June 24, 2025 • 55 mins
đźš« No ladders. No traveling. No kitchen tables.
✅ Just a phone, a system, and a team selling roofs in 8 states — all from one office.
In this episode, you’ll meet Kody Landals. He’s the founder of Reimagine Roofing and one of the smartest leaders in the roofing space today. Kody built a virtual sales team that closes big jobs without stepping foot in a home. And it worked so well, a national company bought them!
You’ll learn:
- How to sell roofs over the phone (even $70k metal jobs).
- Why speed, honesty, and deep roleplay win more sales in 2025.
- The BIG shift in homeowner behavior—and how to win in this new market.
- How Kody trains reps to handle HUGE deductibles and hard convos.
- Why helping homeowners make a decision is the new secret to closing.
If you’re feeling the heat with low lead flow, more “I wanna wait” responses, or long sales cycles… this one’s a must-watch.
đź’Ą This is next-level stuff to help you grow, scale, and STAY sharp as the market tightens.
đź”— https://www.reimagineroofing.com/
🤖 Have a question? Ask this customized ChatGPT for the answer! Specifically designed for this episode, it’s here to help! https://roofingpod.com/chatgpt-261
Listen to the episode on Spotify & Apple Podcasts (261) 👇
🎧 https://roofingpod.com/spotify
🍏 https://roofingpod.com/apple-podcasts
PODCAST SPONSORS:Â
- The Roofing & Solar Reform Alliance: https://roofingpod.com/RSRA
- JobNimbus Marketing Services: https://roofingpod.com/jobnimbus-marketing
- PowerUp Agents AI: https://roofingpod.com/power-up-agents-ai
- Day 41 Thrive: https://roofingpod.com/day-41-thrive
IG: https://www.instagram.com/roofingsuccess/
FB: https://www.facebook.com/groups/roofingsuccess
Join Our Facebook Group: https://roofingpod.com/facebook
📱 Text Jim @ (612) 512-1812 – Say Hi!
đź’¬ Leave Us a Review: https://roofingpod.com/review
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
What if you could close high ticket roofing jobs
virtually without setting footin the home and still get
acquired by a national player?
Cody Landels did exactly that.
As the founder of ReimagineRoofing, cody built one of the
most innovative roofingcompanies in the country,
scaling into eight states usingvirtual sales, a centralized
(00:21):
lead gen and a consultative teamselling model that most
contractors would never evenconsider.
In this episode, we unpack howCody's virtual first model led
to a successful acquisition by aPE-backed national brand.
What really caused the suddenshift in roofing buyer behavior
and how to respond.
(00:41):
The role of discomfort, honestyand AI-driven call coaching in
elite sales team performance.
And why helping people make adecision, not just selling a
roof, is the new name of thegame.
Plus, we talk about what mostowners get wrong when scaling
and how to stay sharp as theindustry tightens up.
(01:02):
If you're trying to grow, adaptor just survive in 2025's
market, this episode is puregold.
Let's jump in with Cody Landelsof Reimagine Roofing and my
fellow coach with the Roofingand Solar Reform Alliance.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
(01:24):
leaders in the roofing industryto help you grow and scale your
roofing business, cody Landles.
How are you, man Doing awesome.
How about yourself?
Great man?
Reimagine Roofing hasprogressed.
Yeah, how are things going postacquisition.
Speaker 2 (01:46):
Awesome, awesome, I mean, um, at least awesome for
me.
I know the admin team at theparent company probably not
quite as awesome.
You know it's been a little bitof a transition, uh, from you
know being able to just go intosomebody's office and say, hey,
do this, or you know, hire thisperson, or um, hey, changing
this, to now having to fill outa form that you know has to take
(02:09):
five days in order for it tohappen.
And then you know that.
You know so that that's been achallenge, but, but I mean,
besides that it's been, it'sbeen awesome.
You know, it's really allowedme to be a a lot more involved
in in the day-to-day with on thesales and the marketing side.
Um, you know, not being asconcerned with kind of the
(02:31):
dollars in, dollars out and, uh,you know really is has allowed
my brain to be in the you knowthe right brain space, you know,
the whole work week, ratherthan having that constant like,
oh yeah, that's all awesome, wemade a great sale, all right,
let's make another one.
Wait, hold on, did he pay hisbill yet?
Did this?
You know, and you're you'reconstantly kind of juggling.
You know 19 things and now I'monly juggling like five, so much
(02:53):
, much better in that regard.
Speaker 1 (02:55):
Much easier, much easier.
How did let's talk a little bitabout?
So?
For people that don't know you,we could go back a little bit
further.
You've been on the podcastbefore.
We coached together in the inthe roofing and solar reform
Alliance, so we know each otherwell.
But what you know for peoplelistening like how did, where
did re-imagine roofing come from?
How did, how did you startre-imagine roofing and what was
(03:16):
the vision for it?
Speaker 2 (03:17):
Yeah, um, just kind of the the brief summary of it.
Um, you know, I started in thesolar industry and I was working
with a lot of roofers in thesolar industry.
I got tired of unprofessionalroofers and just taking multiple
days or even weeks to get aquote.
So I wanted to reimagine theroofing process, hence the name.
So I launched Reimagine Roofing.
(03:39):
We started off as a B2B focusedcompany where we did roofing
for the majority of the solarindustry.
As the solar know kind ofimploded from the inside out, we
switched to a direct consumermodel, um, with a focus on um
really utilizing technology togive a unique uh homeowner
experience.
So the big thing that um reallyseparates us is we sell all of
(04:01):
our roofing projects umcompletely virtually.
Um.
So while sometimes we'll stilldo in-person inspections, many
of our homeowners already knowthey have a bad roof and they
just want to get it taken careof.
They might be in Europe at thetime and, you know, or they
might be an Airbnb owner thatowns multiple properties, or
they might just be somebody thatdoesn't want to have to deal
with their unruly kids and dogs.
(04:22):
You know, like myself, I got aGreat Dane in 202.
But they're unruly kids anddogs Like myself, I got a Great
Dane in 202.
So if you're going to come sitin my house to have my
six-month-old screaming and mytwo-year-old screaming and my
Great Dane trying to lick you todeath, it's like man, can't we
just do this over the phone, andit'd be that much easier.
And so that's really what we'vedone is try to make the roof
buying process as simple aspossible, to appeal to that
(04:44):
customer that wants to dosomething quick over the phone
or over a zoom call, and itallows us to help a different
subset of homeowners than thanyour kind of your average
homeowner.
Speaker 1 (04:56):
Yeah, that's it and it, it is, it is.
It has definitely changed the,you, the perception.
I know a lot of the, a lot ofmembers in the rsra have gotten
some inspiration from you andand it's like wow, we, what do
you mean?
We're not going to the kitchentable.
Like, what do you mean?
We're not climbing the.
(05:16):
You know what I mean.
Like it's just wait, what doyou?
How do you wait a second?
Like, like, but it's workedRight and it has worked to you
know, I mean you've had your upsand downs and struggles, like
everyone does, but that, butbuilding it that way led to a, a
(05:37):
future acquisition, maybe,maybe speak to that a little bit
of you know kind of how thatcame about.
Speaker 2 (05:42):
Yeah, Um, you know, the thing that I, you know kind
of how that came about.
Yeah, you know, the thing thatI I've always kind of talked to
my team about is that you know,we don't need to sell not
everyone's our customer.
We can't sell a hundred percentof the people, and so by
focusing in this niche, itallows, allowed us to find the
right customer, just likeCarvana people buying cars
without test driving it.
(06:04):
You know, sometimes homeownersare OK, you know, not having
that person at the kitchen tableand many people have actually
said it's a miracle to them,like, oh, thank you so much, I
didn't want that.
And if you think, from ascalability perspective, my team
is selling roofs in Florida andNew Jersey and New Mexico and
Utah and Texas and Arizona, allfrom right here in Arizona.
(06:27):
So one, it's scalable, but alsoit's a lot more manageable.
All the calls are recorded veryeasily because they're on the
phone or on a Zoom call.
I can walk out there and listenin real time.
So there's a lot of kind ofoperational and leverage
benefits there and so that wasreally appealing to the private
(06:50):
equity space because it providesa real roadmap and a real
system to be able to sellroofing in 48 or 50 states,
which has always been kind ofone of the challenges in the
roofing spaces.
How do you take it national, howdo you provide that consistency
when a roof in Oregon is somuch different than a roof in in
(07:11):
Arizona?
You know, how do you?
How do you scale withoutsacrificing quality or without
having, you know, kind of afranchise model where it's like,
yeah, we're in, we're in, youknow 28 States, but Bob over
there doesn't do it the same way, jim doesn't do it and Steve,
like Steve, doesn't even come tothe calls, like you know, um.
But I think when you can controlthe leads and the sales, um,
(07:33):
then the rest of what you'redoing is producing at the local
level and that becomes a lotmore easy to manage and, uh,
systemize.
Because if you have one branchthat's doing 20 million a year
and your other branches aredoing 5 million a year, it's
tough to then tell that persondoing 20 million a year what to
do, or, or to do it differently,or you know they're 50 of the
(07:56):
revenue.
What are you going to tell them?
You know, and and I think, like, by centralizing the sales and
the leads, which we still haveour field teams.
We still have our teams that goout.
You know they.
They still do a ton as well.
But I think long-term kind ofthe vision of being able to
centralize increases thescalability.
Speaker 1 (08:11):
Yeah, definitely, and it there are so many challenges
with scaling and moving intonew locations.
Um, so you were acquired byelite construction solutions,
right, mike Braun and the teamover there.
So you were acquired by EliteConstruction Solutions, right,
mike Braun and the team overthere, who I've known for years.
He's been on the podcast acouple times and they I really
(08:32):
what were some of the things Ithink for a lot of people that
are starting to get into thisacquisition area of their
business and they're starting toget some attention, they're
starting to get the phone callstheir business and they're
starting to get some attentionand they're starting to get the
phone calls.
How did you, how did how didyou go through the process of
make sure it was the right fitfor you guys?
Speaker 2 (08:51):
I think it starts with defining what you want, um,
and having clear vision on that, because somebody there's
enough players in this spaceSomebody will give you what you
want, but if you don't know whatyou want, going into it, uh,
then you're going to struggleand you're going to probably end
up unhappy.
And, and for me, what I wantedis I wanted a clear pathway to,
(09:12):
to be able to take this to thenext level.
I wanted a decent uh ramp, andI I'm a salesperson at heart, so
I wanted to bet on myself.
You know, I wanted, I didn't, Ididn't value getting a ton of
money at close Um, I, you know,drive a company truck to this
day.
I, you know, I'm perfectlyhappy in the house I'm in, so
it's like okay, great, give me,you know, $5 million tomorrow.
(09:33):
What am I going to do?
I'm going to keep doing whatI'm doing now.
I'm building.
So instead, um, as anything inthe world, if you're willing to
bet on yourself and defergratification or defer payment,
it's always going to be largerif it's tied to success, and so
for me, that was reallyimportant and and everybody was
like oh, you know, or most everyother people that I'd spoken to
were just giving clearmultiples of ebony.
It's like, great, you did thislast month or this this last, 12
(09:56):
times it by this number andhere's your payout.
I'm like, yes, but I'm also mytrajectory is looking like this
and I, I know what I'm about todo and I'd like to bet on what
I'm about to do.
And they're like, well, yeah,but this is what you did in the
previous 12 months and they justkeep coming back to that.
(10:19):
You know some financialsecurity and some other you know
, guarantees that around my team, around you know, keeping the
personnel in place, having someautonomy on the decision making
and going to build what I wantedto build.
And I wanted, you know, thatrocket fuel to put on what my
vision was.
And I wanted a partner thatbelieved in my vision.
(10:40):
And, at the end of the day,they were really investing in
that vision.
My company, yes.
Um, at the end of the day, theywere really investing in that
vision.
My company, yes, but, but moreso, the vision of, of what came
next.
Speaker 1 (10:49):
Yeah, what was the most painful part of the process
for you?
Speaker 2 (10:54):
Oh man, um, the last, I don't know, it was all a blur
, whether it's like three daysor seven days or whatever it was
.
Um, you know, ours was morecomplicated than most because I
was a 51 49.
You know, I had a financialpartner that was here from the
beginning, you know, reallycompletely silent, but had the
(11:17):
financial interests as well.
Also, you know, throughout ourprocess, we had taken on a
minority investor that hadinvested in us to blitz scale to
the East Coast, a solar companythat also, the way the original
investment was written, hadmore control than they should
(11:37):
have as a small investor.
So it was a lot of moving partsand a lot of people.
It was the best way I coulddescribe it.
It was like a giant game ofchicken that it was in
everybody's best interest to getthe deal done.
But at one point or anotherprobably myself included, I
think all parties said you knowwhat, maybe this deal isn't for
(11:58):
us.
