CRM strategy & implementation
CRM implementation
for roofing companies.
Connect the first inquiry to the sold job, the production handoff, and the numbers that follow. Build the process your team needs into the systems it uses.
30 minutes with Keith. Discuss a new setup, a rebuild, or a migration.
Where the work gets stuck
The CRM should help
the job move.
If the team still needs calls, texts, and spreadsheets to work out what happens next, the process needs attention alongside the software.
- New inquiries arrive without a clear owner.
- Sales stages mean different things to different reps.
- Production chases details after the sale.
- Finance finds a margin problem after the job is finished.
A connected job workflow
What needs to move
with the customer?
Select a step to see the information, next action, and handoff to define before building.
Make the next action clear.
The inquiry needs to reach a named person, with enough context to respond and a fallback if that person is unavailable.
- Information the team needs
- Contact details, source, assigned owner, and response status.
- Next action
- Create the next task and make unanswered inquiries visible.
- Check before the build
- Confirm what happens when a lead arrives after hours or the assigned person is away.
Give the sales stage a meaning.
The team needs to know what has happened, what the customer is deciding, and what is required before the job is marked sold.
- Information the team needs
- Inspection notes, estimate status, agreed scope, next follow-up, and required margin checks.
- Next action
- Move the deal when the agreed conditions are met, not just because a rep wants it out of the queue.
- Check before the build
- Check that production can see the accepted scope and the estimate it will deliver against.
Hand over a job the team can start.
A closed deal and a production-ready job are different states. The handoff needs an owner and a readiness check.
- Information the team needs
- Accepted scope, job documents, material information, start-date commitments, and pre-production approval.
- Next action
- Release the job to the production process when required information is complete.
- Check before the build
- Agree which system owns the production schedule and how changes get back to sales.
Connect the finish to the numbers.
Finance needs the completed-job information to invoice and compare the actual costs with the estimate.
- Information the team needs
- Completion status, approved changes, invoicing information, and actual job costs in the appropriate system.
- Next action
- Make completed work visible to finance and return cost differences to the people who can correct them.
- Check before the build
- Define which information belongs in the CRM, production platform, or accounting system.
Illustrative workflow. Stages, approvals, and system ownership are defined around your business.
The build
Clear records. Useful follow-up.
A handoff people can trust.
Process and pipeline structure
Map the job journey, define each stage, and establish the information needed to move forward. Decide who owns each step.
Lead handling and automation
Build assignment rules, follow-up tasks, and alerts around the sales process. Test what happens when a lead is missed, reassigned, or ready for the next step.
Data and system connections
Agree cleanup and migration rules. Define which system owns each record and what needs to move between the CRM, production tools, and finance.
Training and adoption
Train the team on the actual workflow. Document how to use it, who maintains it, and which reports show whether the process is being followed.
Full Throttle client engagement
A rebuild that reached
beyond the CRM.
Annual revenue over two years.
Company-wide gross margin during the engagement.
For one roofing client, Keith rebuilt the CRM, selected and built a lead nurturing platform, and developed a new sales process with team training.
The wider engagement also included operational changes and three margin checks: estimating guardrails, a review before production, and completed-job costing by finance.
Read the full engagementPlatform and migration decisions
Choose the setup
around the operation.
Start with what your current tools can do and where the process breaks. Decide what to keep, what to rebuild, and whether a migration is worth the disruption.
If HubSpot is part of the plan, the work can include pipeline design, data structure, automation, reporting, and migration planning. Production and accounting requirements still need to be mapped across the full setup.
Explore our CRM approachBefore the build
Practical questions.
Can you improve the CRM we already use?
Yes. We start with your process and current setup. An engagement may improve the existing system, rebuild parts of it, or include a migration when the requirements call for a change.
Do you only work in HubSpot?
HubSpot is a primary platform. Full Throttle also works across Salesforce, Zoho, Pipedrive, GoHighLevel, Monday.com, JobNimbus, and Jobber. The process and the systems you already use determine the fit.
How do you approach data migration?
Define which records and history are needed, map the fields, agree cleanup and duplicate rules, and test a sample before the final move. The cutover plan includes who checks the records and when the team starts using the new setup.
Can the CRM help protect job margin?
It can support estimating checks and the handoff into production. Completed-job costing still needs the right financial inputs. We define where each check happens and how the results move between the relevant systems.
Will you train the team and document the process?
Yes. Training and documentation can cover stage definitions, required information, follow-up, and handoffs. The scope also establishes who maintains the process and reporting after the build.
What does a roofing CRM project cost and how long does it take?
The scope depends on your data, workflows, integrations, and training needs. We review those before agreeing on price and timing. Published project ranges are available on the Projects page; the $1,000 SAE Diagnostic can help define what needs to be built.
Where does your team
work around the CRM?
Start with the part of the process that needs to change.