I Bought a $7M Roofing Business… Then Almost Lost It
The one thing to remember
In a relationship-driven business, you are not just buying revenue—you are buying customer trust, seller credibility, and a team’s willingness to follow you.
What happened
Camille bought a $7M-revenue commercial roofing business in late 2022 for about $3M, using SBA financing. The numbers were not described as fake; the failure points were people-related: concentrated customers lost confidence, the leadership team resisted change, and the buyer expected the company to run without much of his involvement. Revenue fell from about $7M to about $5.1M in year one and $4.6M in year two. The turnaround came after Camille became more involved, rebuilt leadership, focused on culture, and a former owner returned to help restore customer confidence. By 2025, the business was expected to finish around $12.1M in revenue.
Who's telling it: Camille, the buyer/operator of the acquired roofing business The account is mainly from Camille, the buyer; the sellers, employees, lenders, and customers are not interviewed, so their side is missing.
Timeline
- Sourcing
A friend introduced Camille to a seller after Camille rejected starting a commercial roofing company from scratch.
- LOI
Camille agreed to buy the commercial roofing company, attracted by private work, high margins, long-tenured staff, and a seller who would remain involved.
- Financing
The deal used SBA financing, and the real estate was carved out late because of environmental issues.
- Closing
The acquisition closed at the end of 2022 for about $3M on a business doing roughly $7M of revenue.
- Integration
Customers hesitated, leadership resisted new systems and meetings, and Camille realized the business needed much more of his time than expected.
- Operations
Revenue declined to about $5.1M in year one and $4.6M in year two, with major customers reducing large-project work.
- Operations
Camille replaced much of the leadership team, invested in culture, implemented systems, and became more present in the office.
- Operations
A former owner returned, customer confidence improved, and the business was expected to reach about $12.1M in 2025.
stage where a mistake was made
What went wrong 7 issues
Top customers lost confidence
The acquired company relied heavily on a small group of large customers. After the acquisition, some customers kept calling for smaller work but stopped sending the larger projects, causing revenue to fall sharply.
Mistake made at Due diligence → showed up at Operations
“The business after acquisition lost consumer confidence and and consumers stopped calling for bigger ticket items.”
Warning signs
- The business depended on a few large, high-touch private customers.
- Camille later said five customers created roughly 80% of revenue.
How to prevent it
- During due diligence, the buyer and seller should meet every top customer more than once and document what each customer needs to see to keep sending large projects.
- Before signing the LOI, the buyer should model a downside case where 2-3 top customers pause large projects for 12-24 months.
- At closing, the buyer should launch a customer-specific continuity plan with seller introductions, named account owners, and a schedule of follow-up visits.
Departing owner held relationships
A departing owner appears to have been central to customer trust and market credibility. When he came back, Camille said stability returned and the phone started ringing again.
Mistake made at LOI → showed up at Operations
“he is so well known, so well networked, has so many relationships um that it's something that it's extremely hard to substitute.”
Warning signs
- One partner wanted to move to Florida, while customers were used to the old leadership.
- When that former owner later returned, Camille said the business turned around quickly.
How to prevent it
- Before closing, the buyer should identify which owner or employee personally drives each major customer relationship and rate how replaceable that person is.
- In the LOI, the buyer should require the relationship-owning seller to stay for 12-24 months in a defined customer-facing role if their relationships are central to revenue.
- At closing, the buyer should tie part of seller compensation to successful handoff of named relationships, not just time served.
Leadership resisted change
Camille expected the existing leadership team to support growth and new systems. After close, they resisted changes such as CRM, meetings, and process standardization, and he eventually replaced the leadership team.
Mistake made at Due diligence → showed up at Integration
“after acquisition they threw their hands up and said nah don't make any changes we like it the way it is”
Warning signs
- The account managers had their own customer funnels and operated like separate businesses.
- The team nodded during pre-close meetings, but had little experience with the buyer's systems and processes.
How to prevent it
- During due diligence, the buyer should spend meaningful time with the leadership team and discuss the exact changes planned, including CRM, meetings, reporting, and growth targets.