And so it was.
We were actually having like acompany event, you know, and so
it was.
Um, we were actually havinglike a company event.
We had a bunch of people fly inand we were like doing a game
show and I was just sitting inthe lobby, uh, like just
rotating calls of like, uh,because also it was like kind of
all, like I was the centralpoint of it all and it was like
calling all right, now, we'rehere.
All right, now we're here.
(12:21):
Okay, hey, what about?
Is that five, 30 or somethingas well?
And it's, we were trying to geteverything done, um, you know,
before the weekend.
Basically, there was some sometime constraints on it as well,
so, um, that was reallystressful, having multiple
parties um involved in kind ofit not being as simple as all of
us just getting to the tableand talking together, but like a
high level game of telephone,because also with the other
(12:44):
parties, it would then, you know, go to the person I'm talking
to, you know up a couple oftimes and then come back down a
couple of times and come back,you know.
So it was.
It was um, very, very, um, very, very challenging, but taught
me a ton, um, and you know itwas it.
Um, it was a great experience.
Like it was.
It really was something to kindit.
(13:05):
Um, it was a great experience.
Like it was.
It really was something to kindof see um this happen in real
time and to be a part of it.
Speaker 1 (13:09):
Yeah, for sure.
And then you know, as you said,this was the.
The partnership came together,the acquisition came together
and, like I asked you like whatwere the things?
And it, and it was like thealigned vision, letting you
express your vision and thiskeep, keep this thing moving
forward in the, in the ways thatyou're looking at it.
(13:31):
What is what has it been likesince?
Right, you said you went fromjuggling 19 things down to five.
How has that helped you?
What is the outcomes been?
What's, what's it been like?
Post, I guess, post, uh, postacquisition?
Speaker 2 (13:49):
Yeah, um, I think it's allowed me to stay in um,
your flow, state Um, and it'sallowed me to.
It's as funny as it sounds.
It's allowed me to, uh, do deepwork at work.
So I used to only be able towrite new scripts or build a new
presentation or do some ofthese like creative things,
(14:10):
either on the weekend or, youknow, at four o'clock in the
morning, like from four to seven, until, like, the other day
started and now I can do thesethings.
You know, I sometimes look atmy calendar and I'll have a a
three-hour window and I'm justlike, oh, wow, I, I guess I'm
gonna work on some scripts, cool, like you know, it's like I've.
(14:34):
The first couple times it wasweird.
It was like, oh man, what I gotthree hours, what am I supposed
to do?
And I'm just like, oh man, Ican do like this stuff, that's
also work.
But I've always thought waslike weekend work.
So, um, it's allowed me to getmore kind of precise with our
language.
You know, listen to more calls,do more training, just really
just sharpen the sword, you know, across the company, which has
(14:58):
allowed us, you know, then, torespond to things in real time,
you know, such as the neweconomic challenges, such as new
customer sentiment.
Being able to see that in realtime and getting a response out
within days of getting thefeedback from the sales team or
hearing it on the calls hasallowed us to be nimble during
(15:21):
times like this where things arechanging quickly.
Speaker 1 (15:24):
Let's talk about that a little bit, cause I think
that's been coming up a lot onour you know, on on my RSRA
calls, I'm sure if you know onyour calls too.
Um, I had a call this morningand uh and and I don't.
I don't know if everyone'sready, I don't know if everyone
believes the, that it's real.
(15:46):
Yet they're still wondering,they're starting to question
their marketing agency, they'restarting to question their
marketing manager.
They're starting to question ifthis B the LSA account right.
I feel like there's a lot ofpeople questioning that but not
(16:11):
coming to the realization thatthere's something bigger going
on 100%.
Speaker 2 (16:18):
I mean, I would be lying to you if I told you there
wasn't a week where Iquestioned the virtual sales
process, just a month ago.
I was just like man, maybe do weneed to start sending people in
people's homes again Likewhat's going on?
Because there was a verydistinct shift in consumer
sentiment that seemed toliterally happen in real time.
We went from basically neverhearing it to six, seven times
(16:44):
in a week that, hey, um, I, Ijust lost a lot of money in the
stock market.
Um, I don't, I don't know if Imight hold off for three months
on this roof.
You know, or you know, we do alot of high end metal roofing
and our ideal customer issomebody that probably has one
to $5 million in the stockmarket.
You know, it drops 10%.
They lost a hundred, 150 K, 200K, and in a weekend, you know
(17:05):
it drops 10, they lost 100, 150k, 200k, and in a weekend, you
know, or in a week, and they'rethey're like.
Now they're like, hey, maybe Idon't do this 70 000 metal roof,
maybe I should get a shingleroof.
You know, and and we, we saw ithappen in real time and um,
yeah, to your point, I wasquestioning the sales process,
you know, thinking that theremust be something wrong there.
You know, I was questioning theleads.
(17:25):
I was like man, man, what'sgoing on but it and then you
started seeing the data come out, that consumer sentiments the
lowest it's been since the 1980sor the second lowest, whatever
the stat is.
But but yeah, consumers arefeeling more tight.
And even as I talked to mycompany and you know, like my
brother's, like yeah, you know,I stopped putting any more money
in the stock market for like aweek or two.
I just kind of want to see howthings shake out.
(17:47):
And then, you know, somebodydid another person said that I'm
like OK, so everybody is nowjust kind of put a pause on
investing, just like anecdotally.
Of course, you'd put a pause onspending 20K on a roof,
especially if it's now also likea retail roof.
Where it's I just have a littlebrown water spot.
I, you know it's really, it'sjust it's.
(18:08):
I mean, you know, maybe I'lljust wait another until I get my
next paycheck and my nextpaycheck.
So all of that little, justthat little bit of is is what
changes massively your setpercentage, your, your close
percentage.
Um, you know, all of these, allof the leads and the and the
sales, because that little bitof of doubt on top of something
they already don't want and, yes, maybe don't in their mind need
(18:32):
because it's just a littlewater spot, or it's just 20
years old, it hasn't startedleaking yet.
You combine all of thattogether and and you'll see a
huge drop off.
And that's that's what we'rehearing from contractors across
the nation and it I'm hearing itnot just in the roofing
industry.
Speaker 1 (18:49):
I have my ear to a lot of other industries too, and
especially around home servicesand contracting.
Boy, it's uh, it's the sameeverywhere.
Um, and so you know the uh, theCOVID boom is gone.
So you know the COVID boom isgone, and I think everyone needs
to come to grips with that.
And so you're in a very uniqueposition.
(19:13):
How many states are you guysselling in now?
Speaker 2 (19:18):
We're in eight states .
Speaker 1 (19:19):
now, what's that?
How many states or markets,because I don't know if you
might be in multiple markets ina state.
Speaker 2 (19:27):
Yeah, we're in eight states and about 15 markets is
where we imagined.
And then the parent familybrands has another about seven
or eight states which we will beselling in those very, very
shortly.
We actually just that event inSt Louis, that hailstorm, we
sold probably about 20 or 30roofs in conjunction with the
(19:48):
local brand there, so that that,you know, was our kind of first
rollout of of you knowprototype test case.
It went amazingly well.
And so you know, now we imaginewe'll stay in our locations.
We were opening, like we justopened up Dallas, so we'll keep
naturally growing, but we nowwill have the ability, if
(20:20):
ability.
Speaker 1 (20:21):
If something happens in Omaha, you know we would
activate, you know, my salesteam with that local brand in a
combination of their doorknocking their mailers.
Right, because you know it'snot just.
Well, we haven't had a stormthis year yet, right, like which
I think a lot of people aregoing to start to say.
But even like that there's.
Give a shout out to one of oursponsors.
I talk to contractors every daythat feel stuck, not because
(20:50):
they're not working hard, butbecause they're missing the
structure to grow without chaosor their culture's falling apart
, because their team's unclear,unaligned or just burned out
clear, unaligned or just burnedout.
And when change hits they'rereacting instead of leading
because time and prioritiesaren't under their control.
(21:10):
Day 41 Thrive helps to fix thatwith proven strategies for
growth, culture and leadershipthat actually work, ready to
thrive beyond the storm.
Visit the link in thedescription or visit the Roofing
Success podcast website on thesponsors page to start your
journey today and having that,having that viewpoint of all of
(21:35):
those markets mostly retail forReimagineer, mostly retail
markets, right.
Speaker 2 (21:41):
Yep, yep.
And then the other markets aremostly store markets.
They're other brands.
Yep, the other brands in theportfolio.
Speaker 1 (21:49):
Yeah, yeah, so it's.
It's a.
You guys have a unique position.
But but, being in specificallyretail boy, I've heard uh, we
were talking this morning on mycall in in rsra one guy was like
yeah, the, even the home showwas different this year.
There wasn't as manyconversations.
There wasn't.
You know, like everything isthe writing is on the wall.
(22:12):
So now the question to you iswhat are you going to do about
it?
Speaker 2 (22:20):
Yeah, I mean, and I think that a couple of things
are necessary.
One is helping homeownersunderstand that this is a need,
not a want.
Is helping homeownersunderstand that this is a need,
not a want.
Maximizing the amount ofattention when you have their
attention, meaning twofold.
One, when they call in,understanding that they might
(22:42):
have enough activation energythere, but after that call in,
they might not.
If you don't build up even more, they may not show up to the
appointment because they're justkind of right on that edge.
I don't even know if I, if Ishould do it, not do it.
So I'm really making sure thatwe maximize the time with
homeowners, that when they theyare prepared to make that
investment of time into seeingif they need a roof, making sure
(23:05):
that you have really goodevidence, because I think we're
starting at a lower point, youknow, if we need to, I always
think of it as kind of gettingsomebody to a certain level of
activation energy of buying aroof right now.
If they were here before andthey were going up now, I think
they're starting way down hereand so, um, they want to even
more.
So not do it if possible.
(23:25):
So we have to have better photoreports we have to have.
You know education.
You know sending out like ourvideos beforehand to help
homeowners understand.
You know the consequences ofnot replacing the roof.
And that's the other majorthing is that you know waiting
has never saved you money inroofing.
It literally has anytime youlook at, especially over the
(23:48):
last four to five years.
And it's not just priceincreases, it's additional
plywood damage, it's now drywalldamage because you let that
little brown water spot now turninto your whole kitchen
collapsing.
So if you were in a tightposition before, like, do you
really want to add $2,200 to itinterior?
(24:10):
And then through all that youwaited a quarter and guess what,
we have another price increase.
So now it's another.
You know, $800 on that, youjust cost yourself $3,000.
And so what we've really beenworking with the team on is
helping homeowners makedecisions not by roofs, and I
think there's a difference inthe way you approach it and the
way you talk to the homeowner.
(24:31):
And now our goal is to helpthem make that decision first,
and then, once they've decided Iam going to buy a roof, then we
can help them choose the rightroof.
Speaker 1 (24:42):
Yeah, that's awesome and I like how you put it, like
helping them make a gooddecision or helping homeowners
make decisions versus you know,I mean we've, we've, we've
shifted a lot into consultativeselling over the years.
Everyone has, but, even if itfeels like you're taking it a
(25:04):
step further, is that how you'reenvisioning it?
Speaker 2 (25:07):
Yeah, I mean I look at it kind of like Is that how
you're envisioning it?
Yeah, I mean I look at it kindof like you know personal
training.
You know I came into that spacebefore solar and a lot of times
you know people would come andyou know they'd go through,
they'd join the gym, they'd gothrough that initial like
assessment and then they kind ofwould be like, all right,
that's great.
Now I, you know they have theirlittle free workout plan.
(25:28):
They're like now I know whatwhat I need to do and it's and
it's helping them.
See, like hey, but you've knownthat five other times and
you're still sitting here todayand you haven't achieved your
goals.
Yes, maybe you need help, um,and taking just that extra
convert, like that extra um.
You know um alex ramosi says um,the only thing that separates
(25:50):
manipulation and helping peopleis intent um.
And you know um Alex Ramosisays um, the only thing that
separates manipulation andhelping people is intent Um.
And you know, even if you're, Iused to manipulate people into
going to personal training, butbecause they had failed five
times before and I saved themfrom getting on diabetes
medicine and they had never beenhappier and they made more
money at work and all, and theywere thrilled with it.
But at the end of the day, youknow if you could call it
(26:11):
manipulation, um, but I thinkthe difference is in a tent and
we have to be okay, asking thehard questions and kind of
pushing on homeowners that areyou really going to wait?
Is that really what's in yourbest interest?
Um, you've seen the photos.
Your, your roof's not going toget any better shape, um, you
know, and asking some of thosehard questions and being a
(26:31):
little bit more suggestive andbeing a little bit more, you
know, some people would call itpushy, but I would say I would
call it honest, um, and I thinkin the past, because people were
like here, take my money, itwas a lot more just like oh yeah
, you're definitely going to buya roof.
