Most roofing companies do not have a lead problem. They have an offer and a mix problem.

Four areas and a plan. Pricing, meaning the effective price per square and the margin the company really realises rather than the number in the estimating software; job mix, meaning contribution and acquisition cost by service line and lead source; the sales organisation, meaning set and close rates, follow-up and commission structure; and branch or production capacity, so the growth target matches what the crews can install. The output is a written plan with owners, a marketing brief your vendors can be held to, and a monthly scorecard your team maintains.

A coach works with the owner over months on leadership, habits and accountability, and good coaching changes companies. This is a shorter, narrower engagement: a data project that produces a commercial diagnosis and a written plan, then ends. We are not a coaching program, we do not run a membership community and we do not sell training curricula. Many groups run both, using the plan as the agenda the coaching then holds people to.

No. We are not a broker, an investment bank or a valuation firm, and nothing here is investment, tax or legal advice. What we do is the commercial work that sits underneath those conversations: showing how the business really earns its margin by service line and branch, which growth is repeatable and which was weather, and what the plan for the next four quarters is. Owners preparing for a process often use that alongside their own financial and legal advisors.

An agency is paid to buy media and generate leads. This engagement is paid to find out where the company actually loses money, and in roofing that is usually price, mix, close rate or production capacity rather than reach. Because we take no execution work inside the engagement, the plan can conclude that you should spend less and fix the sales process. If you want execution afterwards it is scoped separately, and the brief is written so any agency, including your current one, can deliver against it.

It can be, but be honest about the constraint first. The analysis is worth paying for when there is enough job volume for the numbers to be stable, several service lines competing for the same crews, or a real pricing question. A newer company with one crew usually gets more from operational coaching and a tighter price book than from a four-week diagnosis. We will say so at the scoping call rather than sell you the wrong thing.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with the number of branches, how many service lines are in scope and the state of the CRM data, so publishing a rate would mislead most readers. For budget context, The CMO Survey puts marketing at an average 9.0% of company revenue, with 33.6% of digital activity run by outside agencies. Book a meeting for a scope and a number.

No, and fixing it is usually part of the value. We work with what exists, reconcile job data against invoices and the general ledger, and state plainly which findings are solid and which are directional. 62% of organizations report losing revenue directly because of poor data quality, and only 41% have a dedicated data governance owner, so this is the norm rather than an embarrassment. The plan includes the small set of field and process changes that make next year's analysis reliable, or marketing operations consulting if the rebuild is larger.

Partly, and it is one of the more useful outputs. By separating insurance and storm-driven work from retail replacement, service and commercial contracts, then comparing markets and periods, the analysis shows how much of the trend line depends on weather and how much on things the company controls. That matters because a plan built on a storm year sets hiring and spending levels the business cannot hold. The plan names the repeatable base and treats storm capacity as a surge capability, priced and staffed accordingly.

Sometimes, and only where the data supports it. The more frequent finding is that pricing is uneven rather than low: the same roof is quoted differently by branch and by rep, options are presented on a minority of inspections, and discounting is used to rescue conversations that better presentation would have won. Fixing consistency and option presentation usually moves realised margin more than a headline increase, and it does it without a customer satisfaction cost.

The same method, run per operating company and then compared, because that comparison is the whole point of a platform. Close rate, price per square, production throughput, warranty cost and contribution are cut by company and by market, which shows which acquired model deserves to become the standard and which integration assumption is not supported. The plan is written so a sponsor's operating partner can read it and act on it, and the marketing brief is portable across the platform.

We analyse them and recommend, and your operations leadership decides and delivers. We are not an operations consultancy, we do not restructure your production team and we do not recruit crews. What the plan does is name the capacity ceiling, sequence hiring and training against the growth target, and flag where a marketing recommendation would break if production or the call centre are not ready for it.

Twelve months of estimates and closed jobs with service line, branch, rep and lead source; invoices; and whatever the accounting system says about material, labour and subcontractor cost. If lead source is unreliable, say so and we will work around it. Context helps too: the 2026 State of the Roofing Industry respondents had a median annual revenue of $10 to $14.9 million and a median company size of 51 to 100 employees, which is roughly the scale where this engagement starts paying for itself.

Contractors themselves are optimistic and cost-pressured at the same time. In the 2026 survey, 64% said 2025 sales would exceed 2024, 78% expected sales volumes to increase in 2026, and 89% expected growth over the next three years, while the economy and inflation ranked as the top challenge at 49%. That combination is exactly why mix and pricing decide the outcome: volume is available, margin is not automatic.

Yes. The mechanics are close enough that the same engagement runs for adjacent trades, with the mix categories and seasonality changed. The parent version is growth advisory, and there are sibling pages for plumbing growth consulting and HVAC growth consulting, where membership and replacement timing dominate the analysis instead of storm and re-roof work.

A marketing audit examines what is currently running and what it returns. This engagement is wider: it covers price, job mix, the sales organisation and production capacity, which is where roofing growth is usually decided, and it ends in a plan rather than findings. Companies that want positioning and brand work rather than commercial mechanics should look at marketing strategy consulting instead.

Your team runs it, and every workstream has a named owner on your side. Many groups book a review at ninety days to re-measure close rate and realised margin, which takes half a day and is optional. Where you want ongoing marketing leadership rather than a project, a fractional CMO or scorecard advisory is the next engagement, quoted separately.