Scott Cline & Brandon Hunt – Henderson Turf

As Henderson Turf celebrates its 65th anniversary, President Scott Cline and COO Brandon Hunt find themselves at the intersection of history and momentum. What began as a small turf farm founded by the Henderson family has evolved into a vertically integrated green industry leader, serving some of the largest homebuilders in the United States. For decades, the company has been known for its reliability and craftsmanship under the steady hand of Todd Henderson, who led operations for more than 40 years. Now, under the leadership of Cline and Hunt, Henderson Turf is charting a new course grounded in innovation, stability, and people-first values.

Henderson Turf’s model is built on simplicity and control. Rather than depending on a web of subcontractors, the company handles everything—from growing its own sod to grading, planting, and installation. That means clients deal with one trusted partner from start to finish, eliminating confusion and finger-pointing between vendors. The result is a seamless experience and consistent quality across every project.

“Quality is consistency—not just a one-time showpiece,” Cline says. That mindset has carried the company from its modest beginnings to an operation that now serves 100 percent of Ryan Homes’ landscaping needs in the Dayton market and continues to expand into new sectors.

Building a foundation of trust

Behind Henderson Turf’s success is a business structure as rooted and resilient as its product. The company now operates five independent but interconnected businesses, each managed by a tenured leader with entrepreneurial authority. Every manager is responsible for hiring, budgeting, and performance goals, ensuring accountability and a sense of ownership that’s rare in the industry.

“We run our operations so that managers feel like owners,” Hunt says. “That autonomy drives better decision-making and pride in the results.”

This distributed leadership model has produced remarkable loyalty across every level of the organization. Many employees have been with Henderson Turf for more than a decade, and some have surpassed the 30-year mark. That longevity, Hunt explains, isn’t an accident—it’s the direct outcome of how the company treats its people.

From competitive pay that exceeds industry standards to personalized support for employees in need, Henderson Turf has built a culture centered on trust and care. Truck drivers, for example, receive salaried pay even through the slower winter months, allowing them to earn nearly six-figure incomes with year-round stability.

“Stability is key,” Hunt says. “When people know we’ve got their back, they give their best.”

The company also goes above and beyond to support its seasonal and international workforce. Through visa and green card sponsorships, Henderson Turf has helped dozens of employees establish long-term security in the United States. Of the 20 workers who’ve earned green cards through the company’s program, 19 have remained on staff—a testament to the deep loyalty that defines Henderson’s culture.

Cultivating efficiency and innovation

When Hunt joined Henderson Turf nine years ago, annual revenue was $5.9 million. Today, that number has grown to $34 million. It’s a story of explosive but disciplined growth, guided by thoughtful acquisitions, operational efficiency, and a willingness to adapt.

Cline, who joined the company 12 years ago, and Hunt, who rose through the ranks to become COO, have steered Henderson Turf from a reactive to a proactive organization. The shift began with technology. As recently as 2017, every transaction was handled on paper. Recognizing the inefficiency, leadership invested in custom software tailored for turf and landscape operations.

“In the early years, we were constantly putting out fires,” Hunt says. “The technology gave us visibility across operations, allowing us to plan ahead instead of reacting.”

The new systems now manage dispatching, trucking logistics, and crew performance across the company’s multiple farms and installation teams. This digital transformation not only improved accuracy and response times but also provided critical data for long-term decision-making.

“Technology doesn’t replace our people,” Cline says. “It gives them better tools to succeed.”

The efficiencies gained through software integration have opened new opportunities for strategic planning. Leadership can now focus on scaling operations sustainably, exploring new markets, and investing in employee development rather than scrambling to meet day-to-day demands.

Expanding into new territory

While Henderson Turf remains a powerhouse in residential landscaping, its future growth lies in the commercial space. The company’s large-scale seeding and sodding capabilities give it a natural advantage in projects that demand precision, speed, and volume—areas where smaller landscapers often struggle.

To that end, Henderson Turf has begun forming subcontracting partnerships with other landscape companies. These partnerships allow smaller firms to leverage Henderson’s production and installation capabilities without sacrificing their client relationships.

“Our goal isn’t to compete—it’s to complement,” Hunt explains. “We can help landscapers deliver projects they might not otherwise be equipped to handle, and they can maintain those client connections.”

A recent example of this collaborative approach is the company’s work on the Ohio State University campus. The project involved a complete sod installation across highly visible areas, showcasing Henderson’s capacity for large-scale beautification projects. It also demonstrated the company’s reputation for reliability, with delivery and installation completed to the university’s exacting standards.

Cline views the expansion into commercial work not as a departure from Henderson’s roots but as a natural evolution. “We began as a turf farm,” he says. “Over time, we’ve grown through opportunity—by acquiring landscape companies, by investing in new technology, and by listening to what the market needs.”

That adaptability has become a hallmark of the Henderson Turf story. From a single-family operation in Ohio to a multifaceted enterprise with multiple companies and over $30 million in annual revenue, the organization continues to thrive by staying true to its principles: consistency, care, and commitment to quality.

People first, always

At the heart of Henderson Turf’s identity is a belief that people—not just products—are what sustain a business. Every decision, from acquisitions to technology investments, is made to improve the lives of employees and the experiences of clients.

The company’s benefits reflect that philosophy. Workers enjoy above-industry pay, generous vacation time, and a level of personal support rarely seen in the green industry. Leadership is known to step in to cover emergency medical costs or provide short-term financial help when employees face hardship.

“We don’t just employ people,” Hunt says. “We invest in them.”

This people-first culture extends to management, where results are measured not only by profit but by team well-being. Each manager is empowered to lead with flexibility and empathy, maintaining the entrepreneurial spirit that has fueled the company’s success for 65 years.

For Cline and Hunt, the next chapter of Henderson Turf is about growth with purpose—expanding into new markets while preserving the values that have defined the company since its founding. The turf may be greener than ever, but the roots remain the same.

As Cline puts it, “We’ve come a long way from where we started, but what’s made us successful hasn’t changed—taking care of our people, delivering quality, and always doing what we say we’ll do.”