Okay, great, here's why I'mawesome.
And then they would sometimespick us.
(26:51):
But now a lot, of, a lot ofpeople I mean literally just in
the last two to three monthsthey're thinking what's in their
best interest is waiting sixmonths, and if you're a roof
professional and you know thatroof is 21 years old, it's not
in their best interest.
We're gonna have another priceincrease, you know they're gonna
get more interior damage andthey're gonna be in the same
place they are now.
Interest rates aren't going tochange much.
Nothing's going to change insix months, except it's going to
(27:13):
go up a little bit more.
And so they need to do the rooftoday and if if we have to, you
know, be a little forceful withit, obviously in a professional
manner then we're still doingwhat's best for them, and I I
firmly believe that and this isso.
Speaker 1 (27:27):
Now I think the challenge becomes and this is
I'd love your advice on this for, for the listeners and you know
you talked about it's coachingyour sales team to have those
conversations because they canget uncomfortable.
Don't like to get uncomfortable.
(27:53):
It's much easier, cody, to justsay but I'll give you a free
roof for the cost of yourdeductible, like it's just a,
it's, it's just so much nicer,right Then then having to having
to tell someone look, this isthis is really what, what's
going to happen, this is whatthe real problem is.
I hope I can help you see whereyou're really going with your
(28:14):
decision.
That can get uncomfortable.
How are you developing yoursales team to have those more
challenging, more uncomfortableconversations?
Speaker 2 (28:32):
more, uh, uncomfortable conversations.
Um, it's role play.
I mean a hundred percent umrole play.
And I, and what I would say tokind of your first point of that
, um, the sales personality thatthat just wants to do the roof
for the deductible, that's goingto get uncomfortable really
quick as well.
Um, because on these, like Isaid, we just worked this St
Louis storm, um, we had one one,the highest deductible we saw
was 15 000.
We had an 8900 deductible, a7600 um, I mean these, these are
(28:55):
retail roof price prices almostfor a deductible.
Um, and that storm, you know,demolished siding and roofing.
So you know it's a 30, 40 000claim and the guy has a 15 000
deductible.
It's not like he can go outthere and, you know, replace
some window screens on his ownand cover his deductible.
It's, it's, you're good.
You have to be comfortablehaving these tough conversations
(29:18):
because that's that's the spacewe're living in now.
I, I and we're going to seemore and more of it.
But that was, this was thefirst term.
We worked, 've done stuff, youknow, after the hurricane in
florida, and we saw sometimeshere and there, but this was the
first one where it was justlike almost, and these weren't,
these weren't huge homes, I mean, it was like a quarter million
dollar home, like 250 300 000home, uh, with, with a you know
(29:41):
nine thousand dollar deductible.
So I can only imagine, you know, when that first storm hit
dallas and it's a you know 70square roof, do they have a 25
000 deductible?
Um, so that is it's here.
I mean, people, we've beentalking about an rsra, you've
seen it on like facebook, etc.
But this was the first stormwhere it was like every other
one.
Uh, we were expecting, westarted expecting, you know,
(30:03):
three, four, five thousanddollar deductibles, um, and
we're surprised when it was athousand.
So, yeah, um, and it.
But it really comes down torole play and just, you know,
having the just reps, reps, repsof that one specific you know
conversation, like one littlething that we just implemented
is we used to ask at the end ofkind of our presentation, we'd
(30:26):
say hey, on a scale of one to 10, how would you rate your
experience so far?
And let's say they would saynine or ten, with you know a
trial close.
We would say, okay, sounds likeyou really want to do business
with reimagined roofing.
Um, now we've changed it tosounds like you've made the
decision to use reimaginedroofing.
So we put a little bit more ofoomph in it to to
(30:47):
psychologically in their brainsay, yes, I made the decision
now to to work with reimagineand then they they confirm it.
So little things like that isis how we've been working to uh,
but that's uncomfortable to sayto somebody, because what if
they say no?
You know, what if they say no,like you know?
Then what do I do?
And then okay, great, let'srole play it, you know.
And so, um, just, but then thengetting having the team role
(31:11):
play that one sentence 10 times,15 times, 20 times, so it feels
comfortable when they say it,rather than you know, role play
the whole presentation one timeand only role play that you know
that that ending one time aswell, like, no, let's role play
the uncomfortable spot 20 times,so then you're comfortable when
it comes up.
Speaker 1 (31:31):
Yeah, get comfortable in the uncomfortable Cause it's
, you know, and, and that thatthose are the most critical
aspects, right?
Um, I think that's the biggestchallenge.
And then what, what, what's?
What's really challenging, youknow, I mean from a, from a
human perspective is is like wejust get worried that they're,
(31:53):
we're worried what they're goingto say, and we've heard all of
the rest of the conversation andwe're to this point now and
it's time to say it, and it'stime to get it out of your mouth
, and it's time to get it out ofyour mouth very confidently,
because the homeowner will smellfear the way you say it.
And so, um, what, I think anadvantage that you have.
(32:16):
Then you said, like, becauseyour team is all in house, um,
all the calls are recorded.
Um, you know how?
How are you, as a uh, inmanaging that process?
Are you, are you know how?
How?
How, how much effort are youputting into?
Uh, you know, reviewing thosecalls?
Are you using some ai tools tohelp you review the calls?
(32:38):
What are you doing there?
Speaker 2 (32:40):
yep, yep.
So we, you, we do use some ai.
Uh, they put their their calltranscripts into uh chat gpt and
then it um, we have like aformat that we put in a chat GPT
that says, hey, this is whatit's supposed to be like, and
then it will spit out theformula along with analysis as
well.
So that's good.
The other thing is reallyself-assessments as well.
(33:01):
Like, actually, the team rightnow is on self-assessments, so
they listen to their own calls.
And then the new thing that Ijust started this week is uh,
once a week they have to pitchin my office.
So I set up a little like uhpitch station, um, that, they
that.
So once a week they have tocome in there and pitch live um,
I, we still listen to calls andetc.
But I want them to feel alittle bit of that tension, a
(33:23):
little bit of that, you know,like that adrenaline.
It's like okay, um, you know,look alive, um that.
But but then also, each weekthey bring their best call and
their worst call um to beevaluated by the sales manager.
So bring me what you think isyour absolute best call, and if
that's a C, okay we haveproblems.
You know, um, like, if youthink this is your best um, so
(33:47):
at least I know what you thinkis supposed to be happening,
because then it gives me insight.
Okay, are the other ones you'rejust not following?
Or do you honestly think thaton question number three, you
should say this you know, or soit gives us insight into?
Like, hey, do we need moretraining or do we need more
effort?
And I always think that'simportant to understand.
And then the worst call goesknow, gives us insight into,
(34:10):
okay, let's figure out.
How did this become?
The worst call and that's whatwe really try to train on is
like, let's listen to it.
Okay, you see, right here, thisis where the guy started asking
you the questions.
He could hear the fear in yourvoice and then, from six minutes
to 32 minutes, you just gotcompletely bulldogged every
single step of the way, likethis.
But this is what happened righthere.
(34:31):
At five minutes and 45 secondsto 601, you lost control right
here.
And then look what happenedright here, we don't need to
listen to the other 26 minutes,like.
We just like don't do this nexttime.
All right, awesome, let's go.
You know, um and and like that.
That's the benefit of, uh, youknow, having those recorded
calls is like we can just lookat that and see this is exactly
(34:53):
what happened.
And then, once that happens,like you'll never do it again,
you know.
It's like it'll just be like,ok, man, you see that, coming
100 miles out, if anybody evertries to kind of take control of
the call again or you know youstumbled or whatever the
situation was, it's just itbecomes a real learning
experience.
Speaker 1 (35:10):
Definitely.
I love the I.
I love the idea of that thatyou brought in.
I think it was a big aha moment.
Was this, is this was my bestcall?
Letting them say this was mybest call.
And then you're grading thatcall and you're like, oh, that's
an expectation, right?
A lot of times people will feelthat they're doing better than
they are and and we'll.
(35:37):
You know that that that's a bigone for teams out in the field.
I think of like.
There's devices like plod thatyou could hook up, but it's like
a little microphone thing thatjust records everything that's
going on into an app in yourphone.
You have the more sophisticatedstuff like Rilla and and and
those, uh, those, what's theother one there?
You know that, um, yeah, yeah,yeah, like there's.
You know there's those types oflike.
(35:58):
There's those that could beused as simple as the voice
recorder app on your phone Yep,and it doesn't have to get
complex.
Turn on the voice recorder app.
Yep, and it doesn't have to getcomplex.
Turn on the voice recorder app.
Record the conversation.
Take that It'll.
A lot of the voice recorderapps will do a transcript for
you.
If it won't, you just pop in.
(36:19):
You know you drop it insomewhere to do a transcript and
then drop that and start tostart to be able to diagnose
that.
So I would say, if you have ateam that is not in office, like
Cody's you know, put somesimple things in place that
could replicate this in yoursales process.
Speaker 2 (36:39):
Yeah, with an Engage presentation as well.
If you use Engage, it measuresthe time on each slide.
So you know, if on this slideyou're supposed to ask one
question and we spent 17 minuteson it probably a little bit of
insight into that.
This is probably where thingswent left, so you know, if you
can combine, engage with therecording even better.
You know, yeah, that.
(37:01):
So there's other likepresentation software, that has
that benefit too.
Speaker 1 (37:04):
Yeah, that's, that's great advice too.
That's great advice too, and Ithink that this is what kind of
back to the beginning of theconversation, when we were
talking about like everyone'sworried about.
Like man, do our leads suck?
Do the Google why these GoogleLSAs are down a lot?
What's going on?
I know you're enjoying theepisode, but let's give a shout
out to another one of oursponsors.
As a roofing marketing agencyowner and coach, I've seen it
(37:28):
all great marketing wastedbecause no one follows up fast
enough.
That's why I built power ofagents, not just a receptionist.
Our AI handles the entirecustomer journey, from answering
the first call to booking thejob, to post job surveys and
reviews 24 7, inbound, outbound,even mult.
(37:51):
If you want leads followed upinstantly and customers nurtured
automatically, visit the linkin the description or visit the
sponsors page on the RoofingSuccess Podcast website.
Your full AI team is ready.
Your full AI team is ready.
(38:12):
Kind of back to the beginning ofthe conversation, when we were
talking about like everyone'sworried about like man, do our
leads suck?
Do the Google why these GoogleLSAs are down a lot.
What's going on?
Like a lot of times, the juiceisn't in your marketing, the
juice is in the process.
From the time the phone rings,through that sales conversation,
(38:34):
and and and you, you can havebig, big gaps there, that that
make your marketing spend veryinefficient, and so so getting
really detailed and and and.
For those of you that havenever gotten this detailed, this
is who you're competing against, so start like put some effort
(38:57):
into it.
You know you can't just go outand hire people and hope it's
not a good business strategy.
You know it's tough.
Speaker 2 (39:08):
Another piece of advice I'd give during this,
this time period, would be speedas well.
Um, just, you know the oldsaying time heals all wounds.
The first time you have thatlittle water spot on your
ceiling, it's the end of theworld.
Your house is collapsing.
You know, do we have to get ahotel tonight?
Like, ah, you know, um, threedays later it's just a little
(39:29):
brown spot.
You know, a week later it'slike hasn't that been there the
whole time?
It was there when we moved in.
So, you know, every if youpresent.
Now, eight days later, I'm notas motivated anymore.
You know it's.
It's.
I'm just like, yeah, well, youknow, but if it happened last
night and you called me thismorning and we're talking later
today and we go over the photoreport and I show you the photos
(39:50):
, that, hey, now, this is whatyou're seeing inside, this is
what's happening on the rooftop,you're like I knew my whole
home was going to collapse.
I knew it.
Ah, you know.
And then it's like all right, Igotta get something done.
Um, because we're right next towhat just happened.
That gave you enough activationenergy to call me.
But every single day you'regoing to start that's going to
drop down.
(40:11):
And then also if you, if youthink about the other people
you're competing against, if Iget my quote, if they call it
Monday and we speak Monday, um,if, if you're not till Friday,
they might not even sit downwith you.
But also, if now you stretch aweek out to get them a quote,
maybe now they get five quotesinstead of three.
(40:31):
Or maybe now they take twoweeks to make a decision instead
of three days.
Or maybe now they take twomonths instead of two weeks.
You're giving them theperception and kind of the
permission to take longer tomake that decision.
You're like, hey, don't, it'snot a big deal.
Versus with us, it's like, no,your roof is leaking, that's a
huge deal, we should get thistaken care of tomorrow and they
(40:52):
go okay, yeah, I want to get ittaken care of tomorrow.
