In an industry where labor challenges are constant and client expectations keep climbing, the companies that win are the ones that get team building right. Tom Rosensteel, General Manager of Twin City Outdoor Services (TCOS), has spent his career learning that lesson firsthand.
Hiring Specialists, Not Generalists
Rosensteel's approach to team leadership at TCOS starts with a specific philosophy: hire subject matter experts and give them room to execute.
I surround myself with people who are the best at what they do, in snow, in surface work, in landscaping. My job is not to be the expert in every trade. My job is to build the team, set the standard, and hold everyone accountable to it.Tom Rosensteel
That model, assembling specialists under a strong operational framework, allows TCOS to deliver across four distinct business segments while maintaining consistent quality.
Culture as a Competitive Advantage
For Rosensteel, culture is not a buzzword. It is a measurable differentiator.
Winning is a habit, unfortunately so is losing. The culture you build determines which one your team defaults to. If the expectation is excellence, people rise to it. If it is average, that is what you get.Tom Rosensteel
At TCOS, that culture translates into specific behaviors: proactive communication with clients, data-driven route planning, accountability at every level, and a commitment to long-term partnerships over short-term transactions.
Retention on Both Sides
Rosensteel's leadership philosophy ties directly to the two metrics he cares about most: client retention and team retention.
At the end of the day, people stay when they feel like they are part of something that is going somewhere. If your team believes in what you are building, they will do the work. If your clients trust your process, they will remain committed.Tom Rosensteel
TCOS serves commercial properties across the Twin Cities Metro, working with property managers, facilities directors, and commercial real estate professionals. The company's involvement with organizations like SIMA, BOMA International, and IFMA reflects its investment in professional development and industry standards.
The Leadership Takeaway
Rosensteel's approach comes down to a few core principles.
- Hire for expertise. Build a team of specialists who know their craft deeply.
- Set the standard. Define what operational excellence looks like, then hold to it.
- Stay data-driven. Use technology and metrics to make decisions, not assumptions.
- Invest in people. Retention of both clients and employees is a key scorecard.
You control the process or the process controls you. That is the bottom line. Tom Rosensteel