- Before closing, the buyer should have each key leader confirm in writing their role, decision rights, and which operating changes they agree to support.
- If alignment is weak, the buyer should hire or assign an experienced operator before close instead of assuming the inherited leadership team will lead the change.
No earnout or AR plan
The buyer paid straight out without an earnout and did not buy AR. That reduced seller alignment after close and left the buyer exposed when customers paused larger work.
Mistake made at LOI → showed up at Operations
“I didn't do an earn out. I didn't buy AR. Um I just bought it straight out”
Warning signs
- The deal had customer concentration and a departing seller, but the sellers had little post-close economic stake in transition success.
- Camille described it as his first acquisition and said he did not do proper due diligence.
How to prevent it
- At LOI stage, the buyer should structure an earnout, seller note, or holdback linked to customer retention and successful transition milestones.
- During financial due diligence, the buyer's accountant should define normalized working capital and decide whether AR is included, excluded, or purchased separately.
- Before closing, counsel should include a post-closing true-up for working capital, AR collections, and any disputed transition items.
Hands-off ownership assumption
Camille bought the company expecting not to be deeply involved. In reality, the business needed active onsite leadership, and delaying that involvement made the turnaround take much longer.
Mistake made at Thesis → showed up at Integration
“I was buying this one with the intention of not really being involved uh leaning on the people that were already here.”
Warning signs
- Camille's existing business already took about 30 hours per week.
- The acquired company was only about $7M revenue, relationship-heavy, and not large enough to be self-sustaining without active leadership.
How to prevent it
- Before closing, the buyer should decide whether the business truly has a capable operator in place or requires the buyer to be onsite.
- If the buyer owns another company, they should backfill their old role before close so they can spend the first 90-180 days in the acquired company.
- At closing, the buyer should publish an onsite schedule and weekly operating rhythm for staff, customers, and project review.
Messy WIP transition
The work-in-progress transition was overcomplicated, with multiple completion thresholds and confusing profit/cost splits. Camille said the process was a mess and likely cost money.
Mistake made at Closing → showed up at Operations
“We've put in metrics of like 20% completion, 50, 75. You keep the profit, I keep the profit”
Warning signs
- The company had ongoing commercial roofing projects at closing.
- Camille said the transition rules became overcomplicated and he probably lost money on it.
How to prevent it
- Before closing, the buyer and seller should create a simple job-by-job WIP schedule with agreed revenue, costs, billings, and remaining margin.
- The buyer's accountant should test the WIP schedule against invoices, purchase orders, and project manager estimates before funds are released.
- The purchase agreement should include a clear WIP true-up mechanism 60-90 days after close to correct over- or under-allocation of costs and profit.
Outbound sales took longer
Camille assumed adding outbound business development would be an easy value-add. Several hires did not work, talent was expensive, and building trust in commercial roofing took much longer than expected.
Mistake made at Thesis → showed up at Operations
“I thought that was my lowhanging fruit. I thought that was my value ad.”
Warning signs
- The business historically relied on inbound work and relationships, not outbound sales.
- Customers were building owners, facility managers, property managers, and consultants, where trust and authority take time.
How to prevent it
- During due diligence, the buyer should validate any growth thesis by interviewing industry salespeople, customers, and competitors about realistic sales-cycle length.
- Before hiring multiple business-development staff, the buyer should run a 90-day pilot with one industry-credible person and clear activity and pipeline milestones.
- The first-year budget should treat new outbound business as upside until the company proves conversion rates and sales-cycle timing.
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Thesis
Sourcing
LOI
Due diligence
Closing
Integration
Operations
Transcript 1589 lines · 10757 words · auto-generated captions
Camille bought a $7 million commercial
roofing business for a 2.8x multiple and
it almost put him out of business. Not
because the numbers were wrong, but
because he misunderstood people,
customers, and what really [music]
breaks after an acquisition. In the
first year, revenue dropped from $7
million to nearly 5 million. Customers
hesitated. Leadership resisted change,
and the business he thought would run
without him demanded everything. He
skipped earnouts, missed customer
concentration risk, and assumed the
existing team would follow his vision.