Speaker 1 (40:58):
And we can.
Okay, now I'm matching yoururgency.
Yeah, that's great advicebecause, yeah, it's crazy how
fast the urgency fades.
We just talked about some ofthe stock market dipping and
people freaking out.
I'm already seeing people feellike, oh well, it wasn't that
bad, like, oh, maybe I yeah.
Speaker 2 (41:19):
Well, you know it's just the way.
It is Just going to go up anddown.
Speaker 1 (41:23):
We're good, I'll be in the middle.
Yeah, we're all right now.
Right, but in the moment, oh my, my gosh, like you know, the
world is collapsing.
So there's a lot to that as how.
What have you seen?
You guys do a lot of marketing.
I know you do a lot of LSAs.
You do a lot of a lot of othermarketing stuff.
What have you seen from themarketing side of things?
(41:44):
And then I know that you wentto a conference recently where a
lot of big time marketers andbig time lead aggregation
companies were.
You know you got to hear someconversations going on there.
What is it?
Let's move to that lead side.
You know you got to squeeze thejuice and I implore people to
do that.
Create the urgency ofeverything that you get.
(42:06):
Make sure that you treat thatas the last lead you'll ever get
in your life.
But now, what's the landscapelooking like from the lead gen
side?
Speaker 2 (42:16):
Yeah, I mean from us personally.
We're seeing a huge drop in thenumber of leads.
Whether you want to look at itknow my cost per lead has gone
up, or you know lsa leads havegone down.
You know, either way, it's bothan indication that less people
are buying stuff or even lesspeople are even looking to
potentially buy stuff.
You know, um, and, and you knowI went to leads con, which is,
(42:42):
you know, the roof con just forleads.
Didn't even know it existed,but it was actually really cool
and you know it was interestingbecause, like all the biggest
sponsors, like none of them I'veever heard about, it's like a
step above the people that youhear about, because the people
you hear about are the ones thatresell, like their stuff, like
at the very very top.
So these guys are generating,you know, 10,000, 100,000 clicks
(43:05):
a day At the very, very top.
So these guys are generating,you know, 10,000, 100,000 clicks
a day, and then it filters outto all the resellers that then,
you know, eventually sell itdown to us for our 10 leads a
day, and so you know, what theymentioned is just is exactly
that that they're seeing becausethey have, you know, a ton of
different aggregator sites thatyou know the same person will
put info in, you know, tomultiple sites and they're
(43:26):
seeing an increase in the numberof forms for submissions per
person, uh, which is the samething that I'm personally seeing
with my team.
The same thing that other RSRImembers have mentioned is that,
instead of getting two or threequotes, people are getting, you
know, four or five and six.
Um, you know, and so it's.
It's.
When people have this kind of,you know, uncertainty and fear,
(43:48):
it's like, well, let me just getone more so I don't have to
make a decision.
You know that's, and and it'sit's the same number of people
looking for stuff, but justlooking for more people.
So, uh, to more companies, andso, um, they mentioned, um, you
know, in a couple of of thepanels that it's going to be
really important to have yourintake process dialed in,
(44:10):
because it's going to be, youknow, the more people fighting
over a smaller pool, and I thinkwe're going to really, really
see a massive shift in theamount of lead volume over.
I mean, we're already seeing itnow, but really over the next
six months.
I mean we're already seeing itnow, but really over the next
six months, you know, I thinkit's going to more and more is
going to is going to comethrough on your cost per lead,
(44:31):
increasing your quality of leadsgoing down.
Because you know how we judge aquality of a lead is how many
other roofers have they spokento, you know, and how long have
they been looking for a roof.
Well, if, naturally, the averagehomeowner is now going to talk
to five people and take a monthto make a decision, instead of
talk to three, make it in a week.
All of us are going to say thatsame exact lead that last week
(44:52):
we were like yeah, I want thislead, is now like not a very
good lead, it's a tire kicker,because they've already gotten
four quotes and so,psychologically, you're going to
go into it thinking it's a tirekicker, when that same person
would have been in your pipelinewith two quotes, you know, six
months ago and you would havewent in like, oh, I'm the last
man in here.
Three, the third quote, this isperfect, you know, um.
(45:12):
So I would just kind of say foreverybody to to expect that um
and to to be more prepared forthat Um, and it's just yeah,
it's happening at the largestlevels.
Um, everybody was talking aboutit at Leeds Con.
You know it's going to be achallenge, you know, over the
rest of this year.
Speaker 1 (45:31):
Yeah, and that's the interesting aspect of it that
you mentioned is it's stretchingout the buying process, and is
that what made you kind of makea shift in focus to like helping
them more with making thatdecision faster and creating
urgency on that in the intakekind of aspect and through the
(45:54):
sales process?
Speaker 2 (45:55):
A hundred percent.
It's now what we really tellthe sales team is like we're
there to help them make adecision and then, once they
make a decision, then we'rethere to help them choose
reagine.
Um, and kind of really shiftingthat that thought process of
making it almost like atwo-stage close um and spending
even more time on the front endof of talking about those things
(46:16):
.
And also you know, jordanBelfort talks about it um is is
being honest with yourself,meaning when you ask a question,
um, listening to the trueresponse, and a lot of times in
sales they'll go okay, yeah,this looks great, I'll call you
back.
And you're like, you hear allthis fear and trepidation in the
voice or you see it like ifyou're in person, but the words
(46:37):
say great, I'll call you back.
And you just down, you know,deep down, you know that that is
not a firm call you back,that's not, that's not a good
way, and like but you just go,ok, great.
And you close up, you know, orasking, hey, based on this photo
report you just looked at youknow what, how do you feel about
your roof now?
Oh, it doesn't look good, ok,great.
(46:58):
And then you're moving oninstead of hanging out like,
well, do you see why a repairmight not be possible?
Like, do you?
Does that?
Do you really understand whatwe're looking at here?
Did you get a chance to um,you'll watch the video
beforehand and getting them toreally understand that they they
have to get a new roof?
Um, if that's the situationwhere they have to make the
repair or they have to open theclaim, whatever it is, and then
(47:18):
once they've decided, okay, Ihave to open the claim or okay,
I have to replace my roof, youknow, then we can talk about
okay, here's why we're the bestsolution for you.
Um, but, but we have only reallytalked to customers in the past
that had already made thatdecision.
There was always some offense,but it was like 10, 10, 20
percent, and now it's more thanhalf.
(47:39):
Um, you know, and it's the samelike on the metal side as well.
We've we've added inconversations with the
homeowners that, hey, if you'relike a lot of my homeowners now,
they're a little bit unsureabout making this large of an
investment, you know, would itbe helpful if we looked at
shingle quotes as well?
And a lot of times they'resaying yeah, yeah, yeah, that I,
(48:02):
yeah, I just didn't want todealership and I feel like a bum
asking for a Ford and we got tobe like no, no, I got Fords in
the back too, don't worry, don'tworry.
Speaker 1 (48:10):
We're hiding them.
We're hiding them back here,but you know we got them for you
.
Speaker 2 (48:15):
That's what you're looking for.
I'm just trying to sell you acar.
You know, either way you got toget the roof.
You know, and and just, but.
But be willing to have thatconversation and, like you know,
ask that question, like, um,and just just be a lot, you know
, honest and straight up and saya lot of people are, are
struggling with this decision.
Are you in that same boat?
Um, and and.
(48:36):
Then once you say like, thenpeople just dump and, and now
you're.
Now they're just telling you,oh yeah, I wasn't really sure
about this.
This, okay, well, let's talkmore about financing.
Um, yeah, you mentioned that,but I just didn't really want to
.
And, and they, they, you know,and now they, they express the
real underlying issues of what'sgoing on, and then we can help
work them through it and helpshow them that, yeah, okay,
(48:58):
you're scared, but guess what?
You're going to be scared intwo months and you're risking
more expensive.
So what?
Two months and you're riskingmore expensive?
So what do you want to do?
You know, like it's just,there's not, there's no real
other path.
If you have a 21 year old roof,you're going to live in this
house for the next 10 years.
There's, there's no other.
Speaker 1 (49:15):
There's no other solution besides getting the
roof done, and anything besidesdoing it, you know, in the next
seven days or you know um is,puts you at risk I think there's
another side to this, that thatthat, uh, sales reps in this
industry are going to push on Um, and that is they're going to
try to sell to people who don'twant to buy um, or who they feel
(49:39):
don't want to buy or um.
Maybe I'm not putting it right,but it just came to my mind.
Like, like you said early on inthe conversation, not everyone
is your customer and so are youtrying to more quickly determine
if they're in buy mode now, um,or because if you don't have an
(50:00):
, if you don't have a lot ofopportunities in front of you,
sometimes you try to overdo theopportunities you have.
Speaker 2 (50:08):
if that is that making sense where I'm going
with this, like 100 yeah, yeahyeah and yeah and so, but I
think also, yeah, it kind ofcomes with those honest
conversations.
You know, um, if you'refollowing up with billy bob for
the 92nd time, um, you know, areyou really having an honest
conversation when you talk toBilly Bob?
Are you having an honestconversation with yourself?
(50:30):
Or, deep down inside, do youknow that Billy Bob's not
signing for this roof?
And you knew that?
You know, 13 contact attemptsago.
But you don't have many otherleads, you don't feel like
knocking doors and so you'rejust going to keep calling Billy
Bob.
You know, and, and I, and Ithink during these times, um,
whether you're a business owneror a sales rep, you really have
to focus on on being truthfulabout what's in your pipeline.
(50:54):
Um, you know, both for for crews, for for employees, for
overhead, um, you know, um forsalespeople, like, if you don't
have enough of a pipeline, youwe need, you need to be calling
on general contractors or youknow builders or insurance
agents or wherever else you knowreal estate agents.
Wherever else you could you'dbe normally getting a roof from.
You might need to do a littlebit more prospecting.
(51:15):
If you're getting all of yourleads provided for you right now
, you might need to be preparedthat it's going to be 60 40 in
the future, because you know,consider yourself lucky that
you've gotten all those leads upto this point.
No-transcript.
(51:53):
Is that meaning that you're notcalling the new one that just
came in?
Or is that meaning you're notout there prospecting or doing
whatever else, um, or callingyour referrals, um, et cetera,
um, you know, because you'reyou're kind of just staying busy
with the easiest thing possible.
Speaker 1 (52:11):
Yeah, that's what.
That's what I think a lot ofsales reps will do is just stay
busy with the easiest thingpossible, not not do the hard
thing.
All right, so it's kind of tobring it all together.
If you, you know, if you, youknow you're coaching one of the
RSR eight team, uh, you knowmembers of the RSR RA, one of
(52:34):
the companies, and they're likeCody, what man, all this is
going on.
You got a couple minutes withme.
What?
What the heck should I do?
You got a couple minutes withme.
What?
Speaker 2 (52:46):
the heck should I do?
You should be the best at whatyou are, meaning that if you are
a $2 million company and it'sBob's Roofing and you're Bob,
you need to lean into thatBecause, guess what?
Right now, bob can offer betterprices than the PE-backed firms
.
And, mr Homeowner, do youreally want to support the big
man right now versus the littleguy that's just trying to
support the local community, bobblah, if you're the big guy,
(53:08):
hey, guess what?
Do you really want to go with?
Bob?
Who's right now Really reallyuh, difficult economic times.
Businesses are going out of, outof uh, business left and right.
Is Bob going to be around inthe next three years or the next
three months?
Even?
You know, um, but you can't beBob trying to be the big guy.
You can't be the big guy tryingto be Bob Um.
You have to just be who you are,um, and then really maximize
(53:33):
that Um you know.
Be the best version of whateversize company you are, whatever
your your go-to is, whateveryour story is, whatever makes
you special and the best.
There's something that you dobetter than anybody else in your
market or top five or top three.
Figure out what that is.
Scream it from the rooftops, nopun intended.
And and let every customer knowif you want this.
(53:56):
This is what I am.
Um, and don't try to besomething you're not, because
customers now are even moreguarded in the last 90 days and
so they're going to be even moresuspicious.
They're going to be, they'regoing to you know, and if you're
not honest, you're not truthful, if they see through it,
they'll never go with you.
So better to be true toyourself and just be.
(54:18):
You know unabashedly what youare, and then customers will
love the authentic nature of it.
And some want to buy from thebig boys, some want to buy from
the locals, some want to buyfrom the mid people, some want
to buy online, some want to buy,you know, sitting in somebody's
home.
Some want to buy Owens Corning,some want to buy JF, you know,
but nobody wants to buy fromsomebody that's a liar or
(54:40):
somebody that's not honest andyou go and fake the funk for so
long and you just can't do itreliably.
So just be true to who you are,lean into it, be even more of
who you are right now and beeven better at what you can
offer.
