Gardens To Grow!

Regenerative Solutions in Action:

A Business Venture

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 Gardening is coming back into style

I. Executive Summary:
For most people, home is where their day begins and ends, it is where they relax and
enjoy company, it is where they raise their family and it is where the majority of their
food is eaten. At Gardens to Grow (GTG) we wholly embrace the concept of locally
grown food because it is sustainable and cost effective. GTG wants to provide a valuable,
essential service to individuals, a
service that creates edible gardens in
people’s backyards. People will see
that gardening is a cost effective,
convenient, and responsible method to
living lightly on the planet, as well as a
beneficial asset to their health.

Since the 1960’s the population growth of the Phoenix metropolitan area has increased
over 500%. In this era, the suburban home market went through an incredible boom;
many of the homes designed were single family units with sizable front and backyards.
Most of these yards have never produced even an ounce of food for their occupants. Yet,
standards have changed since the 1960’s and now more than ever, the local food
movement is gaining ground. EatFreshAz is already one such group in the valley whose
stated purpose is, “connecting local, fresh food and its producers with consumers.” Those
consumers range from the average Arizonan looking for the freshest food they can find,
to full-blown “localvores” who eat almost exclusively within a certain radius of where
they live (usually 100 miles). Not all local food movements are small either. Annually,
the Whole Foods Natural and Organic Grocery store chain purchases 10% of its produce
from local farmers in Arizona. On a national scale, the local food movement has
infiltrated to even the highest level of American governance. As recent as March 20th, the
first organic garden since Eleanor Roosevelt was installed on the Whitehouse south lawn.
This organic garden will provide local food for the first family’s meals and formal
dinners. Most notably however, is the 25 to 30 percent increase in vegetable seed and
plant sales during this spring compared with last, reported by W. Atlee Burpee & Co., the
largest seed and gardening supply store in the country.

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 Do you know that “Local is the new Organic?”
-Tim Hartford, Forbes.com

Gardens to Go believes the time is

ripe, people are waking up to the
benefits of local goods and services
and will soon realize that the
addition of an edible garden is a
productive and healthy asset. We
will be providing our customers
with ways to supplement their
grocery purchases with food grown
at home. Clients will be afforded
the opportunity to share their garden produce with friends, family, and neighbors. And
while we believe the residential demand is obvious, we’re also considering the
emergence of boutique style restaurants that recognize the value of freshly grown, freshly
picked herbs and vegetables directly from their own garden. Restaurants with an ability to
grow fresh herbs and vegetables will enhance their marketability; they will have gained
the benefits of telling their customers they have the freshest of foods. In a time when the
simple act of a garden being installed on the Whitehouse lawn receives national media
coverage, it is a good indicator that change is under way.

II. General Company Description:

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Venture Structure
This venture will be organized as a legal entity in the state of Arizona, utilizing a limited
liability corporation structure (LLC). The LLC model was chosen as the best fit for a
business of this nature because it serves to protect against some of the liabilities of being
in business and at the same time receives some of the tax benefits of other more elaborate
business registrations like an incorporation or partnership. Initially the LLC will have
three members to ensure longevity and continuation. Ryan J. Furcini, will be the primary
member and chief operations officer.

General Nature and Scope of the Work

The initial market offering will be in the east valley of the phoenix metropolitan area.
GTG will be offering direct marketing, sales, and installation of edible gardens to
homeowners and commercial businesses. GTG products and services will include
standardized garden packages to be installed on customer’s premises. The most basic
standard kit offers a, 10’ by 10’ square plot of garden space, which includes: soil
preparation and enrichment, garden bed formation, watering system installation, an
assortment of 45 starter organic plants, 5 packets of organic seed and 2 oz of native desert
cover crop. The standard kit will be available for upgrades for an additional cost. The
initial upgrade features would include: perimeter borders, fencing, advanced watering
systems, shade structures, fruit tree planting, growing trellises, additional soil
amendments, routine garden maintenance, and custom sized gardens and configurations.

Team Management

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Ryan Furcini, Team Leader
The lead team member Ryan Furcini has established roots in the Permaculture
movement, which is a set of design philosophies oriented towards creating sustainable
human habitat in the model of nature. He has over a year of staff and intern experience on
two different permaculture institutes, and has co-taught a Permaculture Design Certificate
(PDC) course in Washington State. Ryan is currently attending ASU majoring in
Environmental Engineering with aspirations to one day be a full time sustainable designer
and consultant for both individuals and businesses who want to reduce their
environmental impact.

