Wolf&Grayson EditorialBuilding a market-leading brand requires more than having a superior product or a high-performing sales team. In the lawn care industry, customer experience is the key differentiator, and it has become BESTMOW’s signature strength. By introducing robotics and AI-driven precision into a market once defined by routine maintenance, BESTMOW is transforming how consumers perceive what is possible in lawn care.
“The things that really set a company apart are reputation and execution,” says Joshua David Farley, Chief Revenue Officer at BESTMOW. “You have to back up what you say with exceptional service and results.” A global pioneer in AI-driven robotic lawn care, Farley has spent more than two decades driving transformative growth across North America. From traditional turf management to cutting-edge automation, Farley has witnessed the industry evolve and has consistently positioned brands to lead through change. For him, leadership in this space begins with reputation, authenticity, and people.
Long-term loyalty in lawn care is built through relationships, a principle Farley honed during his years at TruGreen, a leading provider of lawn care services in North America. When customers feel genuinely valued, they don’t just keep calling, they actively advocate for your brand. This understanding shaped his approach at BESTMOW, where every interaction is designed to reinforce credibility and connection. “At TruGreen, I worked hard to ensure customers received exemplary service. That consistency in delivering value built trust, and that trust built the brand.”
Leadership Rooted in People
Exceptional customer service doesn’t happen by accident. It’s engineered. For Farley, that happens through people. His belief in empowering teams is an extension of his obsession with the customer experience. “The customer’s satisfaction starts with who represents your brand,” he explains. “If your teams don’t understand the customer’s world, they can’t truly solve their problems.” Drawing from earlier roles in the lawn care and environmental services sectors, including his tenure at TruGreen, he designed specialized sales teams with deep, industry-specific expertise to ensure that every customer interaction demonstrated genuine understanding and credibility. “I hired people to sell to governments who had already worked in government, and for oil and gas clients, I hired people who understood that world. You can’t just fill roles. You have to build teams with purpose.”
The Trust Crisis in a Digital Age
Earning genuine brand authority has never been more challenging. Farley points to the growing difficulty of distinguishing real from artificial in a digital landscape dominated by AI-generated content. “AI can make a product look amazing that really isn’t,” he explains. “It’s harder than ever for consumers to know what’s authentic.” This blurred reality has fueled widespread skepticism, making credibility a key battleground for brands. “Companies today need to put up or shut up,” Farley says. “You can’t just say your product is great. You have to prove it. We faced that firsthand when relaunching BESTMOW’s brand. People questioned if we were real, demanding live footage of our mowers in action. It showed me how much trust has eroded.”
For smaller or early stage companies, the challenge is even steeper. “A company with more advertising dollars can dominate perception, even if their product isn’t better,” he says. “It’s why authentic proof, like real users and real results, is becoming the most valuable marketing currency.”
Three Moves That Define Category Leadership
Farley distills his approach to market leadership into three strategic moves that separate category leaders from competent brands: research, real-life validation, and innovation.
- Invest in credible research and testing: “Put your money where your mouth is,” Farley explains. “Work with universities, pay for field tests, and invite experts to evaluate your product. At BESTMOW, we partnered with professors to validate our AI and vision systems because credibility matters.”
- Tell real customer stories: “It’s about showing how your product improves lives,” he says. “Our motto—‘Stop mowing, start living’—captures that. When people see how our mowers free up their time and energy, that emotional connection builds brand loyalty.”
- Innovate relentlessly: “You can’t stop improving once you have a good product,” Farley says. “For example, we learned our original Novabot design didn’t account for sun exposure affecting the 360-degree camera. We took that feedback, redesigned it, and made it better. Continuous innovation keeps you at the top.”
Blending Human Authenticity with AI Precision
Looking ahead, Farley envisions a future where brand leadership becomes increasingly dependent on striking the right balance between data precision and human authenticity. “Technology will keep evolving, but trust still comes from people,” he says. “Brands will have to feature real customers, real communities, and real stories.” He sees a return to grassroots marketing reminiscent of decades past. “In some ways, we’re going back to the days of hands-on demonstrations, like the Tupperware parties of the past,” Farley says. “At BESTMOW, when one of our robot mowers starts operating in a neighborhood, the neighbors see it, talk about it, and sales follow. That kind of community validation builds trust faster than any ad campaign.” The winning formula will combine targeted AI algorithms with authentic user advocacy. “You can target demographics all day long, but it only works when real people in those groups are actually using and endorsing your product. That’s how you blend data with credibility.”
Leading Through Purpose and Proof
Through his leadership at BESTMOW, Farley is redefining how brands grow in an age of disruption, balancing AI-driven precision with human-centered trust. And if anything can be learned from the BESTMOW case study, it’s that successful brands build their success on cultivating trust and demonstrating proof. “Whether you’re a startup or a global enterprise, becoming an industry leader isn’t about shouting the loudest,” he says. “It’s about earning credibility through consistent performance, authentic storytelling, and a relentless drive to improve.”
Connect with Joshua David Farley on LinkedIn or visit BESTMOW’s website.