Step it up even more and try toput some things out there that
make you unique and that reallyemphasize what makes you special
(55:03):
as a contracting company.
Speaker 1 (55:05):
That's awesome, man, great advice.
This has been another episodeof the Roofing Success Podcast.
Speaker 3 (55:11):
Thank you for tuning into the Roofing Success Podcast
For more valuable content.
Visit roofingsuccesspodcastcomWhile there.
Check out our sponsors forexclusive offers, shop for
merchandise and sign up for ournewsletter for industry updates
and tips.
Also join the Roofing SuccessFacebook group to connect with
other professionals and stayupdated on the latest trends.
(55:33):
If you enjoyed this episode,please subscribe, like, share
and leave a comment.
Your support helps us continueto bring you top industry
insights.
The website link is in thedescription.
Thanks for listening.
What if you could close high ticket roofing jobs
virtually without setting footin the home and still get
acquired by a national player?
Cody Landels did exactly that.
As the founder of ReimagineRoofing, cody built one of the
most innovative roofingcompanies in the country,
scaling into eight states usingvirtual sales, a centralized
(00:21):
lead gen and a consultative teamselling model that most
contractors would never evenconsider.
In this episode, we unpack howCody's virtual first model led
to a successful acquisition by aPE-backed national brand.
What really caused the suddenshift in roofing buyer behavior
and how to respond.
(00:41):
The role of discomfort, honestyand AI-driven call coaching in
elite sales team performance.
And why helping people make adecision, not just selling a
roof, is the new name of thegame.
Plus, we talk about what mostowners get wrong when scaling
and how to stay sharp as theindustry tightens up.
(01:02):
If you're trying to grow, adaptor just survive in 2025's
market, this episode is puregold.
Let's jump in with Cody Landelsof Reimagine Roofing and my
fellow coach with the Roofingand Solar Reform Alliance.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
(01:24):
leaders in the roofing industryto help you grow and scale your
roofing business, cody Landles.
How are you, man Doing awesome.
How about yourself?
Great man?
Reimagine Roofing hasprogressed.
Yeah, how are things going postacquisition.
Speaker 2 (01:46):
Awesome, awesome, I mean, um, at least awesome for
me.
I know the admin team at theparent company probably not
quite as awesome.
You know it's been a little bitof a transition, uh, from you
know being able to just go intosomebody's office and say, hey,
do this, or you know, hire thisperson, or um, hey, changing
this, to now having to fill outa form that you know has to take
(02:09):
five days in order for it tohappen.
And then you know that.
You know so that that's been achallenge, but, but I mean,
besides that it's been, it'sbeen awesome.
You know, it's really allowedme to be a a lot more involved
in in the day-to-day with on thesales and the marketing side.
Um, you know, not being asconcerned with kind of the
(02:31):
dollars in, dollars out and, uh,you know really is has allowed
my brain to be in the you knowthe right brain space, you know,
the whole work week, ratherthan having that constant like,
oh yeah, that's all awesome, wemade a great sale, all right,
let's make another one.
Wait, hold on, did he pay hisbill yet?
Did this?
You know, and you're you'reconstantly kind of juggling.
You know 19 things and now I'monly juggling like five, so much
(02:53):
, much better in that regard.
Speaker 1 (02:55):
Much easier, much easier.
How did let's talk a little bitabout?
So?
For people that don't know you,we could go back a little bit
further.
You've been on the podcastbefore.
We coached together in the inthe roofing and solar reform
Alliance, so we know each otherwell.
But what you know for peoplelistening like how did, where
did re-imagine roofing come from?
How did, how did you startre-imagine roofing and what was
(03:16):
the vision for it?
Speaker 2 (03:17):
Yeah, um, just kind of the the brief summary of it.
Um, you know, I started in thesolar industry and I was working
with a lot of roofers in thesolar industry.
I got tired of unprofessionalroofers and just taking multiple
days or even weeks to get aquote.
So I wanted to reimagine theroofing process, hence the name.
So I launched Reimagine Roofing.
(03:39):
We started off as a B2B focusedcompany where we did roofing
for the majority of the solarindustry.
As the solar know kind ofimploded from the inside out, we
switched to a direct consumermodel, um, with a focus on um
really utilizing technology togive a unique uh homeowner
experience.
So the big thing that um reallyseparates us is we sell all of
(04:01):
our roofing projects umcompletely virtually.
Um.
So while sometimes we'll stilldo in-person inspections, many
of our homeowners already knowthey have a bad roof and they
just want to get it taken careof.
They might be in Europe at thetime and, you know, or they
might be an Airbnb owner thatowns multiple properties, or
they might just be somebody thatdoesn't want to have to deal
with their unruly kids and dogs.
(04:22):
You know, like myself, I got aGreat Dane in 202.
But they're unruly kids anddogs Like myself, I got a Great
Dane in 202.
So if you're going to come sitin my house to have my
six-month-old screaming and mytwo-year-old screaming and my
Great Dane trying to lick you todeath, it's like man, can't we
just do this over the phone, andit'd be that much easier.
And so that's really what we'vedone is try to make the roof
buying process as simple aspossible, to appeal to that
(04:44):
customer that wants to dosomething quick over the phone
or over a zoom call, and itallows us to help a different
subset of homeowners than thanyour kind of your average
homeowner.
Speaker 1 (04:56):
Yeah, that's it and it, it is, it is.
It has definitely changed the,you, the perception.
I know a lot of the, a lot ofmembers in the rsra have gotten
some inspiration from you andand it's like wow, we, what do
you mean?
We're not going to the kitchentable.
Like, what do you mean?
We're not climbing the.
(05:16):
You know what I mean.
Like it's just wait, what doyou?
How do you wait a second?
Like, like, but it's workedRight and it has worked to you
know, I mean you've had your upsand downs and struggles, like
everyone does, but that, butbuilding it that way led to a, a
(05:37):
future acquisition, maybe,maybe speak to that a little bit
of you know kind of how thatcame about.
Speaker 2 (05:42):
Yeah, Um, you know, the thing that I, you know kind
of how that came about.
Yeah, you know, the thing thatI I've always kind of talked to
my team about is that you know,we don't need to sell not
everyone's our customer.
We can't sell a hundred percentof the people, and so by
focusing in this niche, itallows, allowed us to find the
right customer, just likeCarvana people buying cars
without test driving it.
(06:04):
You know, sometimes homeownersare OK, you know, not having
that person at the kitchen tableand many people have actually
said it's a miracle to them,like, oh, thank you so much, I
didn't want that.
And if you think, from ascalability perspective, my team
is selling roofs in Florida andNew Jersey and New Mexico and
Utah and Texas and Arizona, allfrom right here in Arizona.
(06:27):
So one, it's scalable, but alsoit's a lot more manageable.
All the calls are recorded veryeasily because they're on the
phone or on a Zoom call.
I can walk out there and listenin real time.
So there's a lot of kind ofoperational and leverage
benefits there and so that wasreally appealing to the private
(06:50):
equity space because it providesa real roadmap and a real
system to be able to sellroofing in 48 or 50 states,
which has always been kind ofone of the challenges in the
roofing spaces.
How do you take it national, howdo you provide that consistency
when a roof in Oregon is somuch different than a roof in in
(07:11):
Arizona?
You know, how do you?
How do you scale withoutsacrificing quality or without
having, you know, kind of afranchise model where it's like,
yeah, we're in, we're in, youknow 28 States, but Bob over
there doesn't do it the same way, jim doesn't do it and Steve,
like Steve, doesn't even come tothe calls, like you know, um.
But I think when you can controlthe leads and the sales, um,
(07:33):
then the rest of what you'redoing is producing at the local
level and that becomes a lotmore easy to manage and, uh,
systemize.
Because if you have one branchthat's doing 20 million a year
and your other branches aredoing 5 million a year, it's
tough to then tell that persondoing 20 million a year what to
do, or, or to do it differently,or you know they're 50 of the
(07:56):
revenue.
What are you going to tell them?
You know, and and I think, like, by centralizing the sales and
the leads, which we still haveour field teams.
We still have our teams that goout.
You know they.
They still do a ton as well.
But I think long-term kind ofthe vision of being able to
centralize increases thescalability.
Speaker 1 (08:11):
Yeah, definitely, and it there are so many challenges
with scaling and moving intonew locations.
Um, so you were acquired byelite construction solutions,
right, mike Braun and the teamover there.
So you were acquired by EliteConstruction Solutions, right,
mike Braun and the team overthere, who I've known for years.
He's been on the podcast acouple times and they I really
(08:32):
what were some of the things Ithink for a lot of people that
are starting to get into thisacquisition area of their
business and they're starting toget some attention, they're
starting to get the phone callstheir business and they're
starting to get some attentionand they're starting to get the
phone calls.
How did you, how did how didyou go through the process of
make sure it was the right fitfor you guys?
Speaker 2 (08:51):
I think it starts with defining what you want, um,
and having clear vision on that, because somebody there's
enough players in this spaceSomebody will give you what you
want, but if you don't know whatyou want, going into it, uh,
then you're going to struggleand you're going to probably end
up unhappy.
And, and for me, what I wantedis I wanted a clear pathway to,
(09:12):
to be able to take this to thenext level.
I wanted a decent uh ramp, andI I'm a salesperson at heart, so
I wanted to bet on myself.
You know, I wanted, I didn't, Ididn't value getting a ton of
money at close Um, I, you know,drive a company truck to this
day.
I, you know, I'm perfectlyhappy in the house I'm in, so
it's like okay, great, give me,you know, $5 million tomorrow.
(09:33):
What am I going to do?
I'm going to keep doing whatI'm doing now.
I'm building.
So instead, um, as anything inthe world, if you're willing to
bet on yourself and defergratification or defer payment,
it's always going to be largerif it's tied to success, and so
for me, that was reallyimportant and and everybody was
like oh, you know, or most everyother people that I'd spoken to
were just giving clearmultiples of ebony.
It's like, great, you did thislast month or this this last, 12
(09:56):
times it by this number andhere's your payout.
I'm like, yes, but I'm also mytrajectory is looking like this
and I, I know what I'm about todo and I'd like to bet on what
I'm about to do.
And they're like, well, yeah,but this is what you did in the
previous 12 months and they justkeep coming back to that.
(10:19):
You know some financialsecurity and some other you know
, guarantees that around my team, around you know, keeping the
personnel in place, having someautonomy on the decision making
and going to build what I wantedto build.
And I wanted, you know, thatrocket fuel to put on what my
vision was.
And I wanted a partner thatbelieved in my vision.
(10:40):
And, at the end of the day,they were really investing in
that vision.
My company, yes.
Um, at the end of the day, theywere really investing in that
vision.
My company, yes, but, but moreso, the vision of, of what came
next.
Speaker 1 (10:49):
Yeah, what was the most painful part of the process
for you?
Speaker 2 (10:54):
Oh man, um, the last, I don't know, it was all a blur
, whether it's like three daysor seven days or whatever it was
.
Um, you know, ours was morecomplicated than most because I
was a 51 49.
You know, I had a financialpartner that was here from the
beginning, you know, reallycompletely silent, but had the
(11:17):
financial interests as well.
Also, you know, throughout ourprocess, we had taken on a
minority investor that hadinvested in us to blitz scale to
the East Coast, a solar companythat also, the way the original
investment was written, hadmore control than they should
(11:37):
have as a small investor.
So it was a lot of moving partsand a lot of people.
It was the best way I coulddescribe it.
It was like a giant game ofchicken that it was in
everybody's best interest to getthe deal done.
But at one point or anotherprobably myself included, I
think all parties said you knowwhat, maybe this deal isn't for
(11:58):
us.
And so it was.
We were actually having like acompany event, you know, and so
it was.
Um, we were actually havinglike a company event.
We had a bunch of people fly inand we were like doing a game
show and I was just sitting inthe lobby, uh, like just
rotating calls of like, uh,because also it was like kind of
all, like I was the centralpoint of it all and it was like
calling all right, now, we'rehere.
All right, now we're here.
(12:21):
Okay, hey, what about?
Is that five, 30 or somethingas well?
And it's, we were trying to geteverything done, um, you know,
before the weekend.
Basically, there was some sometime constraints on it as well,
so, um, that was reallystressful, having multiple
parties um involved in kind ofit not being as simple as all of
us just getting to the tableand talking together, but like a
high level game of telephone,because also with the other
(12:44):
parties, it would then, you know, go to the person I'm talking
to, you know up a couple oftimes and then come back down a
couple of times and come back,you know.
So it was.
It was um, very, very, um, very, very challenging, but taught
me a ton, um, and you know itwas it.
Um, it was a great experience.
Like it was.
It really was something to kindit.
(13:05):
Um, it was a great experience.
Like it was.
It really was something to kindof see um this happen in real
time and to be a part of it.
Speaker 1 (13:09):
Yeah, for sure.
