How to Grow a Roofing Business | The $2B Tommy Mello Playbook

Good afternoon, everybody. Welcome in. I, I know you guys are here a few minutes early. I wanted to open the room for those early birds that get the worm. We are going to hit the ground running at probably around the 11 AM mark, but I just wanted to kind of open it up and start to get the conversation going. find out who's in the room, where you guys are from. You guys can say hello to each other. It's a small industry. You'll probably find some friends in here. I know we have some clients in here. So thank you for the support, those of you who are already a customer. But yeah, if you guys are in the chat, let us know the name of your company, where you're from. You know, if you've got something cool you want to share about what you're trying to— what you're trying to wrap up with this year, I'd love to hear it. I have Anand and Preeti here. We'll get to their introductions shortly. Um, but, uh, yeah, I would love to see if your guys' fingers ain't broken, because if you've been in a webinar with me before, you know I like engagement. You know I like to, to have some live people in the room. So if your fingers ain't broke— there we go. Hello, Owen, good to see you. Where are you from? Chuck, James, Silvano, long time no see. Good old Bill from One for the Books. If you're looking for a good, a good bookkeeper and you're in that $1 to $5 million range, that Bill, he's a, he's a solid guy. Dream Team Roofing. I love it. You're going to hear more about this. Houston. Yes. Good to see you, Bill. Houston, Texas. The only place where you can swim your way up to a 3-story building from the outside because the air is so bloody humid there. Tabor Roofing in Charlotte.

Cool.

I actually have a city named Tabor near where I, near where I grew up. Home of Tabor corn, spelled slightly differently. You guys will hear a bit more about this when I, when I get into the webinar, but it's, it was really cool that just the timing of all this because it's actually just a research project that I came up with because I was sitting there when the new ChatGPT Astra came out, and there's a whole bunch of hype about it, and If you guys know me, like this is like I don't know if it's my business, my hobby, my obsession, my addiction. I don't know what it is, but I just I love playing around with what's possible. And there's this and you know there's this conversation on agent swarms, right? Where one agent orchestrates a bunch of other agents. And I thought and and it was right around the time the news of Tommy Mello's acquisition came out. And again, I'll jump into more of this during the webinar, but. Darryl, good to see you. And so this whole thing has actually cost me probably about $1,000 in tokens with Astra on top of using my, my weekly limit. But, um, basically firing off all these agents to do this research project of going through every single one of Tommy Mello's content. Um, and this is just the pre-show, you'll hear more about it. But, um, you know, I, I've heard this saying that like you don't want to go and learn from LeBron James about what he's doing now. As his routine, like you don't want to know the morning routine of Tony Robbins today because it probably looks nothing like the morning routine that he had on his come up, right? You want to know what they did back then, and so my research project was really about you know what advice has stayed consistent from the early days of Tommy Mallow that he still talks about today. Where did his perspectives shift, right? Because he talks about staying a forever student, and his whole thing is about asking lots of questions, right? Staying. Constant in his curiosity and staying humble. So I was curious, like, where his position shifted, and, uh, and that, that whole thing turned into this research project. So, um, and then once that was done, it, it just— stars lined up, and I appreciate, uh, that we got a chance to share it with the rest of you. Um, so we'll, we'll get kicked off here in about 1 minute. If you're just hopping in the room, I'd love to hear where you're from. If you've ever been in a webinar with me before, I don't want people with broken fingers. I want people to engage in the chat. It's good to have you guys participate and be here and be in the room because I'll tell you right now, if you come into the room and you don't put this little thing on its face and put it down, put on do not disturb and move your keyboard forward and make this maximized on your window, you will learn nothing. Okay, because there's a difference between learning and doing. The difference between knowing and doing is the reason we're not all billionaires with perfect abs. So if you come in here and you listen to this half-ass in the corner, and then you don't, you know, participate and engage, I guarantee you it'll go in one ear, out the other, and you will accomplish nothing new. And so we are here, we are starting the webinar. I will, I will jump in. Thank you so much. About for everybody for being here. This is the $2 billion playbook, and I I want to welcome you guys all into the room. So general housekeeping: if you guys need help during the webinar, you guys can post questions in the chat. We have ten panelists from the RBP team here, all to make sure they're here to support you. We also have Preeti and Anand here from from Zuper who sponsored this webinar. I want to. say thank you in advance for everybody, for them, for them, for sponsoring this research project and allowing me to share this with you and to bring you into this webinar and to put all of this into play. I'd like to introduce Preeti and Anand. Anand, if you want to say a few words about yourself, he's the CEO of Zooper and founder.

Hello, everyone. Thank you so much, Adam. It's been an exceptional journey with you. Partnering with you. I'm Anand Subbaraj, founder and CEO at Zuper. I live in Seattle, spent about 21 years here in Seattle, worked at Microsoft for about 15 years building software, and Microsoft taught me how to build software that simplifies complex problems. And over the years, I have done that building several products that has solved complex problems, both in consumer and enterprise tech, in data and AI. And over the years, as I met contractors, I learned a couple of things. One is that the contractors are doing incredibly complex work. They are passionate, they are hardworking, and I love the exceptional work that they are doing. But I always felt that contractors were underserved by technology, and I wanted to bring in my experience working at Microsoft, solving complex problems and simplifying them to the contractors. And that's how Zuper started working for the roofing industry. The goal is to bring technology and AI to solve the complexity of these problems. Simplifying them and ensuring every entrepreneur have the right kind of technology to solve their business problem, to improve productivity and offer that great experience to their customers. And in this world of AI, the system of work is very critical. And I want to bring in that system of work to the roofing contractors. And it's been amazing journey in the last year. building products for the roofing contractor and partnering with you all. So I want to thank you all, and Adam, thank you so much for hosting this with us.

Absolutely. So thanks again, everybody, for being here. So just so you guys have the quick update, I— if you haven't been to a webinar with me before, I talk fast. You're gonna have to listen fast. There will be a recording that we will distribute after it processes at the end. If you want to get help during the webinar, post your questions in the Q&A. That way we can bring them up at the end. There will be time for questions as long as I Don't stop in the middle to answer them. So bottom line up front, what are we doing in the next 40 minutes? I'm going to show you the 3 systems that Tommy Mello used in the past and today to grow A1 Garage Door into a company that sold for $2 billion. We're going to give you these systems so you can start on paper, and I'm also going to show you what it looks like to have software run it for you. So this is just a reminder to have your workbooks open so you can follow along in the workbook. Um, we— they're in the resources section. They're all over the place. If you don't have the workbook, tell us in the chat. Somebody from my team is going to help you get the workbook. But this is how we— like, everything here is in— is a reverse engineering from public sources by Tommy Mello, his books, his podcasts, his interviews. We're not affiliated or endorsed by Tommy Mello or A1 Garage Door. This is just a fanboy autopsy of his $2 billion exit performed live for you, my community, the roofers. And so in doing so, we— I want to let you know how this was built because Tommy has put out a ton of content recently. There's an incredible advancement in AI that allowed for something called an agent swarm. And the shortest explanation is that one super smart agent can deploy a number of smaller agents to do research and come back. And so I sent the agent swarm to review all of his content and come back with the stuff that he was talking about on his way up. This came from the books, the 400 podcast episodes that he's done, his like every keynote interview and deal filing that we could find to see the 12 principles and the 3 systems that you can run in roofing. And the biggest thing is, is trying to see what did he do back then that he still does today, because opinions do change. Tommy asks a lot of questions and he says he's always learning and always adjusting. So you don't decide what to do in your chapter 2 based on what someone else is doing in chapter 10. And so for those of you who don't know who I am, I'll give you a short bit on me. My name's Adam Sand. I co-founded a roofing company with my best friend in 2016. It still runs today under a new owner. I started Roofing Business Partner with my girlfriend, now wife, traveled to 38 states, spent 48 months working in some of America's most successful roofing companies for 30 to 90 days at a time, building their systems and processes and training the real people. So today we're best known for building HubSpots and Zupers for roofing companies and showing them how to use it. But I don't want to get into a whole bunch about me. I know what you're here for. You're here to learn. And I jumped ahead of my slides. So the biggest thing is like what you're here for is to hear about KKR's exit, right?

