In just under two months, Mark Donovan went from being out of work to building early momentum in Frankston South, including a pre-Christmas week worth about $5,500 in revenue, eight or nine regulars, and upcoming weeks with around $3,500 already booked. He chose a Jim’s Mowing franchise for one simple reason: it gave him a real shot at flexible work that could fit around 50-50 custody of his kids.
If you’re exploring whether this path is right for you, learn more about how to own a franchise and what it takes to get started.
In short: Mark Donovan joined Jim’s Mowing after the work in his previous role dried up. Within roughly two months, he had already built a steady flow of mowing and cleanup work, landed eight or nine regulars, and hit a week of about $5,500 in revenue before Christmas.
This is what a strong early start in a Jim’s Mowing franchise can look like when timing, effort, and lead flow line up. Mark did not buy into unrealistic expectations. He expected the first couple of weeks to be slower, pushed hard when demand arrived, and quickly turned good leads into booked work. For anyone asking how much Jim’s Mowing franchisees earn, his story shows that early revenue can ramp up fast when you stay responsive, quote properly, and are willing to take on bigger cleanup jobs.
Mark Donovan’s early results matter because they are specific. He was just shy of two months in, had already built regular clients, and said the work availability and turnover had impressed him more than expected. This article covers what he did before Jim’s, why he joined, how the first weeks went, what his numbers look like, and what he wants to build next.
What Was Mark Donovan Doing Before Joining Jim’s Mowing?
Before joining Jim’s Mowing, Mark worked for two years as a pre-delivery technician. He installed accessories and worked first in access equipment, then for Kubota.
He liked the work. In his words, Kubota was “a great mob to work for”. The problem was not the employer. The problem was that “the work just ran out”.
That changed everything.
Once he was out of work, he needed something that could give him income and flexibility. Because he has 50-50 custody of his kids, he was not just looking for another job. He was looking for something he could build around family life.
That is the turning point in this story. Jim’s Mowing was not a random idea. He had looked into it before, then came back to it when the timing finally made sense.
Why Mark Chose a Jim’s Mowing Franchise Over Employment
Mark had already done a fair bit of homework before joining.
The first time he looked into Jim’s Mowing, he watched a heap of videos, including quite a few featuring Dan Cahill. He said he had watched nearly half the training program in video form before he ever signed up. That matters because it shows he did not jump in blind.
You can explore what’s included in Jim’s franchisee training and how it prepares new operators.
He also had relevant experience. He had previously run a garden supply centre, even though he did not own it himself. So while he still needed the Jim’s systems, quoting structure, and scheduling approach, he was not completely new to the industry.
What pushed him over the line was the fit.
He needed flexibility. He wanted control. He already knew enough about the industry to believe he could make it work. Once his personal situation lined up, he took another look and moved.
That is often how franchise decisions actually happen. It is rarely just about money. It is about timing, lifestyle, and whether the model fits the way you need to live.
What the First Few Weeks in a Jim’s Mowing Franchise Really Look Like
Mark’s first two to three weeks were slower.
He did not present that as a problem. He expected it.
Like many new operators, he had to get through the early stage of quoting, getting the ball rolling, and turning leads into actual jobs. Then things changed.
He said that from about the second week before Christmas, work became “pretty steady”, and he hoped it would keep heading “on the up and up”.
That early ramp matters. A lot of people researching a Jim’s Mowing franchise want to know whether the start is instant or gradual. In Mark’s case, it was gradual for the first few weeks, then noticeably stronger once the jobs began flowing.
He also leaned into the right kind of work. Rather than only chasing small, quick mows, he took on a lot of bigger cleanups and clearing jobs. He said he likes the bigger jobs, and that mindset seems to have helped him build revenue early.
How Much Do Jim’s Mowing Franchisees Earn?
This is where the story gets interesting.
Mark said the week just before Christmas was “about five and a half grand for revenue that week”. He called it a “really, really good week” and a “huge week”.
That was not an easy week. He had to get one of his mates to help on the last day because he was trying to fit in everything before Christmas. One of the major pushes came from a real estate agent job that needed to be finished before the break.
Even outside that standout week, the numbers were solid for someone so early in.
He said he had a couple of upcoming weeks with “about three and a half grand booked in so far”, with room for that figure to rise a bit more.
Those are revenue numbers, not profit figures, so it is important not to overstate them. But as proof of demand and early traction, they are strong.
He also shared several useful operating indicators:
- He had been in the business for just under two months
- He had already built about eight or nine regulars
- He had taken a lot of leads in the previous month
- He said most leads were solid
- He estimated ongoing franchise fees at about $300
- He estimated lead fees at about $15 each, from memory
Mark’s case shows one realistic answer: early income can be modest in the first couple of weeks, then builds quickly once the schedule fills and bigger jobs start landing. If you’re wondering how costs work, here’s a clear guide on how franchising fees work.
How Mark Built Momentum So Quickly in His First Two Months
One reason Mark grew quickly is that he did not wait for the perfect setup.
He got moving, took the leads, quoted hard, and accepted a mix of mowing, regular work, and larger cleanup jobs. He was also willing to take on jobs other operators might avoid.
He mentioned property clearing work, overgrown lawns, house cleanouts, and even quoting on turning three acres of former market garden back into lawn. That kind of work can be logistically harder, but it also opens the door to bigger invoices.
He also already had the right customer mindset.