And then you know, as you said,this was the.
The partnership came together,the acquisition came together
and, like I asked you like whatwere the things?
And it, and it was like thealigned vision, letting you
express your vision and thiskeep, keep this thing moving
forward in the, in the ways thatyou're looking at it.
(13:31):
What is what has it been likesince?
Right, you said you went fromjuggling 19 things down to five.
How has that helped you?
What is the outcomes been?
What's, what's it been like?
Post, I guess, post, uh, postacquisition?
Speaker 2 (13:49):
Yeah, um, I think it's allowed me to stay in um,
your flow, state Um, and it'sallowed me to.
It's as funny as it sounds.
It's allowed me to, uh, do deepwork at work.
So I used to only be able towrite new scripts or build a new
presentation or do some ofthese like creative things,
(14:10):
either on the weekend or, youknow, at four o'clock in the
morning, like from four to seven, until, like, the other day
started and now I can do thesethings.
You know, I sometimes look atmy calendar and I'll have a a
three-hour window and I'm justlike, oh, wow, I, I guess I'm
gonna work on some scripts, cool, like you know, it's like I've.
(14:34):
The first couple times it wasweird.
It was like, oh man, what I gotthree hours, what am I supposed
to do?
And I'm just like, oh man, Ican do like this stuff, that's
also work.
But I've always thought waslike weekend work.
So, um, it's allowed me to getmore kind of precise with our
language.
You know, listen to more calls,do more training, just really
just sharpen the sword, you know, across the company, which has
(14:58):
allowed us, you know, then, torespond to things in real time,
you know, such as the neweconomic challenges, such as new
customer sentiment.
Being able to see that in realtime and getting a response out
within days of getting thefeedback from the sales team or
hearing it on the calls hasallowed us to be nimble during
(15:21):
times like this where things arechanging quickly.
Speaker 1 (15:24):
Let's talk about that a little bit, cause I think
that's been coming up a lot onour you know, on on my RSRA
calls, I'm sure if you know onyour calls too.
Um, I had a call this morningand uh and and I don't.
I don't know if everyone'sready, I don't know if everyone
believes the, that it's real.
(15:46):
Yet they're still wondering,they're starting to question
their marketing agency, they'restarting to question their
marketing manager.
They're starting to question ifthis B the LSA account right.
I feel like there's a lot ofpeople questioning that but not
(16:11):
coming to the realization thatthere's something bigger going
on 100%.
Speaker 2 (16:18):
I mean, I would be lying to you if I told you there
wasn't a week where Iquestioned the virtual sales
process, just a month ago.
I was just like man, maybe do weneed to start sending people in
people's homes again Likewhat's going on?
Because there was a verydistinct shift in consumer
sentiment that seemed toliterally happen in real time.
We went from basically neverhearing it to six, seven times
(16:44):
in a week that, hey, um, I, Ijust lost a lot of money in the
stock market.
Um, I don't, I don't know if Imight hold off for three months
on this roof.
You know, or you know, we do alot of high end metal roofing
and our ideal customer issomebody that probably has one
to $5 million in the stockmarket.
You know, it drops 10%.
They lost a hundred, 150 K, 200K, and in a weekend, you know
(17:05):
it drops 10, they lost 100, 150k, 200k, and in a weekend, you
know, or in a week, and they'rethey're like.
Now they're like, hey, maybe Idon't do this 70 000 metal roof,
maybe I should get a shingleroof.
You know, and and we, we saw ithappen in real time and um,
yeah, to your point, I wasquestioning the sales process,
you know, thinking that theremust be something wrong there.
You know, I was questioning theleads.
(17:25):
I was like man, man, what'sgoing on but it and then you
started seeing the data come out, that consumer sentiments the
lowest it's been since the 1980sor the second lowest, whatever
the stat is.
But but yeah, consumers arefeeling more tight.
And even as I talked to mycompany and you know, like my
brother's, like yeah, you know,I stopped putting any more money
in the stock market for like aweek or two.
I just kind of want to see howthings shake out.
(17:47):
And then, you know, somebodydid another person said that I'm
like OK, so everybody is nowjust kind of put a pause on
investing, just like anecdotally.
Of course, you'd put a pause onspending 20K on a roof,
especially if it's now also likea retail roof.
Where it's I just have a littlebrown water spot.
I, you know it's really, it'sjust it's.
(18:08):
I mean, you know, maybe I'lljust wait another until I get my
next paycheck and my nextpaycheck.
So all of that little, justthat little bit of is is what
changes massively your setpercentage, your, your close
percentage.
Um, you know, all of these, allof the leads and the and the
sales, because that little bitof of doubt on top of something
they already don't want and, yes, maybe don't in their mind need
(18:32):
because it's just a littlewater spot, or it's just 20
years old, it hasn't startedleaking yet.
You combine all of thattogether and and you'll see a
huge drop off.
And that's that's what we'rehearing from contractors across
the nation and it I'm hearing itnot just in the roofing
industry.
Speaker 1 (18:49):
I have my ear to a lot of other industries too, and
especially around home servicesand contracting.
Boy, it's uh, it's the sameeverywhere.
Um, and so you know the uh, theCOVID boom is gone.
So you know the COVID boom isgone, and I think everyone needs
to come to grips with that.
And so you're in a very uniqueposition.
(19:13):
How many states are you guysselling in now?
Speaker 2 (19:18):
We're in eight states .
Speaker 1 (19:19):
now, what's that?
How many states or markets,because I don't know if you
might be in multiple markets ina state.
Speaker 2 (19:27):
Yeah, we're in eight states and about 15 markets is
where we imagined.
And then the parent familybrands has another about seven
or eight states which we will beselling in those very, very
shortly.
We actually just that event inSt Louis, that hailstorm, we
sold probably about 20 or 30roofs in conjunction with the
(19:48):
local brand there, so that that,you know, was our kind of first
rollout of of you knowprototype test case.
It went amazingly well.
And so you know, now we imaginewe'll stay in our locations.
We were opening, like we justopened up Dallas, so we'll keep
naturally growing, but we nowwill have the ability, if
(20:20):
ability.
Speaker 1 (20:21):
If something happens in Omaha, you know we would
activate, you know, my salesteam with that local brand in a
combination of their doorknocking their mailers.
Right, because you know it'snot just.
Well, we haven't had a stormthis year yet, right, like which
I think a lot of people aregoing to start to say.
But even like that there's.
Give a shout out to one of oursponsors.
I talk to contractors every daythat feel stuck, not because
(20:50):
they're not working hard, butbecause they're missing the
structure to grow without chaosor their culture's falling apart
, because their team's unclear,unaligned or just burned out
clear, unaligned or just burnedout.
And when change hits they'rereacting instead of leading
because time and prioritiesaren't under their control.
(21:10):
Day 41 Thrive helps to fix thatwith proven strategies for
growth, culture and leadershipthat actually work, ready to
thrive beyond the storm.
Visit the link in thedescription or visit the Roofing
Success podcast website on thesponsors page to start your
journey today and having that,having that viewpoint of all of
(21:35):
those markets mostly retail forReimagineer, mostly retail
markets, right.
Speaker 2 (21:41):
Yep, yep.
And then the other markets aremostly store markets.
They're other brands.
Yep, the other brands in theportfolio.
Speaker 1 (21:49):
Yeah, yeah, so it's.
It's a.
You guys have a unique position.
But but, being in specificallyretail boy, I've heard uh, we
were talking this morning on mycall in in rsra one guy was like
yeah, the, even the home showwas different this year.
There wasn't as manyconversations.
There wasn't.
You know, like everything isthe writing is on the wall.
(22:12):
So now the question to you iswhat are you going to do about
it?
Speaker 2 (22:20):
Yeah, I mean, and I think that a couple of things
are necessary.
One is helping homeownersunderstand that this is a need,
not a want.
Is helping homeownersunderstand that this is a need,
not a want.
Maximizing the amount ofattention when you have their
attention, meaning twofold.
One, when they call in,understanding that they might
(22:42):
have enough activation energythere, but after that call in,
they might not.
If you don't build up even more, they may not show up to the
appointment because they're justkind of right on that edge.
I don't even know if I, if Ishould do it, not do it.
So I'm really making sure thatwe maximize the time with
homeowners, that when they theyare prepared to make that
investment of time into seeingif they need a roof, making sure
(23:05):
that you have really goodevidence, because I think we're
starting at a lower point, youknow, if we need to, I always
think of it as kind of gettingsomebody to a certain level of
activation energy of buying aroof right now.
If they were here before andthey were going up now, I think
they're starting way down hereand so, um, they want to even
more.
So not do it if possible.
(23:25):
So we have to have better photoreports we have to have.
You know education.
You know sending out like ourvideos beforehand to help
homeowners understand.
You know the consequences ofnot replacing the roof.
And that's the other majorthing is that you know waiting
has never saved you money inroofing.
It literally has anytime youlook at, especially over the
(23:48):
last four to five years.
And it's not just priceincreases, it's additional
plywood damage, it's now drywalldamage because you let that
little brown water spot now turninto your whole kitchen
collapsing.
So if you were in a tightposition before, like, do you
really want to add $2,200 to itinterior?
(24:10):
And then through all that youwaited a quarter and guess what,
we have another price increase.
So now it's another.
You know, $800 on that, youjust cost yourself $3,000.
And so what we've really beenworking with the team on is
helping homeowners makedecisions not by roofs, and I
think there's a difference inthe way you approach it and the
way you talk to the homeowner.
(24:31):
And now our goal is to helpthem make that decision first,
and then, once they've decided Iam going to buy a roof, then we
can help them choose the rightroof.
Speaker 1 (24:42):
Yeah, that's awesome and I like how you put it, like
helping them make a gooddecision or helping homeowners
make decisions versus you know,I mean we've, we've, we've
shifted a lot into consultativeselling over the years.
Everyone has, but, even if itfeels like you're taking it a
(25:04):
step further, is that how you'reenvisioning it?
Speaker 2 (25:07):
Yeah, I mean I look at it kind of like Is that how
you're envisioning it?
Yeah, I mean I look at it kindof like you know personal
training.
You know I came into that spacebefore solar and a lot of times
you know people would come andyou know they'd go through,
they'd join the gym, they'd gothrough that initial like
assessment and then they kind ofwould be like, all right,
that's great.
Now I, you know they have theirlittle free workout plan.
(25:28):
They're like now I know whatwhat I need to do and it's and
it's helping them.
See, like hey, but you've knownthat five other times and
you're still sitting here todayand you haven't achieved your
goals.
Yes, maybe you need help, um,and taking just that extra
convert, like that extra um.
You know um alex ramosi says um,the only thing that separates
(25:50):
manipulation and helping peopleis intent um.
And you know um Alex Ramosisays um, the only thing that
separates manipulation andhelping people is intent Um.
And you know, even if you're, Iused to manipulate people into
going to personal training, butbecause they had failed five
times before and I saved themfrom getting on diabetes
medicine and they had never beenhappier and they made more
money at work and all, and theywere thrilled with it.
But at the end of the day, youknow if you could call it
(26:11):
manipulation, um, but I thinkthe difference is in a tent and
we have to be okay, asking thehard questions and kind of
pushing on homeowners that areyou really going to wait?
Is that really what's in yourbest interest?
Um, you've seen the photos.
Your, your roof's not going toget any better shape, um, you
know, and asking some of thosehard questions and being a
(26:31):
little bit more suggestive andbeing a little bit more, you
know, some people would call itpushy, but I would say I would
call it honest, um, and I thinkin the past, because people were
like here, take my money, itwas a lot more just like oh yeah
, you're definitely going to buya roof.
Okay, great, here's why I'mawesome.
And then they would sometimespick us.
(26:51):
But now a lot, of, a lot ofpeople I mean literally just in
the last two to three monthsthey're thinking what's in their
best interest is waiting sixmonths, and if you're a roof
professional and you know thatroof is 21 years old, it's not
in their best interest.
We're gonna have another priceincrease, you know they're gonna
get more interior damage andthey're gonna be in the same
place they are now.
Interest rates aren't going tochange much.
Nothing's going to change insix months, except it's going to
(27:13):
go up a little bit more.
And so they need to do the rooftoday and if if we have to, you
know, be a little forceful withit, obviously in a professional
manner then we're still doingwhat's best for them, and I I
firmly believe that and this isso.
Speaker 1 (27:27):
Now I think the challenge becomes and this is
I'd love your advice on this for, for the listeners and you know
you talked about it's coachingyour sales team to have those
conversations because they canget uncomfortable.
Don't like to get uncomfortable.
(27:53):
It's much easier, cody, to justsay but I'll give you a free
roof for the cost of yourdeductible, like it's just a,
it's, it's just so much nicer,right Then then having to having
to tell someone look, this isthis is really what, what's
going to happen, this is whatthe real problem is.