They—

on September 2nd, there was an announcement that they were buying A1 Garage Door Service for $2 billion for a company that installs garage doors. And so who is the buyer? Okay, well, they own Neighborly and they backed Groundworks, and they aren't the only big acquisition in garage doors this year. In March, Guild Garage was acquired by Oak Hill for over $800 million. The concentrated wealth in America grown in finance, tech, real estate, and other industries is flooding into home services, and Tommy's rode that wave arguably better than anyone. So you might ask yourself, what did he have that you didn't? Did he have some kind of advantage? Or like, he probably had the— he probably had the hookup, right? Well, let's look at his story arc, okay? He was founded in 2007. He was $50,000 in debt. Okay, his partner quits. He splits with his partner. He's alone, a man and a truck, right? He spends 10 years and gets to $17 million, but he's barely profitable. He rebrands and goes to $30 million. In 2022, it was $350 million. He sold half the company, rolled half the company, and made a— distributed $100 million to 25 employees. And then in 2026, you have the $2,000,000,000 exit. And there's something that's important to realize along the way is that he spent 10 years stuck. Everything that is worth $2,000,000,000 today was built in the last 9 years. And it all starts with a statement that sounds almost cliché today, but for him at that time, it was, it was an eye-opener, right? It was an awakening, a paradigm shift that many still don't think about today, which is that revenue is for sanity. and profit is for vanity. That advice is what turned around A1 in 2017. He said something really good on a podcast I listened to after I did this research project. I dove into a number of the points, and he said that it's a lot like fitness, right? Sometimes you're building muscle, that's revenue, and sometimes you're, you're cutting fat, that's profit. You gotta do both. Sometimes people throw the baby out with the bathwater on this statement, and they think it's like they only want to focus on profit and They kind of demonize revenue and growth, but revenue without profit is just standing still. And a business without growth is also standing still. Businesses inherently do not like to stand still. And so it wasn't all sunshine and rainbows for him. It's the point I'm trying to make. When he was 3 months away from bankruptcy, he took a $150,000 line against his house to do one thing. Write every operational procedure down and stop letting everything live in Tommy's head. This guy, Al Levy, or Al Levi, engaged him in a consulting deal to write every procedure down so that things didn't live in his head anymore. And this is where we get into the workbook for some of those things that have been remaining consistent over years. So if you don't have your workbooks open, have them open, open it on your phone. I hope— we tried to remind you guys plenty to print them off so you can have the workbook to follow along. But the goal here is to seek to understand, not to seek to memorize the words. All right, so the biggest thing that he says, like, this is Tommy Mello's Law, is you set expectations and then exceed them. There's genius in this statement. Some try to exceed expectations that are never communicated. Others do not properly train on what expectations are to be set with the customer and leave it to the customer to guess what they should be expecting. And so the customer promises— there's 3 layers to setting expectations. There's the promises that you give to your customers. This is what you sell. There's the scoreboard that you have for your employees to prompt, to help them achieve the promise of wealth creation and income earning and stability and certainty for them and their families. And there's the promise that you make to the organization and to yourself to build operating frameworks that support the process of keeping promises that you have. So if you're looking to retire someday on the equity, like how you have a house and in the house you have equity and you can sell the house and then recapture that equity, if you want to retire on that, you need to understand what business buyers are looking for. Because PE doesn't buy hustle. PE, like any business owner, they're not looking to buy hustle and grind, okay? They buy systems, right? They buy systems to transfer. And the great thing is Tommy Mello has given away all these systems for years on these 400+ podcasts, 2 books, dozens of speeches from stage. And so the question is, so why can't you copy him today? I wanted to spend some time here because so much of what goes into this story based on the research is not a single silver bullet. or some software or one decision. It's consistent patterns repeated daily, supported by systems. So, it's not a check that you write to buy something. It's systems that support the decisions and the behaviors that you make consistent over time. And so, you have to ask, what is your system? Is it your CRM? It maybe includes a spreadsheet, a texting app. You have QuickBooks. You have a measurement tool and a whiteboard. And they're, they're full of gaps. They're disconnected and they're undocumented. And every gap between tools is where a promise made becomes a promise dropped. And that's something that is so key throughout all of the research, is that there's genius in what Tommy says here. It's an eye-opener for me when I speak to roofers. I so often hear them say it's hard to find good people, or I wrote down the processes and no one follows it, but If there's something like that, Tommy says you don't have a people problem, you have a gaps problem. And the gaps, like, it— like, the gaps are something that you need to tackle, right? And so garage doors doesn't equal roofing, right? You have different challenges and opportunities. I added to the slide this morning because I was watching an episode with Lance Buckman and Tommy Mello, and this actually came up, right? Roofing is better. Then, then garage doors, right? Instead of a $500 ticket, you have $18,000 projects. Instead of trying to fix a garage door that's broken, right, so someone can get out of their car, you're dealing with a decision that sometimes takes weeks to make, right? You don't have to try and make technicians become salespeople, or you don't have to make salespeople become technicians. You have an estimator that closes the job and then a crew that builds the job, and you can make more money with a few tickets because you do multi-day projects. So anyone who says just copy Mello has never sold an $18,000 roof. You can't just copy what A1 Garage Doors— you have to copy how Tommy Mello thinks and works as a leader. So you don't just copy the plays, you cooperate— copy the operating system and rerun the— his process that he went through, but for a project-based trade. And then from there, this is how you build a business that works without you. This led to an epiphany that at the time felt as strange to him as it might feel to you today. This is one of your first lessons of today, is to add a recurring division. Tommy's principle is a company that creates value without the owner's personality driving every job. In roofing, a replacement is years, if not decades apart. Right. And it doesn't matter what you do in your recurring division. It could be annual inspections, maintenance agreements, tune-ups, and gutter programs. Heck, it could even be Christmas lights, like temporary Christmas light hanging. They have the same financial metrics as gutters in like terms of cost and revenue, right? But 92% of people hire you back every year to hang the Christmas lights. I know that because that's what I did with my company in 2020 is we added that to solve for winter revenue. And so, for him, the software came in 2017, but 3 things have to come first. And this is, this is what you're here to do today, right? It comes down to leadership. Everything rises and falls in leadership. This is the one thing that you just can't buy, and it's one of the most valuable things