended to approach change like just grab the bull by the horns and just do it. But I’ve learned that I need to slow down a bit and respect how others react to change. It’s important to have lots of communication during changes, really overcommunication in this case, to have complete transparency and buy-in. Because nothing works without buy-in.”

Providing for people

Mark taught Lyndsi a lesson that she never forgot and one that resonates with every decision she makes about the company.

“Dad has always said that people are the most important asset of a company,” she says.

Investing in the Loma Vista employees has been her top priority. Applying some of her experiences from PepsiCo, nursery team members are cross trained to understand how each department affects the others. There’s accountability throughout the system.

“It used to be that one person knew how to do everything, and if that person wasn’t at work, there’d be a lot of people standing around not knowing what to do. So, we developed a playbook for our company with strong documentation of our processes and a formalized planning system,” she says.

Another vital part of training at Loma Vista is taking part in nursery conferences and visiting other nurseries.

“I want everyone on our production team to have lots of contacts in the industry,” she says. “If they’re facing a challenge, they can pick up the phone and call on a fellow grower. Or they can go on a nursery tour and bring back an idea for us to execute. A good example is our propagator, who’s been here for five years. She went to Bluebird Nursery to look at their perennial production. Making those contacts and going to those events has totally changed the dynamic of our team.”

The nursery’s interns also get the same opportunities to learn from industry events.

“We take our interns to Cultivate each year and they’re tasked with finding one thing or one idea that can be used or implemented at Loma Vista. It’s great having a different set of eyes there. They have an interesting perspective,” she says.

Lyndsi brings in three or four interns each year from all over the country. They spend time with the management team and one-on-one with Lyndsi. They go through every department and see how the operation works. They attend planning and management meetings.

“I take them out into our local Kansas City metro market to visit related businesses and set up tours with our customers, other nurseries and independent garden centers because it’s important for them to see other parts of the industry,” Lyndsi says. “I encourage them to actively seek out mentors, to be curious, ask questions and to share their ideas. No matter your experience level, once you understand the ‘why’ behind things, you can be the person who effects change.”

Once the interns have completed that process, they’re able to choose one area of the nursery to concentrate on for the remainder of their internship.

“I’m inspired by her support of students and emerging leaders,” says Sarah Woody Bibens, executive director of the Western Nursery and Landscape Association (WNLA). Lyndsi serves on the WNLA Board of Directors.

Loma Vista provides a sponsorship that brings students to The Western [trade show] each year. And she takes that extra step to ensure interns and their families are comfortable before making the trip to Loma Vista.

“She genuinely cares for these students. Part of her process involves asking students who the support people are in their life. Lyndsi called one intern’s mom to reassure her about the responsibility they take with the students,” Sarah says.

Lyndsi values every person that’s related to the nursery, from each employee and their families to the customers and the community.

“My mission in business is to help the company become the best it can be,” she says. “The company is a lot bigger than just a nursery and its employees. The health of a lot of families relies on Loma Vista, and I take that really seriously.”

That blends impeccably with her mission in life.

“I want to always strive to be the best version of myself, to act with purpose and outwardly express people’s value to everyone I encounter,” she says.

Caitlin Hupp, a territory sales manager at Loma Vista, says she admires Lyndsi’s ability to see the potential in people and help guide them to their best role.

“There’s so much about Lyndsi that makes her a great leader. She’s very conscious of everyone having a work/life balance and she gets to know the families of everyone here,” Caitlin says. “I admire that she’s worked in every role in the company, so she can speak from experience no matter the job. She doesn’t hire square pegs for square peg roles. She sees the potential in people, lets them experience the company culture and helps find a good fit for them.”

Cheryl Boyer, the nursery extension specialist at Kansas State, has been colleagues with Lyndsi for about 12 years.

“I have thoroughly enjoyed watching her career grow. It’s wonderful to have a progressive nursery leader in Kansas,” Cheryl says. “Her perspective — coming from Pepsi and then landscape distribution — is one of the key reasons Loma Vista is successful. That combined with the culture she’s built. The fact that the nursery even talks about culture is amazing. She puts a lot of time and effort into training and mentoring new leaders.”

Mark also marvels at her ability to build a team.

“When she’s looking for a new team member, she’s looking for someone who’s better than she is at certain tasks,” he says. “The team that’s in place is the best it’s ever been. It’s one of the best things she’s done for our company.”