I hope I can help you see whereyou're really going with your
(28:14):
decision.
That can get uncomfortable.
How are you developing yoursales team to have those more
challenging, more uncomfortableconversations?
Speaker 2 (28:32):
more, uh, uncomfortable conversations.
Um, it's role play.
I mean a hundred percent umrole play.
And I, and what I would say tokind of your first point of that
, um, the sales personality thatthat just wants to do the roof
for the deductible, that's goingto get uncomfortable really
quick as well.
Um, because on these, like Isaid, we just worked this St
Louis storm, um, we had one one,the highest deductible we saw
was 15 000.
We had an 8900 deductible, a7600 um, I mean these, these are
(28:55):
retail roof price prices almostfor a deductible.
Um, and that storm, you know,demolished siding and roofing.
So you know it's a 30, 40 000claim and the guy has a 15 000
deductible.
It's not like he can go outthere and, you know, replace
some window screens on his ownand cover his deductible.
It's, it's, you're good.
You have to be comfortablehaving these tough conversations
(29:18):
because that's that's the spacewe're living in now.
I, I and we're going to seemore and more of it.
But that was, this was thefirst term.
We worked, 've done stuff, youknow, after the hurricane in
florida, and we saw sometimeshere and there, but this was the
first one where it was justlike almost, and these weren't,
these weren't huge homes, I mean, it was like a quarter million
dollar home, like 250 300 000home, uh, with, with a you know
(29:41):
nine thousand dollar deductible.
So I can only imagine, you know, when that first storm hit
dallas and it's a you know 70square roof, do they have a 25
000 deductible?
Um, so that is it's here.
I mean, people, we've beentalking about an rsra, you've
seen it on like facebook, etc.
But this was the first stormwhere it was like every other
one.
Uh, we were expecting, westarted expecting, you know,
(30:03):
three, four, five thousanddollar deductibles, um, and
we're surprised when it was athousand.
So, yeah, um, and it.
But it really comes down torole play and just, you know,
having the just reps, reps, repsof that one specific you know
conversation, like one littlething that we just implemented
is we used to ask at the end ofkind of our presentation, we'd
(30:26):
say hey, on a scale of one to 10, how would you rate your
experience so far?
And let's say they would saynine or ten, with you know a
trial close.
We would say, okay, sounds likeyou really want to do business
with reimagined roofing.
Um, now we've changed it tosounds like you've made the
decision to use reimaginedroofing.
So we put a little bit more ofoomph in it to to
(30:47):
psychologically in their brainsay, yes, I made the decision
now to to work with reimagineand then they they confirm it.
So little things like that isis how we've been working to uh,
but that's uncomfortable to sayto somebody, because what if
they say no?
You know, what if they say no,like you know?
Then what do I do?
And then okay, great, let'srole play it, you know.
And so, um, just, but then thengetting having the team role
(31:11):
play that one sentence 10 times,15 times, 20 times, so it feels
comfortable when they say it,rather than you know, role play
the whole presentation one timeand only role play that you know
that that ending one time aswell, like, no, let's role play
the uncomfortable spot 20 times,so then you're comfortable when
it comes up.
Speaker 1 (31:31):
Yeah, get comfortable in the uncomfortable Cause it's
, you know, and, and that thatthose are the most critical
aspects, right?
Um, I think that's the biggestchallenge.
And then what, what, what's?
What's really challenging, youknow, I mean from a, from a
human perspective is is like wejust get worried that they're,
(31:53):
we're worried what they're goingto say, and we've heard all of
the rest of the conversation andwe're to this point now and
it's time to say it, and it'stime to get it out of your mouth
, and it's time to get it out ofyour mouth very confidently,
because the homeowner will smellfear the way you say it.
And so, um, what, I think anadvantage that you have.
(32:16):
Then you said, like, becauseyour team is all in house, um,
all the calls are recorded.
Um, you know how?
How are you, as a uh, inmanaging that process?
Are you, are you know how?
How?
How, how much effort are youputting into?
Uh, you know, reviewing thosecalls?
Are you using some ai tools tohelp you review the calls?
(32:38):
What are you doing there?
Speaker 2 (32:40):
yep, yep.
So we, you, we do use some ai.
Uh, they put their their calltranscripts into uh chat gpt and
then it um, we have like aformat that we put in a chat GPT
that says, hey, this is whatit's supposed to be like, and
then it will spit out theformula along with analysis as
well.
So that's good.
The other thing is reallyself-assessments as well.
(33:01):
Like, actually, the team rightnow is on self-assessments, so
they listen to their own calls.
And then the new thing that Ijust started this week is uh,
once a week they have to pitchin my office.
So I set up a little like uhpitch station, um, that, they
that.
So once a week they have tocome in there and pitch live um,
I, we still listen to calls andetc.
But I want them to feel alittle bit of that tension, a
(33:23):
little bit of that, you know,like that adrenaline.
It's like okay, um, you know,look alive, um that.
But but then also, each weekthey bring their best call and
their worst call um to beevaluated by the sales manager.
So bring me what you think isyour absolute best call, and if
that's a C, okay we haveproblems.
You know, um, like, if youthink this is your best um, so
(33:47):
at least I know what you thinkis supposed to be happening,
because then it gives me insight.
Okay, are the other ones you'rejust not following?
Or do you honestly think thaton question number three, you
should say this you know, or soit gives us insight into?
Like, hey, do we need moretraining or do we need more
effort?
And I always think that'simportant to understand.
And then the worst call goesknow, gives us insight into,
(34:10):
okay, let's figure out.
How did this become?
The worst call and that's whatwe really try to train on is
like, let's listen to it.
Okay, you see, right here, thisis where the guy started asking
you the questions.
He could hear the fear in yourvoice and then, from six minutes
to 32 minutes, you just gotcompletely bulldogged every
single step of the way, likethis.
But this is what happened righthere.
(34:31):
At five minutes and 45 secondsto 601, you lost control right
here.
And then look what happenedright here, we don't need to
listen to the other 26 minutes,like.
We just like don't do this nexttime.
All right, awesome, let's go.
You know, um and and like that.
That's the benefit of, uh, youknow, having those recorded
calls is like we can just lookat that and see this is exactly
(34:53):
what happened.
And then, once that happens,like you'll never do it again,
you know.
It's like it'll just be like,ok, man, you see that, coming
100 miles out, if anybody evertries to kind of take control of
the call again or you know youstumbled or whatever the
situation was, it's just itbecomes a real learning
experience.
Speaker 1 (35:10):
Definitely.
I love the I.
I love the idea of that thatyou brought in.
I think it was a big aha moment.
Was this, is this was my bestcall?
Letting them say this was mybest call.
And then you're grading thatcall and you're like, oh, that's
an expectation, right?
A lot of times people will feelthat they're doing better than
they are and and we'll.
(35:37):
You know that that that's a bigone for teams out in the field.
I think of like.
There's devices like plod thatyou could hook up, but it's like
a little microphone thing thatjust records everything that's
going on into an app in yourphone.
You have the more sophisticatedstuff like Rilla and and and
those, uh, those, what's theother one there?
You know that, um, yeah, yeah,yeah, like there's.
You know there's those types oflike.
(35:58):
There's those that could beused as simple as the voice
recorder app on your phone Yep,and it doesn't have to get
complex.
Turn on the voice recorder app.
Yep, and it doesn't have to getcomplex.
Turn on the voice recorder app.
Record the conversation.
Take that It'll.
A lot of the voice recorderapps will do a transcript for
you.
If it won't, you just pop in.
(36:19):
You know you drop it insomewhere to do a transcript and
then drop that and start tostart to be able to diagnose
that.
So I would say, if you have ateam that is not in office, like
Cody's you know, put somesimple things in place that
could replicate this in yoursales process.
Speaker 2 (36:39):
Yeah, with an Engage presentation as well.
If you use Engage, it measuresthe time on each slide.
So you know, if on this slideyou're supposed to ask one
question and we spent 17 minuteson it probably a little bit of
insight into that.
This is probably where thingswent left, so you know, if you
can combine, engage with therecording even better.
You know, yeah, that.
(37:01):
So there's other likepresentation software, that has
that benefit too.
Speaker 1 (37:04):
Yeah, that's, that's great advice too.
That's great advice too, and Ithink that this is what kind of
back to the beginning of theconversation, when we were
talking about like everyone'sworried about.
Like man, do our leads suck?
Do the Google why these GoogleLSAs are down a lot?
What's going on?
I know you're enjoying theepisode, but let's give a shout
out to another one of oursponsors.
As a roofing marketing agencyowner and coach, I've seen it
(37:28):
all great marketing wastedbecause no one follows up fast
enough.
That's why I built power ofagents, not just a receptionist.
Our AI handles the entirecustomer journey, from answering
the first call to booking thejob, to post job surveys and
reviews 24 7, inbound, outbound,even mult.
(37:51):
If you want leads followed upinstantly and customers nurtured
automatically, visit the linkin the description or visit the
sponsors page on the RoofingSuccess Podcast website.
Your full AI team is ready.
Your full AI team is ready.
(38:12):
Kind of back to the beginning ofthe conversation, when we were
talking about like everyone'sworried about like man, do our
leads suck?
Do the Google why these GoogleLSAs are down a lot.
What's going on?
Like a lot of times, the juiceisn't in your marketing, the
juice is in the process.
From the time the phone rings,through that sales conversation,
(38:34):
and and and you, you can havebig, big gaps there, that that
make your marketing spend veryinefficient, and so so getting
really detailed and and and.
For those of you that havenever gotten this detailed, this
is who you're competing against, so start like put some effort
(38:57):
into it.
You know you can't just go outand hire people and hope it's
not a good business strategy.
You know it's tough.
Speaker 2 (39:08):
Another piece of advice I'd give during this,
this time period, would be speedas well.
Um, just, you know the oldsaying time heals all wounds.
The first time you have thatlittle water spot on your
ceiling, it's the end of theworld.
Your house is collapsing.
You know, do we have to get ahotel tonight?
Like, ah, you know, um, threedays later it's just a little
(39:29):
brown spot.
You know, a week later it'slike hasn't that been there the
whole time?
It was there when we moved in.
So, you know, every if youpresent.
Now, eight days later, I'm notas motivated anymore.
You know it's.
It's.
I'm just like, yeah, well, youknow, but if it happened last
night and you called me thismorning and we're talking later
today and we go over the photoreport and I show you the photos
(39:50):
, that, hey, now, this is whatyou're seeing inside, this is
what's happening on the rooftop,you're like I knew my whole
home was going to collapse.
I knew it.
Ah, you know.
And then it's like all right, Igotta get something done.
Um, because we're right next towhat just happened.
That gave you enough activationenergy to call me.
But every single day you'regoing to start that's going to
drop down.
(40:11):
And then also if you, if youthink about the other people
you're competing against, if Iget my quote, if they call it
Monday and we speak Monday, um,if, if you're not till Friday,
they might not even sit downwith you.
But also, if now you stretch aweek out to get them a quote,
maybe now they get five quotesinstead of three.
(40:31):
Or maybe now they take twoweeks to make a decision instead
of three days.
Or maybe now they take twomonths instead of two weeks.
You're giving them theperception and kind of the
permission to take longer tomake that decision.
You're like, hey, don't, it'snot a big deal.
Versus with us, it's like, no,your roof is leaking, that's a
huge deal, we should get thistaken care of tomorrow and they
(40:52):
go okay, yeah, I want to get ittaken care of tomorrow.
Speaker 1 (40:58):
And we can.
Okay, now I'm matching yoururgency.
Yeah, that's great advicebecause, yeah, it's crazy how
fast the urgency fades.
We just talked about some ofthe stock market dipping and
people freaking out.
I'm already seeing people feellike, oh well, it wasn't that
bad, like, oh, maybe I yeah.
Speaker 2 (41:19):
Well, you know it's just the way.
It is Just going to go up anddown.
Speaker 1 (41:23):
We're good, I'll be in the middle.
Yeah, we're all right now.
Right, but in the moment, oh my, my gosh, like you know, the
world is collapsing.
So there's a lot to that as how.
What have you seen?
You guys do a lot of marketing.
I know you do a lot of LSAs.
You do a lot of a lot of othermarketing stuff.
What have you seen from themarketing side of things?
(41:44):
And then I know that you wentto a conference recently where a
lot of big time marketers andbig time lead aggregation
companies were.
You know you got to hear someconversations going on there.
What is it?
Let's move to that lead side.
You know you got to squeeze thejuice and I implore people to
do that.
Create the urgency ofeverything that you get.
(42:06):
Make sure that you treat thatas the last lead you'll ever get
in your life.
But now, what's the landscapelooking like from the lead gen
side?
Speaker 2 (42:16):
Yeah, I mean from us personally.
