Four ways to work with RoofMastery
The same body of work sits underneath all four: how roofing actually sells, how a sales team is built and paid, and how the office keeps up with what the field sells. What changes between them is how much you do yourself, how much access you get, and whether the change happens on your calendar or inside your company.
Read these in order and one of them will be obviously yours. If two are, start with the cheaper one — you can always move up, and there is no version of this where buying more than you need makes it work faster. If none of them fits, we will say so on the first call rather than sell you the nearest thing.
Everything below is written for roofing companies and roofing sales professionals in Florida and the Southeast. That is a deliberate limit, and who it's for explains exactly which three people we build for.
Self-paced courses and training
The recorded curriculum and the written playbooks behind it. Work through it on your own schedule — at a desk, or on a phone in a driveway between appointments.
What it is
A structured, recorded course covering the sales process end to end, plus the documents that make it operational: call and door openers, the inspection conversation, how to present findings without triggering a price fight, objection handling, follow-up cadences, and the templates a company uses to run all of it consistently.
It is a curriculum, not a content library. The modules run in an order, each one builds on the last, and the playbooks are meant to be copied into your own company and edited rather than admired.
Who it suits
Individual reps paying for their own development, which is the single best predictor of a rep who lasts. New hires who need a common vocabulary before a manager can coach them properly. And owners who want to see how the whole thing is put together before committing to anything larger.
It suits self-starters. Nobody is going to chase you through it, and there is no accountability in a recording — that is what the other three programs are for.
What changes
You stop improvising. You have a defined way to open, a defined way to run an inspection, a defined way to present and a defined way to follow up — which means that when something stops working you can find the step that broke instead of concluding you are in a slump.
For a company, the change is shared language: when the manager says "you skipped the transition," everyone knows exactly which twenty seconds of the conversation is being discussed.
1:1 coaching
Ongoing, individual, and built around your company or your book rather than around a curriculum. Recurring calls, your real numbers and your real deals, and someone to be accountable to between them.
What it is
A recurring working session with a defined agenda: what happened since the last one, what the numbers say, what the current constraint is, and what you are committing to before we speak again. Deals get reviewed as they are, not as they are remembered. Comp plans, job descriptions, pricing decisions and hiring choices get worked through in front of you rather than handed over as a template.
Between sessions you have a route to ask about the thing that is happening today — the rep who just resigned, the estimate you are about to send, the offer you are about to make.
Who it suits
Owners who are the ceiling of their own business and have nobody to think out loud with. Sales managers with no one above them who has ever built a sales team. Anyone whose situation is specific enough that generic material keeps almost fitting.
It suits people who will actually bring their numbers. Coaching without the numbers is a conversation about feelings, and roofing has enough of those in October.
What changes
Decisions get made on a cadence instead of when they become emergencies. The things you have been meaning to fix for two years — the comp plan, the rep who is protected by history, the pricing you have never revisited — get dates attached to them and get done.
Most owners find the first real change is the calendar: the week develops a shape that is not purely reactive, which is usually the precondition for everything else.
Group coaching & mastermind
A cohort of owners and managers on recurring group calls, with a community between them and accountability that comes from peers as much as from us.
What it is
Recurring live group sessions on a fixed rhythm, each with a working topic and a hot seat where one member's actual problem gets taken apart in front of everybody. A private community between calls for the questions that will not wait. And an accountability structure: what you said you would do, whether you did it, and what happened.
It is a room, deliberately kept coherent. Members are roofing operators and sales leaders in Florida and the Southeast, so pricing, seasonality and hiring pressure are comparable enough that a peer's answer actually applies to you.
Who it suits
Owners and managers who learn best from other operators, who want the discipline of a recurring commitment, and who are past the point where their main problem is a lack of information. It also suits anyone who is simply isolated — this trade produces a lot of people carrying a company alone with nobody to compare notes with.
It does not suit someone who wants their specific business rebuilt. That is 1:1 or consulting.
What changes
Two things, reliably. The first is speed: a problem you would have chewed on for a month gets solved by someone who solved it last year. The second is standards — you find out that what you tolerate is not normal, in both directions, and that recalibration is worth the membership on its own.
The accountability is the part people underestimate. Saying a date out loud in front of eleven peers changes the odds that the date survives contact with a busy week.
Done-with-you consulting
A project engagement inside your company. We diagnose what is actually broken, design the fix with you, and stay in it until your people are running it without us.
Sales process
The whole path from lead to signed contract, written down as stages with entry and exit criteria, then built into whatever CRM you actually use rather than the one you meant to implement. Includes the inspection and presentation standard, the proposal format, the follow-up cadence, and the definition of a dead lead — which almost nobody has, which is why pipelines fill with fiction.