Reacting with purpose

As the nursery was navigating the Great Recession, Lyndsi made a profound observation during a budget meeting with her dad, an operations manager and the accounting manager.

“I said, ‘Hey, we’re four people and we’re trying to move the direction of 150 people. We need everyone in the company to hear these numbers. We need everyone to understand what’s going on so the four of us aren’t spinning our wheels.’”

The company became totally transparent and began sharing all financial information in company meetings, including how the nursery is performing compared to budget and how it’s doing compared to industry benchmarks.

“It has made a huge difference. Having buy-in from everyone – not just your top managers, but your middle managers, supervisors and down to the individual level — it’s difficult to get 100% buy-in, but we’re working on it,” she says. “One person, or in our case four people, can’t make the company successful. It is the effort of every single person here because every person is here for a reason.”

The employees appreciate the transparency.

“When Lyndsi implemented the open-book mentality with our budget and finances, that let us know she believed in our capabilities and our ability to problem solve,” Caitlin says. “She gives us the power to get involved and make decisions about the business and the direction we’re going, and to provide solutions to obstacles.”

During the last recession, Lyndsi also realized the nursery’s customer base needed more diversity.

“We were deeply tied to the commercial construction market, so we took a hit during that time,” she says. “We knew right away that we had to put some measures in place, which took a lot of time and planning, to diversify our customer base. We put a lot of work into our product mix, our production timing, how we tag products, how we deliver products and how our sales team operates. I feel a lot more comfortable having a diverse customer base as we face another recession.”

With the recent COVID-19 concerns, Lyndsi realized the importance of being nimble, which also means having a well-developed plan in place.

“We work off of really solid plans — plan A, B, C, all the way to Z if needed. You have to be able to make changes in a timely matter and plan for the things that you can control,” she says. “In the past I have spend a lot of sleepless nights worrying about things that are out of my control. That’s futile. Now we plan for possible scenarios and execute the plan based on variables we can control.”

Loma Vista’s customers appreciate the team’s focused planning and the calculated reactions.

“My company started in 1991, the same year as Loma Vista, and we were their first credit customer,” says Marty Seiler, principal of Epic Landscape Productions in Olathe, Kansas. “Lyndsi has worked hard to lead Loma Vista and take it a step forward. Sometimes in family businesses, the second generation rides the coattails of the first generation. That is not the case with Loma Vista. She’s very professional, well studied and very knowledgeable of the industry. There’s a high level of confidence from father to daughter.

“She demonstrates a passion and love for the industry. She’s personable and easy to talk to. As we’ve gone through the recent COVID-19 issues, we’ve been able to work through some of those issues together.”

Leaning on family

Lyndsi says motherhood has changed her the most, bringing her more empathy and patience.

“I feel so fortunate as a mom working in a family business. And now I try to extend grace to the moms working in our nursery,” she says. “When I had my youngest, we were right in the process of buying a second distribution center location and we opened it about a month after she was born. I just strapped her into the baby carrier and took her to work. We did that for six months. It was nice to get to go to work and spend time with her.”

Her girls are ages 8 and 6, and Lyndsi says they love to go to work with her. “They like to prune and check on the crops. My 8-year-old has even answered the phones,” she says.

Lyndsi and her husband recently bought an old farmhouse and they enjoy remodeling projects with a special emphasis on the landscape, of course.

“He’s in the construction management business and is a really smart businessperson, and I’m able to talk to him about the nursery business — but not every night,” she says with a chuckle. “He’s patient and he’s a good problem-solver. In his business, safety standards are so rigorous, so he’s helped me strengthen our safety program. That was a focus for us this year.”

Lyndsi can always count on her brother for advice. He’s in the produce business in Southern California.

“When I need an outside opinion, he’s one of my go-tos,” she says.

He’s the one in the family who lived out Mark’s dream and received a horticulture degree from Cal Poly. He also received a master’s in ag business from Purdue.

“I tried to hire him back into the nursery last year, but he decided not to move back to Kansas. I guess we can’t compete with Southern California and life on the beach,” she says.

Lyndsi also leans on a tight-knit group of female friends who are also businesswomen.

“I lean on them personally and professionally,” she says. “It’s critical to make connections outside the industry and see how others handle challenges.”

Whether it’s examples from her dad and industry mentors, or advice from her circle of friends or her husband, Lyndsi has learned that effective leadership characteristics involve being a good listener, listening to understand, being open minded, admitting when you’re wrong and being OK with it, as well as willing to make mistakes but learn from them.