Andy Kurth never expected his college job to become a career, but it helped his family build Weed Man’s biggest ownership group
Andy Kurth originally joined Weed Man for a straightforward reason: he needed money while attending college.
He was studying soil science, turf management and agribusiness at the University of Wisconsin–Madison when he began working at Weed Man’s Madison operation in 2005. His duties included selling lawn care services and completing treatments for customers.
It was practical work that matched his education, but Andy did not initially see it as the beginning of a major business career.
More than two decades later, he is the CEO of Epic3, a $105 million company with nearly 40 Weed Man locations.
A Family Connection to Lawn Care
Andy’s father, Terry Kurth, already understood the lawn care industry and the Weed Man franchise system. Terry helped the Canadian brand establish itself in the United States and supported its early expansion throughout the Midwest.
That background gave Andy access to an experienced mentor, but he still had to learn the business by working through its different levels.
The more time he spent inside the Madison operation, the more he recognized its potential. A position that began as a way to pay expenses became a serious career opportunity.
Andy later advanced to general manager and co-owner. Over time, he assumed full leadership of the growing organization.
Growth Beyond the Original Plan
Terry did not begin with a plan to own nearly 40 Weed Man locations.
His early vision was to build the Madison market into a business producing roughly $5 million to $6 million in annual revenue. He believed that adding Milwaukee and Appleton–Green Bay could eventually push the combined operation into the $16 million to $20 million range.
Those projections turned out to be conservative.
The family continued entering new markets, building management teams and applying Weed Man’s systems across the organization. Epic3 eventually became the largest ownership group in the franchise network.
Its growth was not simply the result of selling more lawn care services. The company also learned how to identify dependable leaders and give them enough authority to run their parts of the business effectively.
Knowing When to Let Go
Family businesses can struggle when one generation is unwilling to release control. Terry took a different approach.
As Andy gained experience, his father steadily included him in larger decisions. Instead of micromanaging his work, Terry allowed him to develop confidence and learn from real responsibility.
That trust made the eventual leadership transition much smoother. Andy now directs Epic3, while Terry remains involved as a mentor and adviser on major strategic matters.
Both men view their working relationship as a positive part of their personal relationship. Terry has even found that Andy now teaches him new ways of approaching the business.
Their experience shows that succession does not need to happen through one sudden handover. It can take place gradually as the next leader demonstrates greater ability.
Giving Employees Room to Move Up
Andy’s goals changed as Epic3 became more successful.
At first, the financial potential of the business was a major attraction. Later, he became more interested in what the company could create for its employees.
Epic3 works to give team members a voice and a path forward. Employees are invited to offer ideas, ask for new assignments and express interest in leadership positions.
This open environment is sometimes called a hand-raiser culture. People who want additional responsibility are encouraged to make that ambition known.
The company also explains its growth plans to employees. When workers understand where the organization is heading, they can better see how new markets and larger operations may create opportunities for them.
This matters in lawn care, where attracting and retaining dependable employees can directly affect service quality and customer satisfaction.
Respect Comes Before Customer Service
Despite its size, Epic3 continues to operate around family-business values.
Its mission focuses on people, opportunity and community. Respect is one of the most important ideas connecting those three areas.
The Kurths believe employees are unlikely to deliver outstanding service when they do not feel appreciated by their employer. Treating team members well is therefore not separate from customer service; it is where customer service begins.
The same principle extends to communication. Employees are encouraged to contribute rather than simply follow instructions without question.
Keeping Score Without Losing the Human Side
Epic3 also maintains high performance expectations.
Andy uses a consistent employee evaluation system to make standards clear across the company. Team members know how their work will be assessed and where improvement is needed.
The business tracks results closely and uses friendly competition to motivate teams. Andy calls this a scoreboard culture because employees can see the goals and understand how their performance contributes to the larger organization.
Strong work is celebrated as openly as performance is measured. When customers recognize an employee for going beyond expectations, the compliment is shared across the business.
That recognition helps create momentum. Employees see examples of excellent service, while the people responsible receive credit for their contribution.
Will Another Kurth Join the Business?
The family’s Weed Man story may eventually continue into a third generation.
Terry’s grandson is currently gaining experience through an internship at the Madison branch. Now approaching his junior year of college, he has shown interest in joining the company after graduation.
Andy would also welcome the possibility of his own children participating in the business someday. However, he does not want family members to feel pressured into choosing that path.
He wants them to arrive at the decision on their own.
That freedom played an important role in Andy’s journey. He was able to begin with an ordinary college job, discover the opportunity for himself and gradually grow into leadership.
What started as a way to earn rent and spending money ultimately helped create Weed Man’s largest multi-unit franchise organization.
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