Most people don't spend much time thinking about the tree care industry.

Until they need it.

A dangerous limb is hanging over the roof. A storm damages a tree in the backyard. An overgrown property becomes a liability. Suddenly, finding a qualified professional becomes urgent.

The problem is that many local tree care companies still operate the same way they did twenty years ago.

Calls go unanswered.

Quotes take weeks.

Customer service is inconsistent.

Growth often depends entirely on the owner's personal involvement.

Joshua Tree Experts saw an opportunity to change that.

What began as a local tree care company in Pennsylvania has evolved into a multi-service home services business and an emerging franchise brand focused on helping entrepreneurs build scalable, professionally managed businesses in an industry that remains highly fragmented. During a recent Fran Opps Live interview, Franchise Development Manager Dylan DeGroat shared how Joshua Tree Experts is bringing systems, technology, and world-class support to a sector that has historically lacked all three.

While Joshua Tree Experts is relatively new to franchising, the business itself is anything but new.

Founder Joshua Malik launched the company in 2005 after spending years in the tree care industry. Starting from a small three-car garage, the company steadily expanded through a commitment to service, safety, and operational excellence. Over time, Joshua Tree added lawn care services, pest control offerings, and additional locations while developing the infrastructure necessary to scale.

By the time franchising officially began, the company had already spent nearly two decades refining its systems.

That's an important distinction.

Many emerging franchise brands are simultaneously trying to figure out both business operations and franchise development.

Joshua Tree entered franchising with years of operational data, proven marketing strategies, established recruiting systems, and a leadership team that had already built a multi-million-dollar business.

As Dylan explained:

"We're new to franchising, but we're not new to business and how to get clients and how to service those clients effectively."

That foundation has helped fuel rapid early growth.

After securing its first franchisee, the company quickly expanded to multiple franchise owners across several markets and continues to add new territories as awareness grows.

One of the most unique aspects of Joshua Tree Experts is what the company calls the "Joshua Tree 3."

Rather than relying on a single service line, franchisees operate across three complementary categories:

-Tree Care
-Lawn Care
-Pest Control

Together, these services create a business model designed to generate both large project revenue and recurring customer relationships.

Tree care often produces higher-ticket jobs that can generate significant revenue from a single project. Lawn care and pest control, meanwhile, create recurring service opportunities that help smooth revenue and increase customer lifetime value.

According to Dylan, approximately 60% of the business comes from recurring revenue services. That recurring component creates stability while also providing opportunities for cross-selling additional services to existing customers.

The result is a business that isn't dependent on a single revenue stream.

It's a model designed for long-term scalability.

Throughout the interview, one theme surfaced repeatedly.

Support.

Joshua Tree has built much of its franchise value proposition around eliminating common bottlenecks that slow franchisees down.

The company currently maintains a dedicated franchise support team covering operations, finance, recruiting, marketing, and growth initiatives. But what makes the support model unique is how involved the corporate team remains in the daily success of franchisees.

For example, Joshua Tree operates its own in-house call center.

Not a third-party vendor.

Not an outsourced overseas service.

An internal team trained specifically on Joshua Tree services and customer interactions. This team handles incoming calls, qualifies leads, books appointments, and supports customer communication on behalf of franchisees.

The company also assists with recruiting.

Corporate helps create job postings, conduct initial screenings, qualify candidates, and guide hiring efforts. Franchisees remain involved in final interviews and hiring decisions, but much of the heavy lifting is handled centrally.

For many owners, these systems address two of the biggest challenges in home services: finding customers and finding employees.

Perhaps the most innovative support initiative discussed during the interview is Joshua Tree's newly developed "Green Team."

Once a franchisee completes training and prepares to launch, the company sends experienced team members into the local market to help train technicians, evaluate performance, and accelerate operational readiness.

Many of these trainers have spent a decade or more working within the Joshua Tree organization.

Rather than simply handing franchisees a manual and wishing them luck, the company places experienced professionals alongside new operators and their teams during critical launch periods.

It's an approach that reflects the broader philosophy behind the brand.

Success isn't left to chance.

It's engineered through systems, coaching, and support.

For serious investors, support is important.

But numbers matter.

Joshua Tree provides a full Item 19 financial performance representation that allows candidates to review historical business performance and unit economics.

According to the figures discussed during the interview, the corporate operation generated over $7 million in annual revenue while producing approximately $1.24 million in net profit, representing a 17.4% bottom-line margin.

The company also emphasizes territory scalability, encouraging franchisees to think beyond a single crew and a single service area.

The vision is not to create owner-operators who remain stuck in day-to-day production forever.

The vision is to build business owners who develop teams, create systems, and scale substantial organizations over time.

As Dylan put it:

"We're looking at empire builders."

While Joshua Tree is still early in its franchise journey, some of the initial results have been encouraging.

The company's first franchisee, Carlos Lozano, launched in just 67 days and reached profitability during his first month of operation. While company leadership is careful not to present that experience as typical, it demonstrates what can happen when the systems, support, and execution align.

More importantly, Carlos's experience illustrates a larger point.

The business model is designed to help owners evolve.

Many begin heavily involved in sales and operations before eventually transitioning into a more executive-level role as they build teams and develop management infrastructure.

That progression mirrors the journey many entrepreneurs ultimately want: moving from working in the business to leading the business.

Joshua Tree Experts isn't trying to be another landscaping company.

And it isn't trying to be another tree removal company.

The leadership team is building something much larger.

By combining tree care, lawn care, and pest control services with a robust support infrastructure, recurring revenue opportunities, and a people-first culture, the company has created a platform designed for growth.

For entrepreneurs looking to build a scalable home services business, the opportunity extends beyond simply servicing trees.

It's about creating a business that can grow, develop people, and become a meaningful asset over time.

As Joshua Tree continues expanding across new markets, the company's biggest competitive advantage may not be its service offerings.

It may be its commitment to helping franchisees succeed long after the franchise agreement is signed.