James Furcini, Team Member

James Furcini is a seasoned veteran of the construction industry in Phoenix, and has been
a self-employed business owner since graduating from ASU with a construction
engineering degree in 1974. He has also owned a number of other businesses in varying
fields and brings a depth of experience in business organization, operation, and
management. His technical understanding of both construction and engineering products
and processes utilized therein, will serve invaluable mentoring to this venture.

Lauren Furcini, Team Member

Lauren Furcini is a graduate from the W.P Carey School of Business with an emphasis in
Marketing from ASU. Since graduation in 2006, Lauren has procured a successful career
in the real estate industry locally in Phoenix. Selling over 10 million dollars in real estate
during a downturned market she has used her business degree to advertise and sell luxury
properties. Lauren’s role at Gardens to Grow will be to assist in marketing the venture
and the financial bookkeeping responsibilities.

James Neal, Team Mentor; Commercial Agricultural Consultant and

Arizona Gardener of 15 years; Founder of the Mill Avenue Farmer’s Market
Brent Davis, Team Mentor, Owner; Living Light Natural Produce
Kellen Bradley, Team Mentor, Owner; Desert Solar

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The following list describes the major milestones required to fully develop
Gardens To Grow into a profitable Company.
1. Complete market research for edible garden company
a. Understanding and defining the sustainable (locally resourced)
movement in Phoenix Metro Area
b. Identify the products and services that cater to the movement
2. Design garden prototypes
a. Size offerings, plant offerings, soil offerings
b. Garden perimeter options, irrigation options
3. Produce garden prototype and record progress
a. Evolve design of garden according to observations
b. Continue to experiment for locality issues
4. Submit proposal to The Dream Test Competition
5. Obtain funding
6. Establish legal entity: Gardens to Grow LLC
7. Confirm established relationships with vendors
a. Mulch and compost resource
b. Local and organic plant and seed resource
c. Construction materials resource
d. Trade labor resource
8. Begin marketing campaign
a. Target markets
b. Establish budgets
c. Create website
d. Create instruction manual
9. Consultation, sales, and installation begins
a. RJF to field all calls and request for service
b. Initially, RJF to install and oversee all work
c. Client base is established with monthly follow-up
10. Successful establishment of business 1 year

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III. Products and Services
Gardens to Grow is designed to be a personable company. We believe, like a person’s
home, a garden is just as individual in scope, size, and amenity. That is why for each new
client, a cost projection sheet will be used to identify the desired garden arrangement (see
appendix). The premise of the cost projection sheet is simplicity, structured to help the
client maximize the decision making process. The first item the client will encounter
within the cost projection sheet is an outline of the materials and cost for the standard kit.
The standard kit is the minimum expense that the client can spend. Having the client start
from this baseline price helps the client take advantage of the upgrades offered.
The upgrade list will be organized into a “hardscape” and “softscape” category. The
hardscape category will list upgrades that contain all construction materials and manmade
products, whereas the softscape category will list all upgrades corresponding to the
natural products. Next, the plant list will be organized by season. The client may then
assemble the plant list under the guidance of GTG. As an option, the clients may also
want to choose there garden by “taste”. GTG is considering the possibility of offering a
menu of meal themed plant groupings for people who may not know what they want to
grow. For example, in the fall season, there could be an Italian grouping of plants for
people who like that tradition of cooking: basil, bulb fennel, garlic, onion, tomato, potato,
squash, and eggplant. People not knowing what they want to grow may also not know
how to grow. This is why during each garden implementation GTG will provide a quick
one-on-one garden training session, as well as, a handy instruction manual that presents
the basics of garden maintenance. If that still is not enough, GTG will have posted on its
website troubleshooting techniques, referrals to books (which will be sold on the
website), and return garden maintenance with instruction sessions at an affordable cost.
The concept of return service, however, is to continue to teach and advance the clientele’s
skills as a gardener so that they can learn to be completely proficient on their own. It
must also be noted, that continual return service will be offered to any client for an
infinite amount of time. GTG believes that this extensive amount of garden support and
service is most certainly a key for entry into the market, and will be a main selling point
to all customers, in addition to protecting GTG from loss. For example Gardens to Grow
will guarantee the hardscaping (i.e. walkways, perimeters, etc.) for a certain amount of
time, but for the live materials, depending on what it is, we cannot not offer any
compensation if it dies.