that you can sell to PE, because leadership is trust. And trust becomes from meeting and exceeding the expectations of You to your team, the frameworks that you build, and what you set and exceed with your customers. I'm not the expert here, I'm the student. This is something we all need to wake up and remind ourselves of every single day. And so the biggest concern here is that Tommy didn't do this alone, right? In 2014, he hired an integrator, right? $150,000 for a consultant, and he still pays for consultants today. In fact, he told, in one of the interviews he did, he talked about, he told his leaders that some of them wouldn't be there A year later because he was just growing faster than they were. He was hiring more coaches and consultants. He was listening to more podcasts, reading more books. He was—he like—he believed that if you're going to be in this company, you have to try and grow at the same speed I am, or you're going to fall behind. And the ones who made it, he made into millionaires because fact is he couldn't do alone, and he still can't do it alone. But that means that he paid 150k to be told the truth. And when he gave that $100 million to 25 people, he made people realize that his business was a value creator for those around him. And in 2026, he still can't do it alone because he meets every new hire class himself. And he has a memorable way of describing that. He says that I live on Mars and I'm looking at Earth, looking for volcanoes and earthquakes, and my job is to swoop in. That was a really interesting thing that he said because he believes the system enforces the standard. The key here is enforces. It's not that you have a system, is that you need a system that enforces the standard. To whom? The people. Because the leader sets it, and no software is going to do it if the leader won't hold the line. And so I want to reiterate here, he didn't do it alone, he can't do it alone, and neither can or will you. It's like, I want to recap this prerequisite. This is your second prerequisite, which is to just go through the list. He had Adam Cronenberg. Right? The integrator who ran day to day at the beginning, Al Levy, the consultant that he paid the $150K to, CoreTech, right? Um, I'm sorry, Dan Antonelli from, uh, Kick Charge Creative that helped him with the rebrand. Then there was CoreTech, the capital partner that bought half, and then there's the 25 leaders that he made into millionaires, and then KKR, the people who bought the platform, um, in 2026, just now in September. Every inflection point on that timeline has someone else's name on it. So I want to get into prerequisite number 3 now. Another guy I like to listen to a lot is Alex Hormozi. He says the most successful people think on the longest timeframes. They think in terms of decades, not days. And Tommy plays the long game. This is a prerequisite to anything that you're going to think you're going to buy or do. You have to— you have to think so that you do, right? And you have to think long term. You can't expect to do this quickly. It doesn't happen fast. He spent 10 years stuck. And he stayed in the business. He invested money he didn't have and spent it on the business, not a truck. Many— I see the roofing industry, I see you guys, I see the lifted trucks, right? But he spent years, right, driving a 150— or what was it, 2012 Nissan Titan? Had like $300K on it and a salvage title. Like, this thing was a ratbag piece of junk, right? And even when he had his first big exit in 2022, He sold half and he rolled half into the next company. He, he bet on himself. And because he wasn't alone, because he built something special, in 2026 now he sells it for $1 billion. The half, his half, is worth more than all of A1 was worth in 2022. That's an important thing to know about what we're looking at here. So delayed gratification isn't a virtue. It's the entry fee. I don't mean like waiting makes you a better person. I mean that By like having the systems and having leaders around you in your organization that make your business viable have to be built before they pay you back. Tommy paid for the help when money was tight, and then he kept equity after the first sale. And so I know that I like I needed to cover all this, and I know you guys came here for the cool tools and the action items and the workbook and stuff like that. But we all you know we all start this way as teenagers. You see the cool motocross athlete, and you want to know what dirt bike he rides. You see the the CrossFitter or bodybuilder or whatever athlete, like, what supplements do you— does he take? And all that stuff is super important, but it has to be built on the foundations of good behaviors and habits. But we'll get in. You, you've earned the right to hear the rest, so let's get into it. I appreciate everybody that stuck around. It's good to see you all here. This is my chance to take a short breath. So we're going to get into 3 systems that you can use. Each one is going to start on paper. You can do this tomorrow. You don't need to buy a software today. You don't need to put that false roadblock in front of you. But you can eventually let the software run it for you. But you can start working on these things today, tomorrow, in the morning. The first one is the expectation contract. This has been something that's been consistent with him since 2017 onward, is that you write down every promise your company makes on every job. So this is on page 7 of your workbooks, okay? And all of these promises— most homeowners, most owners have never done this. Right? Like, most business owners have never done this and decide what are the promises. And so if you're looking at the workbook, you see a bunch of blank slots there, and you have to think, what are the promises that you're going to make to customers? What is your arrival window? What is your promise around the arrival window? What are your promises around communication cadence? So you— I know I talk fast. You guys can try and take notes as we go. Like, what are the promises that you're going to make around how you introduce the crew? Right before the job is installed, like when you schedule it, during the job, like how do you promise that crew introduction? What are the promises you make around site and landscaping protection? Something that we did early days was putting a piece of plywood on top of the air conditioner. Monarch Roofing popularized that concept. Now he has Maverick Metals and he's literally selling a little air conditioner cap thing that he's— through Maverick Metals to try and create that promise for other roofing companies. How— what is your daily cleanup standard? How do you document photos on the job? What is your— what is your change order rules? How do you deal with the magnet sweep? Like, like, what is your— do you do one every single time? How often do you do it? Where do you do it? What does your final walkthrough look like? What is your closeout package? What do you give to the customer when they're done? How do you ask for the review? And on the review ask, most people— it's strong— you struggle to get most roofing companies to systematically ask for one review, like to ask for a Google review. Tommy Mello says that He would bring in sales guys and they'd be like, well, are you the best sales guy here? And he's like, I may be, I may not be. I sold your ass on working here. But I'll tell you this, I might not outsell you, but every time I do sell somebody, I'm going to ask for 4 reviews and I want to know the HOA president and I want to know the neighbors' names. So what are your promises around all of these things? This is what you want to write down. Now, there's a little bit about promises. There's a lesson here about your proposals because your proposal is how you sell and it's how you set expectations. Look at what your eyes do, right? As I go from line by line, the rest fades away and you see each thing. That's how attention works. Your proposals should do this too, because this is how you, you get your customer to focus on understanding the expectation that you