Q&A with Tim Lovett, CEO and Co-Owner

Waterloo Turf is the premier turf and synthetic grass franchise dedicated to helping people get their Saturdays back. Valued at USD 76.6 billion in 2022 and projected to reach USD 114.3 billion by 2028, the booming artificial turf industry is set to explode as consumer demand and water conservation legislation both take centerstage.

Having only launched its franchise opportunity in December 2024, the brand has already seen tremendous interest with three potential franchisees and five units in development in Fort Worth, TX and Scottsdale, AZ. With an established presence in Austin and San Antonio, the brand is now targeting major metropolitan areas in the Sunbelt including Phoenix, Nashville, Dallas, and Miami to expand its franchise footprint.

Tim Lovett is the CEO and co-owner of Waterloo Turf, where he combines his passion for innovation with a deep commitment to quality and excellence. His vision for transforming outdoor spaces and enhancing lifestyles drives Waterloo Turf’s success, and his dedication to superior customer service and product quality ensures that every project exceeds expectations.

Franchise Chatter (FC): You recently launched the franchise opportunity for Waterloo Turf in December of 2024 and already have nearly 11 units/territories in development. Were you surprised to gain so much traction in the franchise space so quickly?

Tim Lovett (TL): I knew that artificial turf presented a great opportunity and I’m certainly excited by how quickly we’ve gained traction. That being said, we still have a long way to go to reach our goals. One of our core mantras at Waterloo Turf is “The Separation is in the Preparation,” and that’s been a guiding principle throughout our growth.

Before launching Waterloo Turf, I spent several months researching artificial turf companies with potential for franchising. Once I dug more into Waterloo Turf, I immediately recognized its unique potential. I quickly formed a partnership with my friend Lance Ingram, the founder, and together we decided to franchise the brand. From there, I focused on raising capital to bring the model to life. We were fortunate that the round was oversubscribed in just 15 days, attracting some of the top investors in franchising.

We’ve since used that capital to make significant investments in our support infrastructure. This has allowed us to create a franchise model and team capable of attracting franchise owners who are looking for a top-tier home services brand.

FC: What overall trends (in franchising or in general) do you think contributed to the Waterloo Turf franchise opportunity being received so well, so early on? 

TL:  There’s been a growing trend in franchising, focusing on franchisee health and profitability, and that’s exactly how Lance and I think about franchising. From our very first conversation, we’ve committed to making strategic decisions that are geared towards benefiting our franchise owners’ success.

We made several key decisions to set our franchisees up for long-term profitability. For instance, we intentionally designed larger territory sizes, placed a Waterloo Turf franchise owner on our Board of Directors, and implemented a tiered royalty structure. We also built redundancies into our supply chain, offering franchisees more options and flexibility. To support this growth, we diluted our own equity stake in the business by raising capital, which has allowed us to reinvest in the infrastructure needed to support our franchise network.

I believe these decisions, and others we’ve made, have clearly communicated to prospective franchisees that our primary focus is on building a national brand that thrives on franchise owner profitability.

FC: What is one thing about franchising that has surprised you so far?

TL: One thing that has truly surprised me about franchising is the sense of community and collaboration that exists among franchisees. I didn’t anticipate how much franchise owners genuinely want to see each other succeed. It’s been incredible to see how they share best practices, offer support, and work together to help elevate the brand as a whole.

This network of like-minded entrepreneurs, all working toward the same goal, has been a game-changer for us. It’s not just about running individual locations. It’s about building a system where everyone benefits.

FC: What, in your opinion, has been the most valuable professional (or personal) experience you’ve had that has benefited this franchising journey?

TL: Without a doubt, my experience as a collegiate football player has been the most valuable. In any upper-tier athletics, you’re asked to focus on the fundamentals, day in and day out, for years. Even when it feels repetitive or challenging, you’re required to execute at a high level. That same discipline is essential in franchising.

There’s a proven playbook for franchisees to follow, and as long as they can execute the fundamentals consistently, they stand a great chance of success. On the franchisor side, it’s no different, building a national brand requires adherence to core principles and a strong foundation. That experience taught me the value of persistence, focus, and execution, which have been integral to this franchising journey.

FC: You mention targeting the Sunbelt states of the U.S. in your latest press release. Is there a plan to broaden your horizons to other regions eventually? Why or why not?

TL: Absolutely. Waterloo Turf is on track to become the largest national turf brand in the country, and potentially even international. Our strategy for growth focuses on attracting the best franchise owners, building an iconic brand, and continuously improving our operational systems.

