Epic3 scaled to nearly 40 Weed Man locations by developing people, sharing authority and creating clear paths for advancement
Multi-unit franchise growth depends on more than opening additional territories. Owners eventually need managers who can make decisions, employees who see a future in the company and leadership systems that continue working as the organization becomes larger.
Terry and Andy Kurth have applied those principles while building Epic3 into Weed Man’s largest franchise ownership group. Their business now operates nearly 40 locations and generates approximately $105 million in revenue.
The company’s growth started in Madison, Wisconsin, but its success was shaped by a leadership philosophy that made expansion possible without requiring the founders to control every detail.
Building a Company That Can Grow Without the Founder
Terry brought considerable lawn care experience to the business. He was also closely involved in Weed Man’s entry into the American market and its development across the Midwest.
When he began growing the Madison operation, his initial goals were ambitious but much smaller than what Epic3 ultimately achieved. He expected Madison could become a $5 million to $6 million business. With expansion into Milwaukee and Appleton–Green Bay, he believed annual revenue might reach $18 million to $20 million.
The eventual results exceeded those estimates several times over.
A major reason was Terry’s decision to develop leadership rather than remain the centre of every decision. He gradually transferred greater responsibility to Andy, allowing him to gain experience and eventually take control of the organization.
Terry continues to provide strategic guidance, but Andy now serves as CEO. This structure gives the company an experienced adviser while maintaining clear operational leadership.
A Career That Started in the Field
Andy’s path into the family business was not planned from the beginning.
While attending the University of Wisconsin–Madison, he studied soil science, turf management and agribusiness. In 2005, he took a summer position at the local Weed Man operation to earn money for college expenses.
He worked both in sales and as a lawn care technician. That experience gave him a practical view of the business, from serving customers to completing work in the field.
As Andy became more familiar with the model, he recognized that the company offered more than a temporary job. He moved into management, became a co-owner and ultimately assumed responsibility for leading Epic3.
Because Andy experienced several levels of the operation firsthand, he entered the CEO role with a clear understanding of what frontline employees and local managers need to succeed.
Scaling Through Other People
Opening nearly 40 locations requires leaders at multiple levels. The Kurths therefore made talent development a central part of their expansion strategy.
Epic3 encourages employees to volunteer for challenges, suggest improvements and pursue greater responsibility. The company refers to this environment as a “hand-raiser culture.”
The idea is simple: capable people should not have to leave the company to find their next opportunity.
Employees receive information about the organization’s growth goals and can see how new locations may create new positions. This makes expansion relevant to the workforce because the company’s progress can also support individual career growth.
Epic3 aims to be an employer of choice rather than simply another lawn care company hiring seasonal labour. Its leaders believe retention becomes easier when employees feel heard, respected and able to make a meaningful contribution.
Culture With Accountability
Epic3’s employee-focused approach is supported by clearly defined expectations.
Andy uses performance evaluations across the organization to help team members understand where they stand and what they need to do next. Results are measured, discussed and used to encourage improvement.
The company also promotes a scoreboard mentality. Teams can see how they are performing, which creates friendly competition among locations and within the wider Weed Man system.
Recognition is equally visible. Positive customer feedback is shared throughout the company, especially when an employee has delivered service beyond what was expected.
This combination of accountability and recognition helps prevent two common growth problems: unclear standards and employees feeling that their work goes unnoticed.
People, Opportunity and Community
Epic3 organizes its broader mission around people, opportunity and community.
The first priority begins with employees. Terry and Andy believe customers cannot consistently receive excellent service from a workforce that feels undervalued. Respect within the company therefore becomes part of the customer experience.
Opportunity reflects the company’s commitment to helping employees build careers. Community represents the local relationships that each Weed Man operation develops while serving homeowners and creating jobs.
These principles allow the organization to maintain a common identity even as it operates across many different markets.
Planning for Long-Term Continuity
Epic3 may eventually include another generation of the Kurth family. Terry’s grandson, who is also Andy’s nephew, is spending the summer as an intern at the Madison location and has shown interest in joining the company after graduation.
Still, the family does not treat succession as an automatic entitlement or requirement. Andy wants younger relatives to make their own career decisions, just as he did.
That attitude reflects the leadership model behind Epic3’s wider success. People are given opportunities, but they must choose to pursue them and demonstrate that they are ready.
The Kurths’ experience offers a valuable lesson for multi-unit franchise owners. A strong franchise system can provide the operating foundation, but sustainable scale comes from building leaders, releasing control and giving employees a reason to grow with the organization.
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