When he was just 10 years old, Wes Shelley unknowingly launched his horticulture career by helping his dad, Eric Shelley, who worked at one of the world鈥檚 most famous gardens. But despite those early years at The Butchart Gardens, Wes never planned to follow in his father鈥檚 footsteps.

鈥淚 never really thought much about horticulture and gardening when I was helping my dad,鈥� explains Wes, co-owner of . 鈥淚t was something I just did to help him out.鈥�

But after studying music composition in college and doing a stint at a recording studio, Wes changed his mind.

鈥淚 was hoping to have a career in music but I decided that would be a pretty tough life,鈥� the 35-year-old says. 鈥淚鈥檇 always wanted to be my own boss, so I asked my dad what he thought of me starting a landscaping company. He initially said he thought it was a really bad idea!鈥�

But Wes was determined to make it work, so Eric gave him his first truck, a mower and the basics to get him going. He was only 20 years old at the time, and he admits he had a lot to learn.

鈥淚 was pretty young and inexperienced in life and sort of relying on my own gumption to figure the whole thing out,鈥� Wes recalls. 鈥淚鈥檇 picked up a lot working with my dad but I realized there was still a huge amount I had to learn.鈥�

And that鈥檚 when his passion for horticulture really started to grow.

鈥淎s I started doing it, I realized there was quite a strong connection to what I learned in music in that there鈥檚 an endless depth of knowledge,鈥� Wes says. 鈥淭he amount there was to learn was so great and that actually made it more stimulating than I expected it to be when I started out on my own. And that propelled me onto a mission.鈥�

As the business started to flourish, Wes realized he could help others find their passion by exposing staff to a field with limitless learning and the potential for career growth鈥攊ncluding paying for their Red Seal training at the Horticulture Centre of the Pacific.

鈥淭here鈥檚 a common misconception that it鈥檚 just a labour job or outdoor janitorial work, but the amount that our supervisors and staff need to know and understand is huge, and it鈥檚 constantly changing because we鈥檙e working in a living environment,鈥� says Wes. 鈥淲e have lots of staff who have come from other industries and found their passion.鈥�

Believe it or not, Fallingwater Landscapes doesn鈥檛 actually hire anybody with landscaping experience. Instead, it recruits people from other industries who are looking for a positive change. And while it might sound counterintuitive, Wes says it works.

鈥淰ictoria has one of the highest concentrations of landscaping companies in Canada,鈥� he explains. 鈥淭here are over 400, and most are really small. Because it鈥檚 such a low barrier to entry business, you get a lot of people that just don鈥檛 have the sort of depth required.鈥�

In the past, when they鈥檝e hired professional gardeners who have the knowledge, Wes says, they found they often didn鈥檛 understand the pace required for a residential and strata environment. As a result, they鈥檝e developed a strong training program, and they can get people to the pace and knowledge needed relatively quickly.

鈥淚t鈥檚 worth it for us to take that time to train people right and get them excited,鈥� Wes says. 鈥淭hat initial investment pays off because we end up keeping people for a long time and we don鈥檛 have to worry about re-training bad habits.鈥�

Much like learning about plants, growing a business has been a big learning curve, and everything was put to the test four years ago when his father decided to retire from the landscaping company he started after he left Butchart.

鈥淲e were operating as competition for 10 years and he kept saying he was going to retire in a couple years, but never did. And then he called me one day and said, 鈥業鈥檓 retiring in six months鈥欌�攕o we scrambled to deal with that.鈥�

Both companies had about seven employees at the time they merged, and Wes was in talks to buy a small irrigation company.

鈥淲e tripled in size and it was a messy year,鈥� he admits. 鈥淚 learned that I didn鈥檛 want to do that again! We were just overwhelmed in how much shifting we needed to do in the way the business was run and there were a lot of dropped balls and a lot of unhappy clients and it was a really difficult period of time.鈥�

Tough as it was, it taught Wes and partner Drew Coleman an important lesson. It changed their perspective on how they wanted to cultivate the business.

鈥淚t made me look at where the next phase would be, and where the next breaking point would be in growth. It鈥檚 at about double where we are now,鈥� says Wes. 鈥淪o we鈥檝e kind of set that as the cap. We鈥檙e not interested in infinite growth.鈥�

Instead, they鈥檙e focusing on mentoring their 21 staff and building client relationships with their high-end residential and strata customers, including dream client Dockside Green. They鈥檝e also restructured so supervisors have more autonomy.

鈥淲e鈥檝e really been able to step away from that dictatorial, 鈥榗ommand and control鈥� business structure, which is how so many businesses are run,鈥� he says. 鈥淚鈥檝e learned how strong a company can become when everyone buys in.鈥�

For Wes, it鈥檚 all about getting people passionate about something. And he鈥檚 the first to admit, most of the staff are now more capable than he is when it comes to horticulture.

鈥淚 think as humans we just thrive when we鈥檙e given opportunities to learn and grow.鈥