This year, we’re prioritizing expansion in the Sunbelt states, specifically California, Utah, Arizona, Colorado, Texas, Oklahoma, and the Southeast. These regions mirror the conditions of our corporate locations, including similar demand and access to key distributors. However, we see significant potential in the Midwest and Northeast as well. In fact, some of the largest independent turf companies are based in colder climates. While the operating model in those regions may be slightly different, we’re confident that with the right franchise owners, we will eventually establish a nationwide presence.

FC: What would you say is Waterloo Turf’s main differentiator as (1) a franchise and (2) a turf concept?

TL: As a franchise, Waterloo Turf stands out as the only national turf brand. Our franchise model allows franchisees to get into a low overhead business with a low upfront investment. Our franchisees benefit from both B2B and B2C sales opportunities, and we provide a mix of high-ticket project-based jobs and recurring revenue streams. These factors give our franchisees a diverse and sustainable income model. Additionally, we’ve built a franchise system that ensures long-term profitability for franchise owners, which has been a key factor in our rapid growth.

As a turf concept, our differentiators are rooted in quality and precision. We use only the highest quality installation methods and prioritize doing the job right over rushing through more jobs. Our approach is to take the time needed to ensure the best outcome for every customer, rather than focusing on speed or volume. This means we deliver a top-tier, long-lasting product that our customers can trust.

Customer service is at the heart of everything we do. We ensure that our teams are highly trained not only in turf installation but also in maintaining a positive, my-pleasure mindset throughout the process. From the initial consultation to post-installation follow-up, we’re dedicated to exceeding customer expectations. This commitment to service helps us build lasting relationships and trust with our clients, leading to strong word-of-mouth referrals and repeat business.

Additionally, we leverage technology in our estimating process, eliminating the guesswork for our field sales team and streamlining operations. On top of that, we heavily invest in our in-house marketing and content team to build a lifestyle brand centered around recreation and leisure, showing customers the transformative impact turf can have on their lives. It’s not just about the product, it’s about creating an experience and a lasting change in how people enjoy their outdoor spaces.

FC: “Getting Your Saturdays Back” is quite the distinct mission statement. Can you describe how it came to be?

TL: The idea behind “Getting Your Saturdays Back” really stems from the core of what we’re doing at Waterloo Turf. When Lance and I first set out to build the brand, we wanted to create something that wasn’t just about selling artificial turf, it was about making life better for our customers. We realized that so many people spend countless weekends maintaining their lawns, mowing, watering, fertilizing, when they could be spending that time enjoying their families, relaxing, or pursuing their passions.

This idea resonated deeply with us because it speaks to the quality of life our product can provide. By installing artificial turf, we’re giving our customers a beautifully green, low-maintenance lawn that doesn’t demand their time and energy every weekend. It’s about giving them their time back. We want our customers to think of their lawns as a source of enjoyment, not a never-ending chore.

This mission is more than just a slogan, it’s a promise that we’re delivering a product that enhances the lifestyle of our customers. And, as a franchise, it’s a message that resonates with both our franchisees and the customers they serve. By providing the highest quality turf and focusing on exceptional customer service, we’re not only helping people get their Saturdays back, we’re helping them live better, more fulfilling lives.

FC: There’s a growing trend of Millennials and Gen Z’s buying franchises or starting to franchise their own businesses. Did you plan on being a CEO and co-owner of a business this early in your life? 

TL:: I grew up in an entrepreneurial family, where my father owned his own business. At one point in my senior year of high school, I told him about my plans to get an MBA after college and then land a corporate finance job. He gave me the strangest look. Almost as if his son was crazy. While he encouraged me to follow what I wanted to do, he knew that path was not what I really wanted in life. Since then, I don’t think there’s been a day where I wasn’t going to be an entrepreneur and owner for life.

FC: Why is the “team captain” mindset so important in the types of franchisees that you are looking to attract?  

TL: At Waterloo Turf, our goal is to become the largest national artificial turf brand, and we know we can’t do this without great franchise owners. To us, the ‘team captain’ mindset is crucial because it embodies the leadership, determination, and drive that we are looking for in our franchisees. A team captain is someone who has the confidence to lead a team, is willing to put in the work to win, and has the ambition to accomplish something truly great. They also want to be a part of a culture and brand that will challenge them to greater heights. We’ve found that individuals who embody the team captain mindset, often have a background as a former college athlete, former military, current business and franchise owner, or experience in sales and sales management.