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IV. Market Strategy
The market structure will be direct sales to homeowners and business owners of all
demographics. Fortunately, this business has a great capacity for price flexibility ranging
from lower income bracket, to high priced niche market luxury homeowners and private
businesses. Research shows that a family of four including two children between the
ages of six and eleven already spend an average of $156 per week at the grocery store.
That is why GTG believes that, age, gender, social class, nor income level, should be too
adverse a price for a $500 garden, especially considering the long term savings from
growing one’s own food.

The main challenge of the market strategy will be the market awareness of our product
and one-on-one sales. We are confident of the need and desire of our product and
services, due to the fact that there is no existing industry like this yet in Arizona. Initially
competition would be low for creating edible gardens, but there could be an opportunity
for landscaping companies to adapt to this model given the very low overhead of
creating this business and the pre-existing clientele that landscaping companies possess.
This is why it essential for creating market awareness for this company as the originator,
the brand name for edible gardens. However, gaining an audience will take some time
and some heavy marketing efforts, along with a solid market investment. In an effort to
expedite this market awareness, our focus will include: Participating in, and maintaining
a presence in like-minded events that occur around the valley (Farmer’s Markets, Street
Fairs, School Events, Gardening Guilds, etc). We will target specific communities and
neighborhoods in the valley with direct mailers and advertising, promoting our product
and services.

Efforts to get onto local gardening radio and television shows are also being considered,
in addition to the Arizona State University (ASU) college radio. Since Ryan is a student
at ASU, he could possibly acquire airtime to have an hour a week Permaculture or
gardening show, which has great potential as a manner for familiarizing prospective
clients with GTG, as well as the advantages of owning a garden.

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Budget
Considering the time of year that the award funding will be awarded (May), it is not an
opportune time to begin installing gardens. This will give Gardens to Grow until
September to continue refining its business model: finalizing the cost projection sheet,
resourcing and establishing relationships with vendors, designing/drafting the instruction
manual and website, as well as creating a presence in the market, while documenting the
progress of its prototype gardens.

Phase I: Establish Legal Entity

Expense: $2650 Revenue: $0 Time Schedule: Two Weeks
Any successful business owner can tell you that having the proper institutions in place
before soliciting business is extremely important. First off, GTG will create an LLC and
make our company its own entity. The cost involved in starting an LLC will not warrant
more than $350. Additionally, we will need a CPA to establish tax requirements and
deductions for GTG at a cost not to exceed $300. Opening a business account for GTG
once we establish our LLC will enable us to properly account for all funds that we
receive and spend.

Workman’s compensation is important to any company who has employees working in

the field. An estimated cost to cover a small company such as our own will be 1,400 per
year. However, this is a per basis cost due to the fact that employees may not be needed
right away and will not be included in the budget.

Liability insurance is a comfort that every homeowner will receive when hiring GTG to
implement their edible garden. In case of damage to the homeowner’s property, the
services of GTG will be insured. The estimated annual cost for liability insurance will be
$ 2,000.

Phase II: Equipment Investment

Expense: $5,000 Revenue: $0 Time Schedule: Two Weeks

The majority of the budget needed for Gardens to Grow is the initial start-up cost
consisting of: a work vehicle, trailer, and tools necessary to install gardens.
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Equipment required is as follows:

Tools & Machinery Price Use

Pickup Truck $2,000 To haul soil tonnage & organic

materials
Insurance and registration $500

Enclosed hauling trailer $1,000 Hauling and safe storage of tools

and materials
Trailer registration $200

Rotor-tiller $500 Turn soil, up-root grass and weed

Hand Tools $500 To perform a variety of gardening

and construction tasks

Cement Mixer $300 Pouring perimeter foundation,

building masonry perimeter wall
and corner post
Minimum estimated total $5,000

*All costs are estimated based upon our research.

Phase III: Marketing Campaign

Expense: $2350 Revenue: $0 Time Schedule: One Month
The cornerstones for the GTG marketing strategy are: print ads, mailers, internet, and
promotional work. An amount of $1000 is to be allocated for print ads in local
magazines, newsletters, neighborhood gazettes, and newspapers. Another $450 in printed

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material is allocated for: business cards, letterheads, logos, signage, domain name,
trademark and garden instructions.

Mailers will be handed out at promotional events, like farmer’s markets, possibly even
grocery stores. The price of mailers are listed at $1 apiece, and it is estimated that 150
mailers is a sufficient amount to begin with.