are setting, because you can't exceed an expectation the customer never had. And so they won't reward you for exceeding it because they won't even know you did it. And they certainly won't review that, like refer you to their friends or mention what you did. On Google. This is your writer downer for page 7. A promise in someone's head is hope. A promise in a system— sorry, a promise in a system is a standard. And so you want to whiteboard this tomorrow for 30 minutes because the next step is, yes, putting technology in place, using technology. Tommy said I could finally inspect what I expected. There's that another one of those cliché sayings, expect what you inspect. Great. But how do you inspect what you expected? One thing that I've noticed implementing software is that you all of a sudden get resistors in a software implementation project because people don't like flashlights being shined into the dark corners where they hide. And then that always shows up as resistance to the software. That's something I've noticed for years is that why do people resist this? It's here to make their jobs better. It's because they're hiding in dark corners of of mediocrity. So tomorrow morning, what I want you to do— and you're like, I want you guys to commit to this in the chat. Put a 1 in the chat if you can commit to this. Take page 7 and whoever runs your jobs and go to a whiteboard. In the first 10 minutes, rewrite those 12 expectations, the promises that your company actually makes, and in order, right, a homeowner is going to experience them. Your next 10 minutes, look at your last 3 jobs and mark each promise. as always achieving it, sometimes achieving it, or never achieving it. And put a question mark if you can't tell, because if you can't tell, that's an answer. And the final 10 minutes, circle just one, just one weak promise, and write down who owns it and when it must get fixed and what proof you'll look for to know that it's fixed. Just start with one. I recently did a consulting project with a production manager, and that's where we started. We started with one promise. Which is making sure the trucks always had extra drip edge in the tube on top of the roof and make it so that people knew you would be looking. Start with 1 fix, not 12. So if you can make a commitment that you're going to do this, put it in the chat, because if you don't make a silent commitment to yourself, it's never going to happen. You will break your promises to yourself. So if your fingers ain't broken, put a 1 in the chat to make that commitment to yourself, to just say, okay, I'm gonna do it. I'm not gonna be the little Nancy, because Tommy Mello At $250 million, was still asking questions. He was still learning and he was still humble. So be humble. Put a 1 in the chat. If you're not going to make the promise, then fine. At least admit it to yourself. He, he says that some people just shouldn't be in business. So that's okay. So I want to talk about how this turns into scale. Once you go from doing this manually, how do you do this at scale? Well, you want to turn that whiteboard into a super job checklist. Tie critical promises to job statuses and require the crew to complete them Before the job moves forward. You want to— like, if you see that required field there, that's a standard being made visible in Zooper. You can make key roofing checklist steps mandatory before job changes statuses so the process doesn't quietly skip. You want to— like, in Zooper, you can require all this so that you get a, a, like, a picture with a GPS and a timestamp on every shot so the owner has proof. of what— not just what happened, but when it happened. Not uploading galleries of pictures, but actually having it in there GPS and timestamped, which is really good for preventing getting caught with extra damage. So another thing, okay, we want to have promises kept automatically. So if you're going to make a promise about a booking, it's going to require a confirmation text. A customer should know that by a confirmation text that their appointment's been booked, right? If they're scheduled, they should get a reminder so they don't forget. If when you're on the way rolling up to them, they should get an on my way message. Message with a live tracking link. And when the job's complete, there should be a closeout process and a survey. That's an example from Zooper, is that when you are on the way, the customer gets a notification where they can— they can— like, it's triggered by the job status moving. They get this message, then a tracking link, so the homeowner knows when to expect the estimator without calling the office. I've had this happen. If you're roofing, you've done it. You've showed up at the house, you knock on the door, the big dog comes and barks at the door, and you're— and then they go open the door and they do the thing with their knee where they Lock the door and they go, "Sorry," and you go, "Ha ha ha! We're dog people. Don't worry," right? And you do this stupid routine at the door, but the customer's endorphins are rushing and their their cortisol is spiking, and that's not the environment I want to sell into. If you let them know when you're coming, they're going to put their dog away. I know because I have that big ass dog. So your best text process needs to become every text process, and Zuper is a tool that can that can help you do that, can put those bumpers in place. So that, you know, what's gonna happen, and everybody does it on day 1, including the new guy. So this kind of concludes, okay, that piece. The next we're going into is the 4 gauges. This is the one place where Tommy Mello and I agree a lot. He has his 4 gauges. At RBP, we always say you're building a business around 5 top-level KPIs: a $300 lead that closes at 30%, at a 40% gross profit on an average of an $18,000 job where you get the money back in 30 days or less. When one KPI gets worse, Another one must get better. And Tommy Mello says that this is how he can go to any home service company on the planet and fix them. And so go to the 4 gauges part in your workbook and write down a number for each gauge or question mark if you don't know it. The first one is your booking rate. In roofing, this is critical. You can look at it as an average of all your lead sources, but then you have to break it down by lead source because Facebook lead ads tend to not convert into a booking as, as good a rate as the Google LSA local service ads. And in the aggregate, that's how you get to your conversion rate. But this is how many— this is the percentage of inquiries that actually become appointments, and his number is 80%. If you're below that, he says stop marketing. The next one is your conversion rate. You can look at this company-wide, and depending on your size, either you or someone that you've installed as a leader, you want to break it down by estimator. Because if you don't, you get the, what I call the Bill Gates in a room with homeless people effect, right? Which is that you could put A bunch of homeless people in a room with Bill Gates, and the average net worth of the room would be $2 billion. It's not a true indication of where the company's at. And then you get to the average ticket. This is where you have to know your average ticket, because this is where I like to look at— like, I also like to look at gross profit here, because roofing has a heavy estimation component. You could be doing 50% to 70% margin on repairs and 38% to 50% profit on replacements. But, and before you— I, whenever I say that, people say like, not in my market. Just know that like, I've talked to 2 roofers on the same day in the same market. One's owned by a private equity company. He's doing $37 million a year, and he's complaining that like the private equity firm doesn't want to take jobs below a 70% gross profit margin. Another guy I talked to the same day is in the same market and says that it's saturated, can't close above a 30% gross profit margin. That's where you need a sales coach. Okay. Because they like data and they don't know each other. But you want to look