Mark’s approach to service is simple: do a little bit extra.
On one job, he noticed weeds on the side of the house. The client had not asked for that area to be done, but he was already spraying another section, so he trimmed and sprayed those weeds as well. His view was practical: if it takes very little extra time and makes the property look much better, do it.
That is a smart growth move because it builds word of mouth and repeat work without needing a big marketing budget.
He is also already thinking beyond solo work. In the short term, he wants to bring in his best mate, who already has experience and would be, in Mark’s words, “a really good asset to the company”. Long-term, he wants multiple crews doing routes while he steps back from the tools and focuses more on quoting.
That is how a mowing run starts becoming a business.
The Key Systems and Habits Behind Mark’s Early Success
Mark did not talk about fancy systems or complicated growth hacks.
What he did highlight was more useful than that.
First, he said the training was very good, especially around presentation, quoting, and scheduling. Those are three of the most commercially important parts of the business. A new operator can work hard and still struggle if quoting is weak or the diary is a mess. Mark clearly understood that early.
Second, he already had enough industry familiarity to move fast. Years spent in garden supply centres meant he was not learning basic tools, equipment, or customer expectations from scratch.
Third, he focused on execution.
He takes the lead.
He recognises which jobs are real opportunities.
He goes the extra mile on-site.
He is comfortable with bigger work.
He keeps thinking ahead.
The Biggest Challenges Mark Faced Starting His Franchise
The first challenge was the ramp-up.
His early weeks were slower, which is normal, but still something every new franchisee has to manage. You need patience at the start, even if the business gets busy later.
The second challenge was physical.
At 37, Mark was not sure how he would handle the workload compared with his old role. His previous work kept him busy, but in his view, it was not “hard work” in the same way. Mowing, cleanups, and heavy jobs are different. So far, though, he said he has held up well physically.
The third challenge was logistics.
His quote for the three-acre conversion job forced him to work through a practical issue: it was difficult to rent agricultural equipment in Victoria as an average person. That kind of problem is common in service businesses. A good opportunity lands, but the job only works if you can solve the operational side properly.
The fourth challenge was mindset.
Mark said becoming your own boss felt weird at first. Even though he had run a business before, it was never his own business. There is a real shift when you wake up and realise you are the one in charge.
Is a Jim’s Mowing Franchise Worth It? A Real-World Perspective
Based on Mark’s experience so far, the answer looks positive.
He speaks well of the support. He says franchisees are willing to help each other, and he has already borrowed equipment from another operator. He also says most leads are good and that the model works well.
On fees, his take was straightforward. He said they are “not too bad”, especially once you get to the point where you can turn leads off and reduce that cost.
Most importantly, the franchise seems to be doing the thing it needed it to do.
It gave him a path from being out of work to earning again.
It gave him flexibility around his kids.
It gave him control.
It gave him a business he can imagine growing beyond himself.
That does not mean every Jim’s Mowing franchise will look exactly the same. But it does show what is possible when the fit is right, and the operator is willing to work.
Before Jim’s vs After Jim’s
| Metric | Before Jim’s | After Jim’s |
| Income | Work ran out, and Mark was out of work | About $5,500 revenue in one pre-Christmas week; around $3,500 booked in some upcoming weeks |
| Hours | Employee role | Variable, busy weeks, long enough that he needed help on one heavy week |
| Stress | Job security ended; less flexibility around family needs | Physically harder work, but more control and growing momentum |
| Control | Had a boss to report to | His own boss, setting direction and planning future growth |
‘The week just before Christmas was about five and a half grand for revenue that week. That was a really, really good week. That was a huge week.’
Mark Donovan, Jim’s Mowing Franchisee in Frankston South
Frequently Asked Questions
In Mark Donovan’s case, he said one week just before Christmas was about $5,500 in revenue. He also said he had some upcoming weeks with around $3,500 already booked.
He said the first two to three weeks were a bit slow, which he expected. From about the second week before Christmas, work became steady.
He said he had been doing it for just shy of two months.
Mark had relevant experience in garden supply and equipment-related work, which helped. But he also said the Jim’s training around presentation, quoting, and scheduling was very good.
He said he was doing a lot of mowing, cleanups, clearing jobs, and some regular lawn work. He also mentioned bigger property clearing jobs.
Mark said he had about eight or nine regulars.
Mark said “most of the leads are pretty good” and that nearly all the leads he had received were solid, with only one bad situation standing out.
Key Takeaways
- Mark Donovan joined Jim’s Mowing after the work in his previous role dried up.
- Flexibility around 50-50 custody of his kids was a major reason for choosing the business.
- His first two to three weeks were slower, then work became steady.
- In under two months, he had built about eight or nine regular clients.
- His standout week before Christmas was about $5,500 in revenue.
- Some upcoming weeks already have around $3,500 booked in.
- He grew early by taking leads, quoting quickly, and accepting bigger cleanup jobs.
- He believes small extra touches on-site help win loyalty and repeat work.
- His short-term plan is to bring in help, and his longer-term goal is to step back from the tools and run crews.
Find Out If a Jim’s Mowing Franchise Is Right for You
If Mark’s story sounds like the kind of path you are looking for, the next step is simple. Find out what’s available in your area.
Ready to Take the Next Step?
Submit an enquiry at jims.net or call 131 546 to speak with a Jim’s Mowing franchisor.
