{"id":123797,"date":"2026-01-13T02:30:08","date_gmt":"2026-01-13T10:30:08","guid":{"rendered":"https:\/\/www.prolandscapermagazine.com\/us\/?p=123797"},"modified":"2026-01-13T02:39:13","modified_gmt":"2026-01-13T10:39:13","slug":"nalps-2026-landscaping-forecast-part-2-navigating-headwinds-and-seizing-growth","status":"publish","type":"post","link":"https:\/\/www.prolandscapermagazine.com\/us\/2026\/01\/13\/nalps-2026-landscaping-forecast-part-2-navigating-headwinds-and-seizing-growth\/","title":{"rendered":"NALP\u2019s 2026 landscaping forecast part 2: Navigating headwinds and seizing growth"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\">In Part 2 of the <a href=\"https:\/\/www.landscapeprofessionals.org\/\">National Association of Landscape Professionals<\/a>\u2019 (NALP) 2026 outlook, CEO Brittram Wood explores strategies for landscape firms to navigate economic uncertainty. He discusses how to safeguard large-scale projects, tackle persistent labor challenge and capitalize on growing, high-margin services.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Predicting a potential pullback in discretionary spending, Wood advises that landscape firms strategically navigate segment-specific vulnerabilities. He comments that smaller enhancements like seasonal color or minor hardscaping jobs sit in a middle ground of demand, while large-scale design-build and premium outdoor living projects are \u201cthe most vulnerable during periods of uncertainty.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For these larger projects, Wood recommends strategies to shorten lengthening decision cycles. \u201cPhased builds, value-engineered alternatives and financing options can help,\u201d he says. Diversifying clients mix to include light commercial or institutional work can also stabilize revenue streams.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Similar to previous years a persistent challenge is labor, particularly if the H-2B seasonal visa program remains volatile. \u201cNALP will always focus on securing the maximum number of H-2B visas,\u201d Wood affirms, but he urges members to build redundancy into their labor strategies. The first lever is improving retention through clear career paths and training. The second is building domestic recruiting pipelines through partnerships with schools and technical programs. The third is boosting productivity. \u201cMany firms can gain 10 to 20 percent efficiency simply by tightening operations,\u201d Wood notes.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For contractors seeking growth, Wood highlights emerging, high-margin service lines that solve clear client problems. \u201cWater smart landscaping and irrigation efficiency continue to grow as water costs and restrictions increase,\u201d he remarks. Outdoor living and hardscape remain strong, while low-voltage lighting and fire mitigation services are seeing rapid growth in specific regions.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Success in these areas, Wood states, requires targeted skills. For water management, it\u2019s irrigation diagnostics and smart controller technology. For fire mitigation, it\u2019s plant selection for defensible space and local code knowledge. \u201cAcross all of these areas, specialization, training and professionalism drive margins,\u201d he says.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">As the industry begins a new year, Wood summarizes NALP\u2019s priorities as centered on advocacy for a workable labor system, workforce development to build the talent pipeline and initiatives to raise the bar on industry professionalism. \u201cThat combination,\u201d he concludes, \u201cis what positions the industry for long-term success.\u201d<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Read the first part of the 2026 NALP&#8217;s forecast <a href=\"https:\/\/www.prolandscapermagazine.com\/us\/2026\/01\/05\/nalps-2026-landscaping-forecast-part-1-economic-signals-and-policy-decisions\/\">here<\/a>. <\/p>\n","protected":false},"excerpt":{"rendered":"<p>In Part 2 of the National Association of Landscape Professionals\u2019 (NALP) 2026 outlook, CEO Brittram Wood explores strategies for landscape firms to navigate economic uncertainty. He discusses how to safeguard large-scale projects, tackle persistent labor challenge and capitalize on growing, high-margin services. Predicting a potential pullback in discretionary spending, Wood advises that landscape firms strategically [&hellip;]<\/p>\n","protected":false},"author":268,"featured_media":123777,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"off","_et_pb_old_content":"","_et_gb_content_width":"","om_disable_all_campaigns":false,"footnotes":"","_ppma_block_editor_authors":""},"categories":[1051,1064,18,1810,1052],"tags":[756,1830,825,2218],"ppma_author":[2328],"class_list":["post-123797","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-commercial-landscaping","category-long-reads","category-news","category-opinion","category-residential-landscaping","tag-associations","tag-commercial-landscaping","tag-landscaping","tag-residential"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ 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