We Quit Our Jobs To Run A Cemetery Business – It Now Brings In $6 Million/Year
Shayda Frost and Timothy Amoui unexpectedly inherited a cemetery business and grew it to $6 million per year across four cemeteries. Despite having no industry experience — she in film, he in crisis PR — they modernized outdated operations and reinvested all profits back into the business. They view cemeteries primarily as spaces for the living, focused on community and heritage.
Summary
Shayda Frost (39) and Timothy Amoui (36) stumbled into the cemetery business when it was passed down unexpectedly, despite universal advice from industry professionals to sell it. Shayda had grown up with the business in the family but never expected to run it, while Tim came from a crisis PR background. Despite their lack of experience, Tim's enthusiasm and determination to understand the business convinced Shayda to commit to the venture.
Their portfolio includes Lincoln Cemetery, Monte Vista, Washington Memorial Gardens, and Dawn Memorial Park, collectively generating over $6 million annually. Revenue comes from four core products: burial plots, burial vaults, professional services (opening and closing of gravesites), and memorials/headstones. All profits are currently reinvested back into the business with a nonprofit-like philosophy focused on improving the grounds and strengthening perpetual care funds.
When they took over, the business was operating as if it were 1974 — no emails, paper records dating back decades, and rolodex-style death cards. A major digitization project, initially estimated at six months, has stretched past two and a half years and is only halfway complete. The grounds are considered their number one brand asset, requiring significant annual investment managed by a key employee named Dennis.
The transcript also touches on Hollywood Cemetery, a non-perpetual care cemetery that has been abandoned since the 1960s, suffering from neglect linked to white flight and lack of investment. Volunteer groups have been helping restore it. The couple emphasizes that cemeteries are fundamentally for the living — families return for anniversaries, birthdays, and even picnics — and that growth is essential to fulfilling their mission of paying staff well, hiring more, and sustaining perpetual care funds.
Key Insights
- Shayda and Tim were universally advised by every industry professional and contact they had to sell the cemetery business, being told it was too complicated and they lacked the knowledge to run it — yet they chose to keep it anyway.
- Tim argues that the cemetery business's century-long track record of never failing was a key reason to keep it, framing its stability as a major business opportunity rather than a sleepy legacy asset.
- When they took over, the business had no email addresses for staff and was operating with paper records and physical rolodex death cards, effectively frozen in a pre-digital era — a state Shayda describes as being 'transported back into 1974.'
- Shayda argues that cemeteries are fundamentally for the living, not the deceased, because it is the surviving family members who return year after year on anniversaries, birthdays, and holidays — framing cemetery investment as serving community grief and memory.
- Hollywood Cemetery has been abandoned since the 1960s due to white flight and the absence of a perpetual care fund, illustrating how the lack of a financial endowment mechanism can lead to complete neglect of a cemetery over decades.
Topics
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