Roofing operations leadership
Fractional COO for
roofing companies.
When sales, production, and finance still need you to connect the work, another busy season adds more decisions to your desk.
Keith works with you and your managers to take on operating responsibility, strengthen the team, and keep agreed improvements moving.
30 minutes with Keith. Talk through the responsibility you need help carrying.
Annual revenue over two years.
Company-wide gross margin during the engagement.
The operating responsibility
Keep the departments
working together.
A stronger sales process changes what production needs to deliver. Production decisions affect margin and cash. Keith helps the management team work through those dependencies and act on the same priorities.
Sales and lead follow-up
Establish lead ownership, response expectations, and a sales process the team can use. Review what happens before a sold job reaches production.
Production and margin
Bring capacity, job readiness, and margin checks into the operating conversation. Connect completed-job costs to changes in how work is sold and delivered.
Managers and accountability
Clarify roles and decision authority. Work directly with department leads, support key hires, and check whether agreed changes are being used.
Inside an operating review
What needs a decision?
Choose an example to see the issue, the decision, and what gets checked next.
The issue
A signed job is missing details.
Sales has committed to a start date. Production still needs the final scope and material information. The owner is being asked to sort it out.
The decision
Agree what makes a job ready.
Set the information and approval needed before release to production, then assign the missing items to the sales lead.
Sales and production leads, with Keith coordinating the decision.
At the next reviewCheck the next release of jobs and carry any incomplete handoffs into the following review.
The issue
The job finished below its estimate.
Finance has the final costs. Sales and production each see a different reason for the variance. The next estimate still uses the old assumptions.
The decision
Follow the cost difference back to its source.
Review estimated versus actual costs together. Agree whether estimating, purchasing, labor planning, or a change in scope needs correction.
The relevant department lead, with finance providing completed-job costs.
At the next reviewCompare the next estimates and completed jobs to the agreed correction before closing the issue.
The issue
Every exception comes back to the owner.
The GM and sales manager each manage their team, but neither has clear authority over a recurring problem between departments.
The decision
Name who can make the decision.
Agree who owns the issue, what they can decide, and which exceptions still need the owner. Put that responsibility into the operating review.
The designated manager, within the authority agreed with the owner.
At the next reviewReview whether the same issue was resolved by the manager or still had to be escalated.
Illustrative situations, not client records. The cadence and decision rights are agreed for your business.
Working together
Start with how the
business actually runs.
Follow the work.
Review the relevant systems and numbers with you and your managers. Trace the lead, sale, job handoff, and payment to find where work stalls.
Set the responsibility.
Choose the first priorities. Agree what Keith owns, what your managers own, and which decisions remain with you.
Work with the team.
Use a regular leadership review to make decisions and track actions. Between meetings, Keith works with department leads on the agreed changes.
Roofing experience
Leadership in the business.
Work with clients.
Keith has held COO, CFO, and president responsibilities in roofing, through growth from $5M to $15M, a change in sales model, and preparation for a private equity sale.
In a separate Full Throttle engagement, a roofing client grew from $4M to roughly $10M. The work included a rebuilt CRM, speed-to-lead follow-up, sales training, and margin checks at estimating, before production, and after completion. The owner hired a GM and sales manager as the company reorganized around the new process.
Where to start
Scope the work around
what you need.
Ongoing operating leadership
For an owner who needs help carrying responsibility across the business. Involvement and pricing depend on the remit, the management team, and the work ahead.
If the immediate need is a defined CRM build or process change, we can scope that as a project.
Explore project workMap the problems first.
$1,000 SAE DiagnosticSAE means Systems, Automations, and Engagements. Get a business process map, a report, and prioritized recommendations, usually about one week after discovery and the required access and information are in place.
The full fee is credited toward a follow-on project of $2,000 or more, with no expiration.
Explore the diagnosticBefore we work together
Questions about the role.
What does a fractional COO do for a roofing company?
Keith helps lead the operating work across sales, production, and finance: setting priorities with the owner, working with managers, resolving handoff problems, and following through on decisions. The exact responsibilities and authority are agreed before the engagement begins.
Can you work with our existing general manager?
Yes. The engagement is scoped around the leadership team you have. Keith can work alongside your GM and department leads, with clear ownership so the same decision is not assigned to two people.
Can you help recruit and onboard key roles?
Yes. Full-cycle recruiting can cover role definition, sourcing, screening, interviews, offer coordination, and onboarding. We agree which hires and responsibilities belong in the engagement.
Does this include rebuilding our CRM?
It can include system and process improvements within the agreed remit. A larger CRM rebuild may need a separate project scope. That distinction is made before work begins.
How much does a roofing fractional COO engagement cost?
Pricing is based on the responsibilities, level of involvement, and operating complexity. We scope the ongoing role with you. The $1,000 SAE Diagnostic is a separate, fixed-fee offer, not a monthly COO rate.
Do I have to start with the diagnostic?
No. A discovery call helps establish whether the immediate need is ongoing leadership, a defined project, or a diagnostic to map the problems first.
What still lands on your desk
that your team should own?
Start with a 30-minute discovery call.