Sep 2025 Interview with Nick Abba, Director of Lux Landscapes
Nick Abba is the Director of Lux Landscapes, which is a premium Design, Construction and Maintenance Business operating on the Northern Beaches of Sydney. I worked with Nick in 2019 helping him improve his business. Nick has had great success and growth over the last 6 years. A few weeks ago, I invited Nick to chat with me and my group of clients on Zoom talking about various aspects of his business challenges and growth.
John: In 2019 you were going through some business challenges and reached out for help. What were your biggest issues?
Nick: I had too many staff and no real understanding of costs, (margins, overheads, or what I should be charging). I even had a project manager my business couldn’t afford. You advised me to let him go and take on that role myself until we got the structure right. It was a tough conversation, but the right decision.
John: In our first six months of working together, what was your biggest breakthrough?
Nick: Definitely understanding my costs. I learned what I needed to charge, how to quote profitably, and how to track jobs so I could actually see a desirable net profit. That gave me confidence to increase my wage and grow.
John: Six years ago, you were very friendly with your staff. How did you shift to making your crew members more accountable?
Nick: At first, I felt guilty and wanted to stay “in the trenches” with my mates/ team members. But I had to draw a line and manage them properly. That meant losing a few friends who couldn’t accept the change, but it allowed me to reset. I hired a new crew who didn’t see me as just a mate, and the results have been far better. Some of the scariest decisions have produced the best results.
John: How many people do you currently employee?
Nick: A team of 20 people, which include – 4 construction crews and 2 maintenance crews.
John: You mentioned on the phone that your business has developed to a whole new level. What does that mean?
Nick: We have been winning and building much larger projects over the last couple of years. My crews are building some projects that will have a contract sum over $1 million. Having longer projects has allowed me to get the business organised. I’ve also hired a great project manager who now runs our major jobs.
John: What are his responsibilities?
Nick: He manages my sites, the crews, subcontractors, scheduling, materials and our maintenance service.
John: How did you find him?
Nick: He responded to an ad. At the end of 2023 I was stretched thin, on the tools, estimating, selling, and running the business, but didn’t have much confirmed work for the start of 2024, although I had quoted some bigger jobs. Hiring him on a big salary felt risky, but I had a good feeling about it, and it paid off.
John: When quoting larger projects, you would mostly use cost-plus pricing I would presume. Do you still use fixed-quote pricing for small projects?
Nick: Yes, I use mainly the cost-plus model for larger jobs. And I only fixed-price jobs I know I can win. It comes down to knowing the design, site, client, and capabilities of my team.
John: How do you bill cost-plus clients transparently?
Nick: Every fortnight we send clients an Excel sheet, extracted from our PM system, showing estimated vs actual man-hours, plus all materials and labour invoices with the markup added. Sometimes we come under budget, sometimes over. But clients always see the numbers. I’m upfront about needing to make a profit, and they respect that honesty.
John: Have you built a strong culture to retain good staff? If so how?
Nick: Yes, I have built a strong business culture. I support my team when it comes to family commitments: like staying home with sick kids, but I don’t tolerate poor behaviour. I pay them well, and they love the variety and prestige of the gardens we build. We have processes and standards to follow. We go out and have a drink or meal together every 6-8 weeks.
John: What apps and systems do you utilise?
Nick: Your Excel quoting sheet is still my backbone John. I integrate it with our project management software, and also use Xero, WhatsApp, and Instagram.
John: What helped you lift average job sizes from $80K to $250K during Covid?
Nick: Having a strong pipeline gave me space to focus on growth instead of worrying about the next job. I started offering a design service and it meant I could build a relationship with the client, almost guaranteeing the construction work. Relationships with builders, architects, designers, and clients have been crucial. Sitting down with clients to explain quotes and cost options has also been key.
John: Do you see Lux continuing to grow into larger projects?
Nick: Absolutely. We’re not at our maximum yet. Each year we’re evolving, challenging ourselves, and designing and building bigger and more beautiful projects.
In Summary
Nick Abba’s journey with Lux Landscapes shows how quickly a business can transform when its leader commits to understanding the numbers, building the right structure, and stepping fully into the role of business manager. By embracing transparency, making tough leadership decisions, and investing in strong systems, Nick has taken Lux from small projects to multi-million dollar builds. His story proves that clarity, courage, and consistency are the foundations of sustainable growth in the landscaping industry.