Compensation design
Most comp plans in this trade reward closing a job, and nothing else. So reps discount, sell what is easy, hand production a mess and disappear after the deposit. We rebuild the plan around the behaviour you actually want — margin, clean handoffs, collections, retail as well as claims work — model it against your real history before it goes live, and help you communicate it without a mutiny.
Hiring & onboarding systems
A defined profile, a repeatable interview with scored questions instead of a chat about ball games, a written ramp with weekly milestones, and a first-90-days plan that produces a productive rep or an early, honest exit. The alternative is what most companies do: hire whoever is available, hand them a shirt and a territory, and wonder why they quit in six weeks.
Operating cadence
The meeting rhythm, the scoreboard and the handoffs that keep production from outrunning the office. Which numbers get looked at daily, weekly and monthly; who owns each one; what happens when one goes red; and how a sold job moves from the rep to production to collections without living in somebody's texts.
How to pick, in one page
Four honest heuristics. They are not sales logic; they are what actually predicts whether an engagement works.
Start with who has the problem
If the problem lives in one person's skill — a rep who cannot close, a manager who cannot coach — training and 1:1 fix it. If the problem lives in the structure — the comp plan, the process, the handoffs — training will not touch it, because the structure will simply overwrite whatever the training taught within a month.
Be honest about accountability
Self-paced training assumes you will finish it. Most people do not, and there is no shame in knowing that about yourself in advance. If you need a date in a diary and somebody asking what happened, buy the thing that includes one.
Match the depth to the stakes
Rebuilding a comp plan for a team of eight is not a topic for a group call. It touches every rep's income, it can be reverse-engineered by the wrong people, and it needs modelling against your actual history. That is a consulting engagement or nothing.
Sequence beats intensity
The pattern that works most often is training first so everyone shares a vocabulary, then a consulting engagement to install the structure, then the group as ongoing accountability once it is running. Buying the biggest thing on day one is not faster; it just front-loads change your company has not been prepared for.
Why there are no numbers on this page
What an engagement costs depends on which program it is, how many people it covers and how long it runs. A price invented to fill a table would be wrong for most of the people reading it, and the ones it was wrong for in the cheap direction would find out later, which is the version everybody hates.
So the commitment here is about process rather than price. Before you pay for anything you get the scope, the duration and the fee in writing. Nothing is added to it afterwards without your agreement in writing. There is no today-only pricing, no artificial cohort deadline invented to force a decision, and no upsell embedded in something you already bought.
If a program is not the right fit, you will be told that on the first call. The rest of what we commit to, and the questions you should be asking any coach before you pay them, are on our standards page.
About the programs
Which program should I start with?
If you are an individual rep paying for your own development, start with the self-paced training. If you are an owner or manager who roughly knows what is broken and wants a thinking partner, start with 1:1. If you want peers as much as a coach, start with the group. If the problem is structural and you want it fixed rather than explained, start with consulting.
If you genuinely cannot tell, say so on the first call and describe the last month instead. Which one fits is usually obvious from the story.
Can I move between programs?
Yes, and most people do. A common path is training first so the vocabulary is shared, then a consulting engagement to install the structure properly, then the group as the ongoing accountability once it is running.
There is no penalty for moving and no requirement to buy the next thing. Nobody is going to be sold a mastermind seat at the end of a course they paid for.
Do you work with companies outside roofing?
The underlying model is local-service selling and the principles transfer — the process, the comp design, the operating cadence are not unique to roofs. But everything here is written for roofing: the examples, the objections, the seasonality, the code conversations, the insurance environment.
The buyer we build for is a roofing company or a roofing sales professional in Florida and the Southeast, and we would rather say that plainly than claim to be a fit for everybody.
Can you train my whole sales team at once?
Yes, and it usually runs as a consulting engagement rather than as a stack of individual seats. Training a team on a process the company has not adopted produces a two-week lift and then a slow return to whatever the comp plan actually rewards.
The sequence that holds is: fix the process and the incentives, then train the team on the thing that is now true, then keep coaching it through the manager rather than through us.
My company is small. Is this only for big operations?
No. A great deal of this work is most valuable early, because a small company that writes its process down before it hires is not carrying eight years of habit that has to be undone first.
What matters more than size is whether there is somebody with the authority to change how things are done, and whether they will actually be in the room. A one-truck operation with a committed owner is a far better engagement than a large company sending a delegate.
Do you take equity, commission, or a share of revenue?
No. Engagements are scoped and priced as engagements, in writing, and that is the whole commercial relationship.
We also do not accept referral fees or commissions from suppliers, software vendors or lead sources for recommending them to you. If a tool gets recommended it is because it fits your situation, and you are welcome to ask directly whether there is any arrangement behind any recommendation — the answer will always be no.
Not sure which one is yours?
Describe the last month — what sold, what didn't, what broke, who quit. The right program is usually obvious from the story, and sometimes the honest answer is that you do not need one yet.