at this gauge. You want to know what your average ticket is, including the zeros. Then you have your customer acquisition cost, your CAC. This is filled with nuance. A lot of people think the goal is to drive down the cost of customer acquisition and to choose the lowest cost acquisition channels and eliminate the higher ones. And that's not always true. If you're getting $80 leads and $120 leads, well, you can make money with both. And, and I would say that there's this golden rule that the person who can pay the most for the customer wins. Because if one person's lifetime gross profit per customer is $10,000 and another one is $30,000, the second one can afford to pay double the cost of customer acquisition and still make more money. The key is you have to know each one down to the dollar. Scale what works and fix what doesn't. But look at this holistically. When you have your gauges and you know they're accurate, you can make better decisions. This means everything needs to be connected, and you don't have to stop there. These are just the top-level KPIs. And so you get to dig down because roofing kind of adds 2 that I think are important. You want to add in time and stage and days to install because this is where, like Tommy Mello's saying, revenue is for vanity and profit is sanity, but cash flow is reality. Profitable jobs sold That incur expenses to secure material that you don't install for a really long time can kill cash flow. And deals that rot in quote given for a long time— time kills deals. And these are deals you paid real marketing dollars for. So this is important when you're dealing with the big dirty dollars of roofing and the costs that come with roofing. So let's do a poll. Okay, put in the chat, what's your booking rate? Okay, there's no shame. Every half the people here might not know. You can put a question mark if you don't know. But in the aggregate, what do you think your booking rate is? You can say 80%, you can say 70%, you can say 20%, you can put a question mark, but participate and be in the room. Throw it in the chat. Thank you, Paul. Appreciate you being in there. And no idea is an answer too. You can put that there. So you, in Tommy's case, right, we have a spreadsheet that we're, that we're gonna give to you guys after the webinar. You guys might already have it. My team might get it to you. But you want to have something, and in the free version is a spreadsheet updated every Friday, reviewed on Monday. It's page 11 in your workbook, right? And this lets your team see the numbers. Okay? And this, you want to make this visible so people can see what it, what are these like? How is the company performing? They know what they're working for, what they're winning at. Now, when it comes to how you do this at scale, right? HubSpot can own the front of your house on marketing. Right? You don't have to do it. You can use a spreadsheet and collect this stuff manually. There's tons of stuff out there. We just like HubSpot because what we work with has a very excellent marketing platform for running all your SEO and AEO and all Google Analytics. But now it even adds, like, you can run TikTok ads and Reddit ads and even ChatGPT ads. These are new platforms where fewer roofers are advertising. They're just less saturated. And if they're probably not, like, they could be running ads on those platforms. But if they're not measuring it, it's not getting better. And then your marketing can lead to connecting your forms to HubSpot, and that's how you increase your speed to lead. And you can end up knowing what your customer acquisition cost is by channel because the ad creates a deal and the deal becomes revenue and it links back to the lead that came in. And now you know your booking rate because your forms and your chat and your speed to lead will turn into deals created in your system. And that's where Zooper comes in. Zuper can start the job at the website. It has its own instant booking form. It lets homeowners choose the inspection date that they want and puts that meeting into a field workflow. These are numbers like— these show the numbers what happened after the lead arrived. So you can see, okay, what is your conversion rate per estimator? What is your booking rate per inside sales? You can see what is your ticket by job type, by how long it stays in a status. And you get that Monday scoreboard delivered automatically. So if you look at this screen right here, right, this will show you a quote summary. This is one input to your estimator scoreboard, your gauges, right? The schedule report button allows you to send it before Monday's review. So this is something where you can actually schedule reports. If you see the button right here, I don't know if you guys can see it right here. So you can do exactly what Tommy's talking about. which is that you schedule it, you make it, you take that snapshot in time and you force yourself to address those things. And then you also have your deal pipeline view. This is Zuper Job Board. You can see there's 37 jobs in new lead and 1 is in qualifying. This tells me what, like, I got to ask which new leads need attention. Who owns this? Why is this not getting better? And the glue is what, like, how you sync leads back and forth. He's making sure these systems are connected. It keeps your Marketing sources sorted out. Well, Zuper can feed back job progress so that you can say to link revenue to marketing. You can tie in Zuper Payments and you can actually track actual cash to your revenue. So you actually get cash on cash return from your ads. So this is, this is the magic trick. Mellow didn't outspend his customers. He outknew— sorry, he didn't outspend his competitors. He outknew his competitors. For us, this means knowing which leads book, which estimators sell, where jobs stall. And then come the agents. In a minute here, I'm gonna talk to you about how Zuper's Nova agent, which can answer calls and book inspections, like, at all hours of the night. But I wanna get into system 3. This is where it gets really exciting. These are the behaviors that built A1 and continue to be things that he builds with today. These are the first principles that my agents swarmed. They found were consistent through all of Tommy's content through his ascent to what he is today, and that's the exceed engine. Because reviews don't come from asking harder, they come from exceeding and then asking automatically. So you want to script at least 3 wow moments into every single job. Like steakhouses and Disney, like Disneyland, like they treat this like it's just business. But we in roofing, we don't think about this. Some of these things have been near zero cost, but they have a huge amount of memory maximization. They remember you. If you want people to leave a remarkable review, you have to give them something to remark upon. One of those wows that you could do, right, with Zooper is the tracking link and just letting them know, hey, your crew's 22 minutes away. You could send them a Google Maps link. You could, you know, but is your team going to do it every single time? Right? Like you could, you can do some of this stuff manually for free, but how do you make it so that it's scalable? Right? It's like, if people can get this experience from an $18 pizza, they should get it from an $18,000 roof. The other one is like the proof album, right? The GPS stamp before, during, after pictures delivered at closeout. You could do this stuff with CompanyCam, but then how do you enforce it in the system they're in every single day? And the other one is the walkthrough video. Right? Showing them actually what's going on on the roof, a narrated final walkthrough with the magnet sweep. showing something to them before the final payment. These 3 wow moments, you can pick these right now. Take your 30 seconds because people don't leave reviews for companies. They leave reviews to the people who serve them most. Anand, I'd love for you to just kind of jump in and maybe just share a little bit on some of this stuff that you've seen and why you built some of these tools.

