Roofing / Owner independence
Taking daily operations
off the owner.
Accounting support, an operations manager, and a digital sales process helped a roofing owner step back from most of the daily work he had been carrying.
What changed hands
The work had somewhere else to go.
The owner had help, but much of the company’s operating work still came back to him. Keith helped put the people and processes in place to carry it.
The owner was still holding the business together.
The company had a salesperson, a receptionist, and a production manager. The owner still managed crews and daily operations, ran the books and marketing, and handled CRM data hygiene and other operating tasks.
Keith’s work focused on building the management coverage and systems that would let the owner step back from that daily workload.
Putting people and processes behind the handoffs.
Keith provided fractional CFO and COO support. He helped establish the back-end accounting system and processes, along with bookkeeping and fractional finance coverage.
He also helped train an operations manager to oversee the operating work. With that manager and the supporting processes in place, the owner could step back from daily operations.
Building capacity across sales and daily work.
A digital sales process reduced the business’s reliance on the owner in sales. Keith modernized the CRM and built AI executive assistants for the team, opening up operating capacity.
By the end of the engagement, the owner had stepped back from most of the day-to-day responsibilities he had carried. He continued to do some selling because he enjoyed it.
The owner stepped back from most daily operations. Sales remained an area he chose to stay involved in.