Key Takeaways
Weed Man stands out as a prominent lawn care franchise, generating approximately $450 million in total annual revenue. Central to this impressive success story are Terry and Andy Kurth, a dedicated father-son duo whose leadership and vision have propelled the franchise’s growth. Terry Kurth is notably the founder of Epic3, Weed Man’s largest multi-unit ownership group, which alone recorded $103 million in sales last year, underscoring the significant impact of their efforts within the franchise system.
Balancing Family and Business: The Kurth Family Story
Terry Kurth, now 77, often emphasizes the critical importance of choosing the right life partner, a belief grounded in his personal experiences. Nearly half a century ago, during the birth of his daughter Amanda, Terry was simultaneously supporting his wife through intense labor and actively working to grow their family business. In a vivid recollection, he shared with Entrepreneur that while his wife endured severe back pain due to Amanda’s breech position, he kept one hand on her back to provide comfort, and the other on the phone, reaching out to potential lawn care clients. This moment encapsulates Terry’s unwavering dedication, illustrating the blend of personal commitment and business tenacity that has defined his career.
From Agronomy to Franchise Leadership
Early Career and Entry into Lawn Care
Terry’s journey into lawn care began with a passion for the outdoors and plant science. Graduating from the University of Wisconsin in 1975 with a degree in agronomy, he initially worked as a golf course superintendent. His expertise deepened through his role at Scotts Company’s professional turf division, where he provided educational seminars nationwide. This foundation positioned Terry as a knowledgeable leader in turf management and lawn care operations.
His franchising career took off in 1978 with Barefoot Grass, becoming one of its inaugural franchisees. After successfully building and eventually selling his business when Barefoot Grass was acquired by TruGreen, Terry found himself at a crossroads but enriched with experience and capital to pursue new opportunities.
Joining Weed Man and Expanding Epic3
Following his tenure with Barefoot Grass, Terry served as president of the Professional Lawn Care Association of America (PLCAA), which connected him with key industry leaders, including those at Weed Man. Recognizing Weed Man’s potential, Terry collaborated with the franchisor and Canadian franchisees to develop a regional sub-franchising model in the U.S., covering territories like Minnesota and Wisconsin.
After a non-compete period post-Barefoot Grass sale, Terry re-entered the lawn care scene by launching a Weed Man franchise in Madison, Wisconsin, in 2001. Starting modestly with $110,000 in revenue, the operation grew exponentially under Terry’s leadership and his son Andy’s involvement. Today, Epic3 boasts $103 million in annual sales, reflecting more than two decades of strategic growth and operational excellence.
Secrets to Scaling a Lawn Care Empire
Building Robust Systems and Leadership
Terry credits a turning point in their growth trajectory to a partnership with Roger Mongeon, holder of Weed Man’s U.S. rights. Mongeon’s expertise and the operational systems he introduced were pivotal. Terry emphasizes that scaling a business beyond initial thresholds demands rigorous, reliable systems to prevent operational breakdowns as the company expands across locations.
Equally important is cultivating a relentless mindset where failure is not an option. This philosophy has been central to the Kurths’ approach, enabling them to navigate challenges and scale from a single $110,000 location to a multi-million-dollar enterprise.
Andy Kurth’s Perspective: From College Job to CEO
Andy’s entry into the family business was unplanned; it began as a college job to earn extra money. Initially managing sales and working as a lawn care technician, Andy’s role evolved significantly over time. He eventually became president and CEO of Epic3, steering the company’s continued expansion. His early experience involved hands-on efforts, including telemarketing and door-to-door lead generation, which laid the groundwork for understanding the operational intricacies of the business.
Andy recalls the importance of developing structured processes to avoid inefficiencies such as constantly chasing employees to complete tasks. This focus on systematizing workflows marked his transition from a task-driven manager to a leader who fosters leadership in others.
Cultivating a “Hand-Raising” Culture
Andy describes their organizational culture as one where leaders “raise their hands” to embrace new challenges, often involving significant personal sacrifices like relocating to new markets. This culture of proactive leadership has been instrumental in establishing successful branches in diverse locations, including Austin and Denver. For example, the Denver market grew from $250,000 in its inaugural year to over $8 million, demonstrating the effectiveness of empowering leaders who embody the company’s mission.
The Kurths prioritize a mission-driven environment centered on people, opportunity, and community. This ethos not only drives expansion but also fosters career growth among employees, many of whom discover opportunities they had never envisioned.
Looking Ahead: Growth and Succession
Looking to the future, Andy stresses the importance of maintaining a culture where people feel valued and motivated to contribute to the mission. This emphasis on culture underpins their strategy for sustainable growth and effective succession planning.
Terry highlights Weed Man’s overall system revenue of approximately $435 million to $450 million annually, with Epic3 contributing a substantial $103 million. Their long-term vision includes helping Weed Man achieve the ambitious goal of becoming a billion-dollar company, all while preserving the culture and systems that have fueled their success.

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