Yeah, absolutely. Our first thesis of building Zooper for roofing industry is the fact that Roofing companies really do not need more disconnected software because like you said, every gap between systems, we believe, eventually becomes a gap in the customer experience. And that is the reason our goal is to create this AI operating system that translates the owner standards into repeatable workflows, giving leadership and the team real-time visibility into the business. And our goal is to make sure that every employee executes consistently and becomes the best version of themselves. And we have been talking a lot about AI, but our goal is to make sure that AI is the intelligence layer. This automates routine mundane work, guiding teams towards the next best action, identifying risks, and opportunities and continuously improve performance using data across the organization. And our bet is really to become the system of work, the platform where people, AI agents, workflows, field activities, customer communications like what we are discussing, and decisions comes together. And I strongly believe that when this happens, the record should automatically be produced as the work happens and not the other way around, like leveraging the software to just record the paperwork.

Yeah, thank you, Anand. All right, just double-checking you guys got this again. Yeah. So what Anand said makes tons of sense because you want it to serve this flywheel, right? You want to exceed the promises that you make. So that gives the customer a reason to leave a review. Strong reviews help you rank locally, which gets you more organic visibility, which brings down your lower cost per lead. So you can outbid your competitors when you do pay for leads so that you can win even more jobs. And every customer is another chance to exceed. And that's how you get this compounding flywheel. And so his math is something like, oh, well, if I get a 1 to 2% booking lift, that translates into millions of dollars on $25,000 25,000 jobs a month, and it's all relative, right? It sounds cool when it's big numbers, but you got to start today. A guy in the car business once told me, take care of the little things and the big things take care of themselves. So number one is a goal, right? It's not a guarantee. You can deliver these moments manually, but JustSuper puts them in, in one job workflow so they happen consistently. Because if you're going to make a promise, you got to keep it. And if you're going to keep a promise, you've got to put it into a system. And that's the appeal of Zuper here, right, is that you can do things like the walkthrough, you can do the closeout package that builds itself, you can fire off the feedback requests automatically on a job close. The crew can record the roof and narrate what they see, right? Zuper turns that into a summary, just read— here's what they're saying. They even have glasses that you can put on to record it. It's crazy. What they've got, and then when production is more complete, Zuper can send this feedback request automatically. I still think Tommy Mello would outsell that because he would ask for four and to know the HOA president and to know the neighbors' names. But you want to make sure the follow-up happens on the right jobs at the right times in the right moments and creates those moments that create those like wow effects that make people remark upon you because your reputation level, right? Or sorry, your reputation is your brand, right? Your brand is just what you're known for, and what you're known for is your reputation. ZuperSense brings these market signals into that same operating system as your jobs. They have this thing called reputation intel, and that's— they will tell you when your rating slips, and then you can do something about it. Right? Mello would have killed for something like this in 2017. He had to do a lot of this stuff manually that exists as tools for you today. And you just gotta use them. Right? You just have to get it done. Right? HubSpot is another tool that can be really helpful. Right? Because a 5-star review can go into a referral email campaign. You can trigger this kind of stuff automatically. Review content becomes your social proof engine where you start posting about this stuff on your social media. Right? This is where you get to say, hey, we, we just did 3 roofs on your street. You can do retargeting and target around neighborhoods where you're working a lot. Because you can see this kind of information inside HubSpot. And there's some new 2026 unfair advantages that Tommy Mello didn't have access to. The first one is Nova. It's an AI that answers every call 24/7. It can capture the roofing details. It'll book the inspection right inside the software for you. So you don't get an email saying you have an inspection. You get an inspection. And your office is getting a job, getting a job to work instead of a voicemail to transcribe. And this is how you get qualified and booked while your competitor's phone is ringing busy or they're not picking up at all. And in like a customer of Zoopers in December got $440,000 from calls they never would have answered during a nighttime surge. That's huge. It's A&A Roofing. They also have storm intel where you can respond to like you have responses pre-staged before the hail hits. So you're getting a weather digest, right? Because all of these APIs are now public. And so you can get risks, work impact, what the team should do to adjust. This is gonna help your teams make better decisions in the system that they're working in every day. They don't have to go somewhere else and make a decision. And there's permit intel coming. So you can see aging roofs, storm history, no replacement permit. This is starting to give you The highest intent list that exists in roofing. This is coming soon. So you want to pay attention for that. So I want to like kind of like before we get into the next point, I just want to like kind of touch a bit on how there's nothing really new. It just changes because in 2007, A1 was just SEO optimization. It was showing up at the top of the phone book. Then the map pack came out, and that's the new front page of the phone book, right? The reviews and reputation help you get seen. Now people are asking AI who to trust before they even click a website. Sometimes they don't even click a website. And those are broad— these are broad search numbers, right? This isn't roofing specific, but this is a study from HubSpot that shows that, like, AI referrals are having a massive, massive impact. I'll put it in the chat, you guys can read it, but they're having a massive impact On who is trusting what to make, like, who is trusting what sources for their information? And the the advantage for you is that almost no roofer is fighting there yet. Like these customers are using the tools inside Zuper to get successful right now. The Zuper's some of Zuper's most successful customers were our clients. They put in their their webinar they called Zuper listens. These are just some stuff that these other guys have said. That Zuper blows every software out of the water for roofing. It's the best. They save time on every job and made inspections safer and more professional. But this is not— I wanted to kind of pause here for a second. This is— these are the things that people say when a software is moving their business. Because if you go back and ask Tommy Mello what he said, he said ServiceTitan was what made him successful, right? And it's not about ServiceTitan. It's about having the right tool. Because I looked at ServiceTitan for years. I thought there was gonna be the next big thing. Some of the times I wanted them to be the next big thing. But as a guy who builds systems, it just didn't have what we needed for roofing. We watched Zooper for years too. We met them at an inbound conference like 2 or 3 years ago now. And in April of 2025, we, we, like, it started to show signs that they were moving in a direction that we really liked. So we started talking in November. We decided to start an implementation partnership with Zooper. And then over the last year, we have been implementing Zoopers, and we've seen Zooper's commitment to roofing because a lot of the stuff that we got in there was hard earned through lots of friction and challenges and overcoming customers' needs. And, and Zooper does listen. And that's why they're the AI operating system for roofing. It's the system that they built, the system that we wanted years ago. And they've listened to us and they've listened to their customers to remove these 6 to 8 disconnected tools and bringing together one platform. Just to accomplish some of the things that Zooper did, we used to need CompanyCam, SumoQuote, and Arrivee just to accomplish 3 things. Then we had JustCall, right? That's 4 right there just to accomplish some, some parts of the experience that we help roofers implement. And so there's a native roofing workflow that everybody has. And this is what I want you to notice about Zooper. Is that the context from the inspection stays with the job through the proposal. The inspection actually becomes the proposal. That's the— probably one of the coolest things is that you don't do an inspection and then go to your truck and build the proposal. The inspection becomes the proposal, and that becomes the material build that you then install and then close out and collect payment. Your team isn't rebuilding the story at every single handoff, and then you collect the money. Which is obviously what everybody likes to do here. And so this is the homeowner's view in Zuper. 3 roofing options, 1 place to click and sign, and the option that they approve stays connected. It's like what the job is actually gonna go do. Expectations have to be set and then met and exceeded. And so it can become a very simple stack in our eyes. Right? We've kind of been talking about 3 systems. HubSpot is kind of like your prom— way you set your promise. Zuper is how you keep it. And exceed it. And then RBP is how you can turn the software into a system. We're, we're here to help you, right? But you get one bloodstream with zero gaps that we're here to help, because software isn't a system. It's, it's, it's a— it's software plus a process plus leadership plus accountability. You've probably heard me say this before: the tool doesn't matter as much as the process, and the process doesn't matter as much as adoption. When you get all 3 together, that's a system. Right? Remember, Tommy Mello paid $150K for someone to see what he couldn't see from the inside. And that's how you get to the point of like, okay, what is the way I can approach this in a good way? What is a better way? And what's the best way? So the good way, do it on paper. Write down your expectations. You can do this today. You guys made this commitment to yourselves. Get your expectation contract. Set your 4 gauges up. Decide on what you're promising customers. Get your wow moments. Together, right? A better way to do it is to get a system. Get something like Zooper. Everything that we've talked about today can be done inside of Zooper. And that— and if you want, just meet with them and they'll show you how this works. And the best option, and arguably I would probably have a bias, but we would help you build it. We would help you build this machine because we built them before. And you— but you can take these templates today. It's free. Build it manually. Get your expectation contract, get your gauges. You're going to get all this stuff emailed to you tomorrow as a reminder because I know how accountability works. You guys are going to get off here, see 38 text messages in your phone, watch a YouTube video and forget. The better option is to see what your workflow might look like in Zooper. You can get live in weeks now. It used to take longer. So it's not— it used to be the better part of a year. But the better part is Zooper and RBP helps you build the machine that your business runs on. Workflows, checklists, gauges, the HubSpot loop, the review engine, everything that you need. And that way you get the same reverse engineering that I just did to burn all these tokens to really codify some of this for you, but you can run it on your company. So I want to open the room for Q&A because I want to make sure everybody gets a chance to mention things. Anand, I'd love to have you come back and add your thoughts while people are getting their questions in. If you guys want to see what your workflow would look like in Zooper, I really appreciate them sponsoring this because I spent a boatload of money on tokens and then a boatload of money on ads to bring you here. They help support all that. I would love for you guys to book a time to go chat with them and just go learn about Zooper and see if it's the right fit for you. You're coming into that time of the year. If anybody has questions, we'll definitely address them here now today. Put your questions in the Q&A. If you want to raise your hand, we can come on, we can invite you on the mic, and then you can like have a conversation about a question, or you can post it in the Q&A. I see there's already one in there. But yeah, get your questions in. Anand, what do you think?