We're seeing a huge drop in thenumber of leads.
Whether you want to look at itknow my cost per lead has gone
up, or you know lsa leads havegone down.
You know, either way, it's bothan indication that less people
are buying stuff or even lesspeople are even looking to
potentially buy stuff.
You know, um, and, and you knowI went to leads con, which is,
(42:42):
you know, the roof con just forleads.
Didn't even know it existed,but it was actually really cool
and you know it was interestingbecause, like all the biggest
sponsors, like none of them I'veever heard about, it's like a
step above the people that youhear about, because the people
you hear about are the ones thatresell, like their stuff, like
at the very very top.
So these guys are generating,you know, 10,000, 100,000 clicks
(43:05):
a day At the very, very top.
So these guys are generating,you know, 10,000, 100,000 clicks
a day, and then it filters outto all the resellers that then,
you know, eventually sell itdown to us for our 10 leads a
day, and so you know, what theymentioned is just is exactly
that that they're seeing becausethey have, you know, a ton of
different aggregator sites thatyou know the same person will
put info in, you know, tomultiple sites and they're
(43:26):
seeing an increase in the numberof forms for submissions per
person, uh, which is the samething that I'm personally seeing
with my team.
The same thing that other RSRImembers have mentioned is that,
instead of getting two or threequotes, people are getting, you
know, four or five and six.
Um, you know, and so it's.
It's.
When people have this kind of,you know, uncertainty and fear,
(43:48):
it's like, well, let me just getone more so I don't have to
make a decision.
You know that's, and and it'sit's the same number of people
looking for stuff, but justlooking for more people.
So, uh, to more companies, andso, um, they mentioned, um, you
know, in a couple of of thepanels that it's going to be
really important to have yourintake process dialed in,
(44:10):
because it's going to be, youknow, the more people fighting
over a smaller pool, and I thinkwe're going to really, really
see a massive shift in theamount of lead volume over.
I mean, we're already seeing itnow, but really over the next
six months.
I mean we're already seeing itnow, but really over the next
six months, you know, I thinkit's going to more and more is
going to is going to comethrough on your cost per lead,
(44:31):
increasing your quality of leadsgoing down.
Because you know how we judge aquality of a lead is how many
other roofers have they spokento, you know, and how long have
they been looking for a roof.
Well, if, naturally, the averagehomeowner is now going to talk
to five people and take a monthto make a decision, instead of
talk to three, make it in a week.
All of us are going to say thatsame exact lead that last week
(44:52):
we were like yeah, I want thislead, is now like not a very
good lead, it's a tire kicker,because they've already gotten
four quotes and so,psychologically, you're going to
go into it thinking it's a tirekicker, when that same person
would have been in your pipelinewith two quotes, you know, six
months ago and you would havewent in like, oh, I'm the last
man in here.
Three, the third quote, this isperfect, you know, um.
(45:12):
So I would just kind of say foreverybody to to expect that um
and to to be more prepared forthat Um, and it's just yeah,
it's happening at the largestlevels.
Um, everybody was talking aboutit at Leeds Con.
You know it's going to be achallenge, you know, over the
rest of this year.
Speaker 1 (45:31):
Yeah, and that's the interesting aspect of it that
you mentioned is it's stretchingout the buying process, and is
that what made you kind of makea shift in focus to like helping
them more with making thatdecision faster and creating
urgency on that in the intakekind of aspect and through the
(45:54):
sales process?
Speaker 2 (45:55):
A hundred percent.
It's now what we really tellthe sales team is like we're
there to help them make adecision and then, once they
make a decision, then we'rethere to help them choose
reagine.
Um, and kind of really shiftingthat that thought process of
making it almost like atwo-stage close um and spending
even more time on the front endof of talking about those things
(46:16):
.
And also you know, jordanBelfort talks about it um is is
being honest with yourself,meaning when you ask a question,
um, listening to the trueresponse, and a lot of times in
sales they'll go okay, yeah,this looks great, I'll call you
back.
And you're like, you hear allthis fear and trepidation in the
voice or you see it like ifyou're in person, but the words
(46:37):
say great, I'll call you back.
And you just down, you know,deep down, you know that that is
not a firm call you back,that's not, that's not a good
way, and like but you just go,ok, great.
And you close up, you know, orasking, hey, based on this photo
report you just looked at youknow what, how do you feel about
your roof now?
Oh, it doesn't look good, ok,great.
(46:58):
And then you're moving oninstead of hanging out like,
well, do you see why a repairmight not be possible?
Like, do you?
Does that?
Do you really understand whatwe're looking at here?
Did you get a chance to um,you'll watch the video
beforehand and getting them toreally understand that they they
have to get a new roof?
Um, if that's the situationwhere they have to make the
repair or they have to open theclaim, whatever it is, and then
(47:18):
once they've decided, okay, Ihave to open the claim or okay,
I have to replace my roof, youknow, then we can talk about
okay, here's why we're the bestsolution for you.
Um, but, but we have only reallytalked to customers in the past
that had already made thatdecision.
There was always some offense,but it was like 10, 10, 20
percent, and now it's more thanhalf.
(47:39):
Um, you know, and it's the samelike on the metal side as well.
We've we've added inconversations with the
homeowners that, hey, if you'relike a lot of my homeowners now,
they're a little bit unsureabout making this large of an
investment, you know, would itbe helpful if we looked at
shingle quotes as well?
And a lot of times they'resaying yeah, yeah, yeah, that I,
(48:02):
yeah, I just didn't want todealership and I feel like a bum
asking for a Ford and we got tobe like no, no, I got Fords in
the back too, don't worry, don'tworry.
Speaker 1 (48:10):
We're hiding them.
We're hiding them back here,but you know we got them for you
.
Speaker 2 (48:15):
That's what you're looking for.
I'm just trying to sell you acar.
You know, either way you got toget the roof.
You know, and and just, but.
But be willing to have thatconversation and, like you know,
ask that question, like, um,and just just be a lot, you know
, honest and straight up and saya lot of people are, are
struggling with this decision.
Are you in that same boat?
Um, and and.
(48:36):
Then once you say like, thenpeople just dump and, and now
you're.
Now they're just telling you,oh yeah, I wasn't really sure
about this.
This, okay, well, let's talkmore about financing.
Um, yeah, you mentioned that,but I just didn't really want to
.
And, and they, they, you know,and now they, they express the
real underlying issues of what'sgoing on, and then we can help
work them through it and helpshow them that, yeah, okay,
(48:58):
you're scared, but guess what?
You're going to be scared intwo months and you're risking
more expensive.
So what?
Two months and you're riskingmore expensive?
So what do you want to do?
You know, like it's just,there's not, there's no real
other path.
If you have a 21 year old roof,you're going to live in this
house for the next 10 years.
There's, there's no other.
Speaker 1 (49:15):
There's no other solution besides getting the
roof done, and anything besidesdoing it, you know, in the next
seven days or you know um is,puts you at risk I think there's
another side to this, that thatthat, uh, sales reps in this
industry are going to push on Um, and that is they're going to
try to sell to people who don'twant to buy um, or who they feel
(49:39):
don't want to buy or um.
Maybe I'm not putting it right,but it just came to my mind.
Like, like you said early on inthe conversation, not everyone
is your customer and so are youtrying to more quickly determine
if they're in buy mode now, um,or because if you don't have an
(50:00):
, if you don't have a lot ofopportunities in front of you,
sometimes you try to overdo theopportunities you have.
Speaker 2 (50:08):
if that is that making sense where I'm going
with this, like 100 yeah, yeahyeah and yeah and so, but I
think also, yeah, it kind ofcomes with those honest
conversations.
You know, um, if you'refollowing up with billy bob for
the 92nd time, um, you know, areyou really having an honest
conversation when you talk toBilly Bob?
Are you having an honestconversation with yourself?
(50:30):
Or, deep down inside, do youknow that Billy Bob's not
signing for this roof?
And you knew that?
You know, 13 contact attemptsago.
But you don't have many otherleads, you don't feel like
knocking doors and so you'rejust going to keep calling Billy
Bob.
You know, and, and I, and Ithink during these times, um,
whether you're a business owneror a sales rep, you really have
to focus on on being truthfulabout what's in your pipeline.
(50:54):
Um, you know, both for for crews, for for employees, for
overhead, um, you know, um forsalespeople, like, if you don't
have enough of a pipeline, youwe need, you need to be calling
on general contractors or youknow builders or insurance
agents or wherever else you knowreal estate agents.
Wherever else you could you'dbe normally getting a roof from.
You might need to do a littlebit more prospecting.
(51:15):
If you're getting all of yourleads provided for you right now
, you might need to be preparedthat it's going to be 60 40 in
the future, because you know,consider yourself lucky that
you've gotten all those leads upto this point.
No-transcript.
(51:53):
Is that meaning that you're notcalling the new one that just
came in?
Or is that meaning you're notout there prospecting or doing
whatever else, um, or callingyour referrals, um, et cetera,
um, you know, because you'reyou're kind of just staying busy
with the easiest thing possible.
Speaker 1 (52:11):
Yeah, that's what.
That's what I think a lot ofsales reps will do is just stay
busy with the easiest thingpossible, not not do the hard
thing.
All right, so it's kind of tobring it all together.
If you, you know, if you, youknow you're coaching one of the
RSR eight team, uh, you knowmembers of the RSR RA, one of
(52:34):
the companies, and they're likeCody, what man, all this is
going on.
You got a couple minutes withme.
What?
What the heck should I do?
You got a couple minutes withme.
What?
Speaker 2 (52:46):
the heck should I do?
You should be the best at whatyou are, meaning that if you are
a $2 million company and it'sBob's Roofing and you're Bob,
you need to lean into thatBecause, guess what?
Right now, bob can offer betterprices than the PE-backed firms
.
And, mr Homeowner, do youreally want to support the big
man right now versus the littleguy that's just trying to
support the local community, bobblah, if you're the big guy,
(53:08):
hey, guess what?
Do you really want to go with?
Bob?
Who's right now Really reallyuh, difficult economic times.
Businesses are going out of, outof uh, business left and right.
Is Bob going to be around inthe next three years or the next
three months?
Even?
You know, um, but you can't beBob trying to be the big guy.
You can't be the big guy tryingto be Bob Um.
You have to just be who you are,um, and then really maximize
(53:33):
that Um you know.
Be the best version of whateversize company you are, whatever
your your go-to is, whateveryour story is, whatever makes
you special and the best.
There's something that you dobetter than anybody else in your
market or top five or top three.
Figure out what that is.
Scream it from the rooftops, nopun intended.
And and let every customer knowif you want this.
(53:56):
This is what I am.
Um, and don't try to besomething you're not, because
customers now are even moreguarded in the last 90 days and
so they're going to be even moresuspicious.
They're going to be, they'regoing to you know, and if you're
not honest, you're not truthful, if they see through it,
they'll never go with you.
So better to be true toyourself and just be.
(54:18):
You know unabashedly what youare, and then customers will
love the authentic nature of it.
And some want to buy from thebig boys, some want to buy from
the locals, some want to buyfrom the mid people, some want
to buy online, some want to buy,you know, sitting in somebody's
home.
Some want to buy Owens Corning,some want to buy JF, you know,
but nobody wants to buy fromsomebody that's a liar or
(54:40):
somebody that's not honest andyou go and fake the funk for so
long and you just can't do itreliably.
So just be true to who you are,lean into it, be even more of
who you are right now and beeven better at what you can
offer.
Step it up even more and try toput some things out there that
make you unique and that reallyemphasize what makes you special
(55:03):
as a contracting company.
Speaker 1 (55:05):
That's awesome, man, great advice.
This has been another episodeof the Roofing Success Podcast.
Speaker 3 (55:11):
Thank you for tuning into the Roofing Success Podcast
For more valuable content.
Visit roofingsuccesspodcastcomWhile there.
Check out our sponsors forexclusive offers, shop for
merchandise and sign up for ournewsletter for industry updates
and tips.
Also join the Roofing SuccessFacebook group to connect with
other professionals and stayupdated on the latest trends.
(55:33):
If you enjoyed this episode,please subscribe, like, share
and leave a comment.
Your support helps us continueto bring you top industry
insights.
The website link is in thedescription.
Thanks for listening.
Popular Podcasts
Bookmarked by Reese's Book Club
Welcome to Bookmarked by Reese’s Book Club — the podcast where great stories, bold women, and irresistible conversations collide! Hosted by award-winning journalist Danielle Robay, each week new episodes balance thoughtful literary insight with the fervor of buzzy book trends, pop culture and more. Bookmarked brings together celebrities, tastemakers, influencers and authors from Reese's Book Club and beyond to share stories that transcend the page. Pull up a chair. You’re not just listening — you’re part of the conversation.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!