The internet will be an integral marketing tool to persuade prospective buyers to employ
the products and services of Gardens to Grow. The website will list the company
overview/philosophy, service and products, garden kit price listings, support material,
contact information and Frequently Asked Questions (FAQs).The estimated cost of $500
is the price to design a webpage, as well as the monthly fee to maintain its status online
for one whole year.

Promotional work will primarily be for volunteer garden installations and farmer’s
markets. Promotional work will most certainly incur a cost to the company whether it be
in man hours, materials, or vending stalls. A budget of $250 has been allocated for this
marketing strategy.

* All marketing materials other than the printed advertisements should be completed
within the one month time schedule for phase III.

Phase IV: Consultation, Sales, and Installation

Estimated Cost $0 Revenue 36,000 + Time Schedule 9 months

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 It would be a fair estimation to say that the majority of the work will start flowing in the
beginning of late September and continue up to the following June. During this time, it is
probable that the estimated operating limit will be eight installations a month for the first
year. At this rate, 72 garden implementations would transpire and considering the price of
$500 per client or more, GTG could produce sales revenue of over $36,000 in its first
year. Because all the capitol investment expenses have been paid off within the first two
months, no cost remains but the garden materials cost, which will be billed to the
customer. All installation labor will be performed by the team leader.

Return on Investment
Demand is growing for edible gardens and the possibility for ways to sell them is
bountiful. In terms of return on investment, this means that there are several opportunities
for company expansion. In time, incorporating with home developers may be a real
possibility. Imagine whole housing developments with the infrastructure to have edible
gardens installed prior to sale. A garden could become a commodity, offered as an
upgrade, increasing the value of a home like a swimming pool is today. Fortunately, the
team’s awareness of the residential construction market will benefit the possibility of this
happening, especially since team member J. Furcini is a luxury home builder and has
direct access to large scale home developers in Arizona. That is why although this
venture will initially situate itself in the east valley market, it could ultimately be
expanded to other cities and states and be considered as a franchisable endeavor in the
future.

Pro Forma GTG Initial Twelve Months

Assumptions

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 Initial Investment $10,000.00

Projected Installations for 72 jobs (initial 12 months)

Gross Revenue

Installations (72) @ $500.00…………………………………. . $36,000.00

Cost of Goods and Services (G & S) per job

Sales fee………………………………………………………...$50.00

Cost of materials………………………………………………..$180.00

Labor cost to install…………………………………………….$120.00

5.2% privilege tax @ $500.00...……………………………......$26.00

Contingency cost……………………………………………….$24.00

Total Cost (G & S) per job..…………………………................$400.00

Projected Cost (72) jobs @ $400.00/each……………………...$28,800.00

Net profit (72) jobs

Gross Revenue………………………………………………….$36,000.00

Less Total Cost (G & S)…..……………………………………$28,800.00

Net Profit before taxes…………………………………………$7,200.00

Return on Investment (R.O.I.)

Initial Investment……………………………………………….$10,000.00

Net Profit before taxes………………………………………….$7,200.00

Year One R.O.I. before taxes…………………………………..72%

Appendix A - Sample Cost Project Projection Sheet

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 Garden to Grow Cost Estimate 
Basic Standard Kit: $500

∙      10’ by 10’ square plot of garden space ∙      assortment of 45 starter organic plants
∙      soil preparation and enrichment ∙       5 packets of organic seed
∙      garden bed formation ∙       2 oz of native desert cover crop
∙      watering system installation

35 Price  Quantity
Upgrades: Basic Kit Cost $500
+
Perimeter Borders $160 X 1 $160
+
Fencing $90 X 1 $90
+
Advanced Water Systems $210 X 1 $210
+
Shade Structures $120 X 1 $120
+
* Fruit Tree Planting $50 X 3 $150
+
Growing Trellises $25 X 2 $50
+
Additional Soil $24 X 3 $72
+
Garden Maintenance $35 X 12 $420

Total $1,822

Appendix B – Resumes

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 5353 E. Mariposa St., Phoenix, AZ 85018
TEL 4802661095 EMAIL rfurcini@gmail.com

RYAN FURCINI

OBJECTIVE
To enrich my life in worldly experiences and to develop professional skills in an increasingly global
market.

PROFILE
I am a young traveler by trade, and I want to experience this life to the fullest. Currently I am attending
Arizona State University for the next four years, and I am motivated to achieve a position of employment
for the duration of my time studying in Arizona. I have a cumulative of work experience in the restaurant
business of over 2 years. I am learning from the experiences of past work, travel, and study occupations, in
order to procure an essence of what it means to wisely live in an age of information and opportunity.

