Senske Family of Companies acquires Houston-based Green ER

Quick hits

• Senske Family of Companies (SFC) based in Kennewick, Wash., acquired Houston, Texas-based Green ER Lawns, Trees & Pest, rebranding it as Emerald Lawns.
• This marks SFC’s 20th acquisition since partnering with private equity firm GTCR.
• The deal strengthens SFC’s presence across 16 U.S. states and continues its aggressive expansion strategy

Acquisition details

SFC added another piece to its growing empire with the acquisition of Houston-based Green ER Lawns, Trees & Pest, Inc. Founded by Luis Martin, Green ER built its reputation on quality service and transparent communication before joining the SFC portfolio.

The transition will see Green ER rebrand as Emerald Lawns, SFC’s established lawn care brand serving Texas markets.

Casey Taylor, CEO of Senske Family of Companies, said in a release, “SFC is thrilled to welcome Green ER to our growing family of companies. Green ER has earned the trust of its customers through consistent results, quality programs and a customer-first approach. We look forward to building on that foundation and welcoming those customers and employees to Emerald Lawns.”

About Senske Family of Companies

Founded in 1947 as Chemical Weed & Pest Control, the company later became known as Senske Services. Following a strategic investment from GTCR in December of 2022, Senske Services became Senske Family of Companies and has expanded its portfolio to include 10 additional brands and now serves customers in 16 U.S. states and Canada.

The bigger picture

The announcement leads to some identifiable trends in the professional pest control industry, including:

• Market consolidation continues: With 20 acquisitions under its belt since the GTCR partnership, SFC is aggressively consolidating the home services market. If you’re an independent operator in Texas or surrounding states, expect increased competition from well-funded regional players.
• Private equity pressure: GTCR’s backing means SFC has the capital for acquisitions and can offer competitive packages to quality companies. This suggests higher acquisition prices for pest management professionals (PMPs) looking to sell, but also means more competitive pressure for those staying independent.
• Integrated service model: This approach combines lawn care, tree care and pest control under one roof. The integrated pest management model is becoming the standard for larger operators, putting pressure on single-service companies to expand or partner.
• Geographic expansion: SFC now operates across 16 states plus Canada, with international expansion plans. Their systematic approach to brand integration shows they’re building scalable systems, not just “collecting companies.”