Yeah, I think it's amazing. I just wanted to reiterate one simple fact, and I think, Adam, you covered that quite well, that roofing is not simply another field service category. And I truly believe this. The complexity and the sophistication of the roofing process, it combines CRM, sales, inspection, estimation, insurance, project management, material coordination, subcontractors, customer communication, invoicing, and collections. Everything that you had, Adam, on your slide, the end-to-end workflow. And the most important thing is the context. In this world of AI, this context is extremely important. And what we are doing is we are not just managing that context end-to-end, but we are also offering that context to the agents that's working along with the system of record. And I believe that's why a generic FSM system often feels fragmented or forced roofers into service ticket workflows. And I want to reiterate that we are being designed around the complete roofing lifecycle rather than treating roofing as an extension of HVAC or plumbing.

I love that. David Turcotte says it's been a long road, but our Zuper is awesome, always making the system better. David, appreciate you so much, buddy. That's awesome to hear. Jimmy had a question. I build websites for roofing companies that integrate all the search features, but a lot of these guys, almost everyone that I talk to, are still believing that Google SEO is the best route. What kind of facts, figures, or information do you have that I could share with these clients so they understand the change that is happening in the industry and the way people are searching for roofer near me? And what are the lead-ins to other tools that you're talking about? These guys have run roofing companies for years, and this is all new to them. Well, I mean, that is the whole business. I mean, Google SEO, like SEO. Well, let's just take it out. People search for things. People search for things, and you want to optimize to be there wherever they go looking for answers, whether that's a phone book or Google or ChatGPT. So a lot of people have changed the name to answer engine optimization, and in many ways, it is the best form because in a lot of cases, it's like. investing in real estate, you know, that kind of matures over time, but they have to be optimizing for wherever people are getting their answers. Now, as for tools that they can use, you can combine and hack together a bunch of tools. Being that we support, you know, 30 roofers at a time, it's nice for us to be able to have 2 places where we can help roofers succeed. That's why we like HubSpot and Zooper. Um, but how you talk to roofers about it, I mean, it's an art form. It's an art form. Um, I'll— that's about as best an answer I can give you with the time that I got. Uh, Jorge Parga says, I just started a roofing and construction business with a friend of mine. I would like to build and structure a business with process before bringing sales guys on board. What advice do you have for us? That's an amazing question. I love this question because it is Hard, right? Like, I, I've been in this business for a long time. I had a client that I worked with from when they're at $6 million all the way to $60 million, and I met with them every Tuesday for that, for 6 years. And every level has a new devil. There's different challenges at each point. And the first $0 to $3 million is where you figure out service market fit. What you do, who you do it for, what you sell, what you don't sell, right? Who you don't do it for. Right? You're figuring out service market fit, and then you're gonna get people who get you there, and you gotta figure out how to duplicate the people and the processes that got you there. So in that very opening stages, revenue, profit, cash flow is so critical. You— there's so— you do not need custom-tailored one-on-one coach advice. There's 1,000 coaches who'd love to sell you something. You don't need it. You could literally watch my YouTube and go on our website and use our AI chatbot And everything that you need to know is on there. I don't want a dollar from you. I want you to just learn. And, and that doesn't just go for me. Yeah, you can go to Roofing Insights YouTube channel. There's so much free advice out there. What I, what I would say you don't want to do is put your business's future to a vote by asking Facebook groups, because you get a different answer from every person. You don't know who they are. You don't know if they're good or not. Half the time there's bias. Half the time there's There's people who are, who are trying to sell you something. So just find someone that speaks to you and how you'd like to run your business from their online content. Absorb as much of it as you can for free. Go to conferences, ask questions, and find 2 to 5 people that you respect and be relentless. There's a guy in the room named Elijah Pacini. He is the best at this. He is the absolute best. He is a borderline psychopath. At this. He does— he has no shame about calling anyone and everyone, calling them at 11 o'clock at night and asking 73 questions. He's the best at this, and he's grown an incredible business. I worked with him for a couple of years, and he was relentless. But he asks a lot of questions, and he found his people. And you want to find your people, right? And ask a ton of questions. Elmer in the chat. Elmer was one of my guys for years. He asked, I think it was like 263 questions in 1 year in our webinar, right? What does Tommy say? Keep asking questions, stay humble, ask questions. So find a few people, build a network, and ask questions, and then execute, execute, because the people that I brought up, they were executors. They just did it, right? They asked a question, they got an answer, they did it, they came back with a question and then got it done, right? Yeah, Dave brought it up. Elmer had a spreadsheet of questions that he accumulated throughout the week, and I think Alan from Equity did the same thing. And he would accumulate the questions, he would ask questions, and he marked them a color or something when he got them answered, right? And I have enormous successful clients, and I have clients who have mediocre success, and I have a few failures. And when I look back, it's like we were doing the same things, we were saying the same stuff. What was different? It's the execution of the client. At the end of the day, I only get 1% of the credit because the 99% of the credit goes to the execution. So that's what I would say, Jorge. I hope— I wish the best for you, and I would love to see you. We have a Winning Wednesday webinar every Wednesday where I answer questions for free. Anybody can come. They're not scripted. You can come for free. You can ask 100 questions. Where to start, Adam, for the owner who's still selling jobs, scheduling crews, and answering the phone? What's the first change you'd make next week? That's a good question. Where to start? Okay. So your org chart is going to— you're gonna try and gravitate towards you staying in sales for absolutely as long as possible. So I would say if you're still selling jobs, scheduling crews, and answering the phone, you want to get production and appointment scheduling off your plate as quickly as possible. This is the classic owner's girlfriend, right, who comes in and helps by answering the phones, scheduling her boyfriend or husband out to do— go sell jobs, keep the paperwork custodian of the trail of chaos that he leaves behind him, and then they schedule the crews and pay the crews. That's a super common thing. You, you want to start there. Now you are in the best time in the history of business to have a one-person company. So a good example of where to go with that is I would like, I would say get something, get a system like a Zooper and, and just use Claude to, or some kind of like, like learn how to use AI because their phone system could answer the phones and you can use AI to set scheduled workflows and routines up. But this is a skill to learn, and it— I feel I don't always love answering with that because it's asking a roofer to become a nerd. But like, man, being a nerd that got in roofing has sure helped me. So, but at the core of it, you keep yourself on sales and you get someone to help you get things organized, right? Find one person who can just help you, because if you think about it It takes 93 minutes of total work. I've timed it. It takes 93 minutes of total work from the moment a sales rep hands off a proper job file to a production person to collecting that check. The, the all the little inputs, the red job, the blue job, the green job, the orange job, all the little tasks. It takes 93 minutes, and that's a couple years old. It's faster today, but at worst it's 93 minutes. If you're booking 3 appointments a day, selling 1, you're selling 5 jobs a week. That's 5 times 93, call 5 times an hour and a half. So that's what, 4, 5, 5, that's 7.5 hours of total work. You have someone answering the phone, 5 calls, 14 minutes a call. So you're talking another hour or 2 there. You have some calling to collect money, scheduling some jobs, running around doing a few things. That is one full-time job to keep up with 5 jobs a week. I hope that answers you. That's a good question. I hope that answers your question. Second one, getting the crew on board. How do you get employees? I got to cut. If I hope you guys got a couple extra minutes, I'll stick around. I'll answer your questions. I still have a few questions. So if anybody has questions, I will stick around for a few minutes. You can either raise your hand or put your question in the Q&A. Anand, do you have to run right at the time? Because I'd love to give you a chance to say goodbye. I'm good.