EXPERIENCE
INTERN, PERMACULTURE RESEARCH INSTITUTE THE CHANNON, NSW, AUSTRALIA
2007-08 SIX MTH
Intern at the Permaculture Research Institute and student of Permaculture Design Course
(PDC). First hand knowledge and study of the following techniques: forestry, earthworks,
surveying, gardening, composting, water harvesting, natural building, soil structure
analysis, animal maintenance, natural succession, seed saving, plant propagation, sector
and zone analysis of land sites. Studied the botanical criteria of sub-tropic plants, their
names and the appropriate usage for human utilization. Applying this knowledge, assisted
in teaching a Permaculture Design Course.
S T A F F , R E G E N E R A T I V E D ES I G N I N S TI TU T E B O L I N A S , C A
2 0 0 7 S I X MT H
Close interaction with customer base, participated in giving tours to prospective students and occasionally
directed students and guest activities at the institute. Participated in the training of new staff members.
Applied/learned concepts of self-sufficiency and sustainability in market garden and educational setting.
Participated in daily tasks of gardening and animal maintenance.

EDUCATION
ARIZONA STATE UNIVERSITY, Tempe, AZ
Engineering Major 2009-2013

COLORADO MOUNTAIN COLLEGE, Glenwood Springs, Co

Completion of Semester Courses 2006

ARIZONA STATE UNIVERSITY, Tempe, AZ

Completion of 1st year Architectural Studies 2004-2005

COLORADO STATE UNIVERSITY, Fort Collins, Co

Completion of Semester Courses 2003

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 James Furcini
Furcini Construction Corp.
4300 N. 54th st.
Phoenix, Arizona 85018
TEL: 602–279–0200

1974 Construction Engineering Degree A.S.U.

1976–1978 Founded Furcini Construction Management Inc. Redesigned and built custom
homes on a turn–key basis. Coordinated all aspects of work.

1978 – Present Founded Furcini Construction Corporation. Owns and operates this design-build
firm, which is licensed both commercially and residentially. During this 30 + year
term, James Furcini has overseen the construction of a multitude of both
commercial and residential projects in Arizona and California ranging in size and
scope of 20,000 + sq. ft. In recent years, Furcini Construction has focused primarily
on upper end luxury home construction and reconstruction and renovation
consisting of multimillion dollar luxury estates, and remains one of the preeminent
renovators in the valley.

1991–1999 Owned and Operated Millcraft Manufacturing. A wood products processing

company, focused on creating its own line of custom cabinetry and producing a
premier line of cabinet doors, entry and interior residential doors and trim. All
products were produced with solid hardwoods and premium hardware.

1990–1993 Partnered in Polysteel Corporation. An alternative wall system distribution

company. Marketed and distributed polystyrene insulatory concrete form products
to builders and subcontractors for inclusions into both commercial and residential
products.

Lauren Furcini–ePro
Realty Executives
7600 North 16th Street Suite 100
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Phoenix, Arizona 85020

Experience

• Licensed Realtor having successfully closed $10,370,000.00 in sales for the previous two
years in a down turned market
• Full time support team of 2 other licensed agents for transaction coordination and
administrative duties
• Network of professional licensed contractors
• Member of the National Association of Realtors, Phoenix Association of Realtors, and
Arizona Regional Multiple Listing Service
• Vice President of Marketing for Furcini Construction

Service Area

Phoenix, Scottsdale, Paradise Valley, Tempe, Carefree, Gilbert, Mesa, and Chandler. See
attached spreadsheet of zip codes.

Services

• BPO’s
• Occupancy Inspections
• Secure Property
• Cash for Keys
• Board Up
• Evictions
• Will accurately enter new properties into Multiple Listing Service within 24 hours of an
accepted listing contract with up to 25 photos
• Advertising and Marketing to local agents and investor database
• Provide the appropriate signage to best market the homes
• Automatically entered onto 20 different WebPages
• Lockboxes installed on all properties

Education

• Graduate of the W.P Carey School of Business, ASU with an emphasis on Marketing
• Certified through the only NAR approved internet program (e-Pro Designation)
• Extensive professional real estate sales course designed to fast track agents into the top
tier of real estate sales through Realty Executives
• Currently enrolled in RDCPro™ (REO Default Certified Professional) Designation Course

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