Landscapes by D&J CEO Tiffany Sergi breaks down the primary growth constraint for entrepreneurs in the green industry—the leader becoming the bottleneck—and details how she scaled her company to $4M+ by relentlessly focusing on culture, implementing authentic core values with a $20 weekly incentive, and overcoming imposter syndrome by hiring her weaknesses.
| Timestamp | Topic |
| 01:04 | From Hobby to CEO: Tiffany Sergi's journey to leading Landscapes by D&J after quitting nursing school to take over the business. |
| 02:27 | The Primary Growth Constraint: Leaders themselves being a bottleneck is the biggest thing holding entrepreneurs back in the green industry. |
| 03:10 | Changing Culture: How self-reflection and implementing core values changed the company culture, starting with the leader. |
| 03:59 | The Core Values "FEATT" Acronym: Fun/Family, Excellence, Accountability, Transparency, and Teamwork. |
| 07:19 | Authentic Reinforcement: Creating a weekly core value winner who receives $20 to reinforce desired behavior. |
| 09:56 | Business Scale: Landscapes by D&J is currently around $4 million in revenue, aiming to flip to 70% commercial. |
| 10:30 | Personal Hurdles: Overcoming imposter syndrome as a female leader in a technical industry and hiring a fractional CFO to manage financial analysis. |
| 11:47 | The Superpower of Support: Acknowledging weaknesses and bringing in strong support (SME, fractional CFO) is a critical leadership style. |
| 13:20 | Fighting Imposter Syndrome: Reflecting on past successes and the team created to shift the framework and focus on the mission. |
| 14:49 | The Delegation Hurdle: The next biggest constraint is still being the bottleneck by having a hard time delegating ("I can do it quicker"). |
| 17:47 | Balancing Profit and Capacity: How adding administrative salaries (heavy G&A) is an investment that frees up the CEO for higher-leverage, revenue-capturing activities. |
| 20:48 | The Accountability Chart Exercise (EOS): Placing roles and tasks in buckets, not people, to identify where tasks fall and reveal necessary new positions (like Director of Operations). |
| 24:49 | The Hard Part of Leadership: Tiffany walks through the difficult process of terminating employees, grounding the decision in the company's core values. |
| 27:52 | The Arrogance of Cocooning: The flawed thought process of keeping someone for the sake of "not messing up their life" at the expense of the whole company. |
| 29:30 | The Biggest Lesson: "Look in the mirror and not through the window." The culture is a reflection of the leader. |
| 30:36 | Resource Recommendations: Traction, How to Be a Great Boss (Gino Wickman/EOS), and Leaders Eat Last (Simon Sinek). |
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