I'll hang out for a minute or so.

Okay, perfect. Okay, so getting, getting the crew on board. How do you get employees or subs to follow a new checklist consistently without having to chase them every day? This is an important thing. And this is the challenge we have every day. Like if you're implementing software, a lot of the times, you know, people will write a check, buy a software, write a check, buy a guy like us to come implement it. And they think that stroking the check is the work. No, the stroking the check is the start of the work. And then they go to deploy to their crews and their crews go, oh, this is work. I still have to do work. It's like, yes, yes, there is still work. So in that realm, you, you have to create accountability as a leader. You have to be willing to lose your best guy if they won't follow the process. I've seen this a couple of times. There's people in the room who I've experienced this beside them. Sometimes you fire your best guy and you move forward. But the other piece to it from a systems perspective is you make it So that you literally can't progress the job, or you literally, you literally as an employee cannot cross the line where you get paid. So the crew can't submit an invoice or can't submit their hours, or the site supervisor can't submit for his commission, or the sales rep can't submit for his commission. You literally put blockers in place that prevent you from getting paid or marking the job done because they have to do the thing. And then if they consider that to be like, you want to remove as much unhealthy friction as possible, but you want to put blockers in place. If you made a promise and you are going to set, meet, and exceed that promise, and that is going to be your brand that becomes your reputation, that gets you the reviews, that gets you the organic traffic, that brings down your cost of customer acquisition, that allows you to outbid your competitors so you can win more jobs, so you can then meet that expectation again. If you want to create The flywheel, you cannot let it rest on one guy or one crew. You can't do that. You're just going to lose people and you're going to hire people and that's going to be part of the job. That's just it. It's part of the job. Ask Tommy how many people have quit and fired and let go, churned out. It's just the way it goes. So Barry in the back who wants to plant his flag on I don't want to do it island, sometimes you just got to say, hey, we've outgrown you. You've outgrown us. Been a pleasure. Alright. Last question here. Knowing the numbers for someone who put it— someone put a question mark in the chat about their booking rate. What exactly should they start recording tomorrow? Okay. So if you put a question mark in the chat and you didn't know your booking rate, then you want to— like, you can do this literally with a sheet of paper. When I start my roofing company, I didn't know anything about what roofing CRMs were out there. I was just helping my buddy out. And we had 3 sheets of paper, and the first sheet was like, every time you got a phone call, you wrote down the phone number, you wrote down the name, and then you marked if it was booked. And then you put another checkmark if the appointment stuck. And then when you produce them a quote, you put them on another sheet of paper, and then you put a checkbox beside them every time you followed up with them. Now you can do that with a spreadsheet. So like, if you're— if you don't know your booking rate, you wanna make sure you're tracking calls. So you want to get some kind of phone system that allows you to create accountability there. If you have nothing else, you can get something like JustCall, right? And just get like, make it so that all the calls are tracked, right? So that you know when the calls are happening. But you want to, you want to get a holistic system. And this is where, you know, there's 60, like, like you got to look, why is private equity rushing in? Why is it that people will pay 16 times the annual profit to buy a company like Guild Garage, right? They make profit. They paid them for the next 16 years of profit. Why would they pay for 16 years of an $800 million deal? Why would they pay for 16 years of profit to have the privilege of owning a logo? It's because that logo has created so much organizational behavior That it is unnatural to believe that they would not continue to be successful. That is like they're thinking it's going to continue doing this for 50 years. So paying them for the next 16 years is a discount. It's a discount on future profit because they believe that it'll do it for 30. That comes from entrenched organizational behavior turned into systems. And so there is— and because of things like AI, there's never been a better time to be a business. You just have to take the time to install them. Last question down here in the chat. How do I do a performance-based pay for an in-house team that does mostly repairs and gutters? They install about $1,500 to $2K per day on repairs. Yeah, I've actually worked this out a few times, and usually you do it by dividing like the job value by the cost per hour of the crew, and then If they— and there's like, you have to make sure they get like, there's somebody who does a quality inspection. So the job has to pass the bar of quality. And then if they come in under hours of the budgeted hours, then you give them a split. That's it. Like, that is a drastic simplification of what we've built before. But we've done this kind of stuff in HubSpot where it's like, if the job is this, this crew costs this much per hour, we budgeted $1,600 for labor hours. If it comes in below $1,600, That, you know, came in $200 below it. We give them 33% of that, so they get $66, and you split that between the 2 guys. They each got $33 for that job. You do that 3 times a day. You know, like, this is kind of how that goes. Come to Winning Wednesday. I'd love to dive into this. We've built a bunch of these systems in the past because you definitely want to create performance pay for in-house crews, because either you're paying hourly and you're pretty sure you're going to get good quality, but you don't know if you're going to get profitability and speed. And if you're paying for subs, You're probably gonna get speed. You're gonna get production, but you don't know if you're gonna get quality. And so whichever path you choose, you just have to have a system that solves it. Well, thank you, everybody. I don't know if Anand's still still here. Yep, Anand. I'd love for you to see us off and say goodbye, and thank you again for sponsoring this.

No, thank you, Adam, for doing this, and thank you everyone for participating in this. Just one closing thought: whether you are a one-person roofing company. company or operating across multiple locations, Zooper can really help you run your business more efficiently. There was a question from a small contractor. In this case, the AI provides the leverage of a large team, and obviously for larger contractors, AI creates consistency and control at scale. But I wanted to thank you with that closing thought. Thank you, Adam, and thank you everyone.

Yeah, everybody have a wonderful day. Go to zooper.co/zooper-rbp, get your demo. If you guys have questions, Come to our Winning Wednesday. We'd love to meet with you. Appreciate your support. Appreciate your comments. Appreciate the fact you showed up. You don't get more time. You can always make more money. You can't make more time. So the fact you spent your time means more to me than I can say. Have a great day, and we'll see you in the next one.