They didn't. In this episode, we break
down the real mistakes first-time buyers
make, client trust, leadership
alignment, [music] and why hands-off
ownership is a lie at this level. If
you're buying or thinking about buying a
business, this is the conversation you
need to hear before you wire the money.
>> I say this to everybody I speak to when
we get on this subject is expectations.
I had an operating business that was
doing extremely well. It took up, I
would say, 60 to 70% of my time by then,
but still significant over around 30
hours a week, let's say. And I was
buying this one with the intention of
not really being involved. The other
owner who left to Florida turned out a
family didn't like Florida. So, they
came back. And when they came back, he
approached us. Let me help you guys out.
I know you guys are in trouble. And came
back and started helping out. And within
2 months, everything started turning
around. That sort of proved to me that
consumers saw that he's back. Stability
is back and the team was back together
and and the phone started ringing. And
then we came to an agreement on a
long-term partnership and and we're all
back together now and one big happy
family.
>> Born and raised in Poland. Um came to
the States in 1993 at 13 years old. went
to school at high school, college, and
right uh as I was finishing college, I
was actually supposed to go to law
school.
And my mom at that moment asked me if I
would help her out in her little
business. And her business started 3
years prior. So about the time when I
came to the States and uh actually no,
I'm sorry. 3 years prior.
No. Well, No, she was already in
the business for a bunch of years. Hold
on a second. So, she's been in business
since 93.
>> Oh, yes.
>> Uh, but anyway, it was a a sighting
installation company for contractors.
So, basically, a builder called and she
she uh did the estimate. My stepdad got
in a truck, got the job done, and and I
and she asked me to help out over the
summer. So, I said, "Sure, you know, um,
let me make some money before before I
go to law school," which what I what I
thought I was going to do at the time.
And as I'm running
working in that business um
few months into it, she decides she
tells me that she is she wants to move
to Florida and would I be interested in
taking over and uh I put a little bit
thought to it. There was a debate,
internal debate, but eventually I said,
"Yeah, let's do it." I like the money. I
like the prestige of being an
entrepreneur. Uh and um and and we got
into it. She she moved out and and I was
uh I was neck deep in it. And it
certainly was not what I imagined. It
wasn't, you know, uh suit and tie and
and boardroom meetings, any of that. It
was me in the truck driving around uh
doing a little repairs and and uh
swinging a hammer here and there and
measuring and walking in mud and using
portaotties. That's that's what I was uh
that's what my next seven to nine years
look like in that in that role. But uh I
took ownership of it really quickly. I I
I it became it started becoming my
identity and I loved building I I
learned that I loved building a team. Um
not really a team at that moment but I I
what I thought was a business but
obviously it was just a job a self self
uh self- entrepreneur. Um yeah and then
and then this is about year 2014 15 16
uh so I'm in it about 10 years and then
I got um I discovered and I got
introduced to different aspects of how
to grow businesses uh community
masterminds and and everything took off
from there.
>> Nice. And um and then so you you you
grew that siding business. It's not a
roofing business yet, right? When did it
transition into roofing?
>> It ex it transitioned about that time,
right? So the year is 2017.
I get introduced to this network
mastermind called Go Abundance. I I
start discovering what it means to be an
entrepreneur, what it means to build a
team, what it means to scale. Now at
that moment, I still had it was just
still baby steps and it was just
theoretical plan and and vision and
mission. uh and I started I hired my
first admin then I hired a project
manager so it was a team of two then
three then four very very small and um
maybe about 2019
I in started introducing roofing to our
offering and a little bit of windows and
today it's still a it's still a I would
say the brand is still very much based
on sighting. Our name was B&B sighting.
Then we put B&B sighting and roofing. Uh
and currently it's probably a 50/50
split between sighting and roofing. All
residential uh selling at your kitchen
table. So right from that moment where I
joined the mastermind, I started
discovering the opportunity. I started
phasing away from builders and
contractors and leaning deeper into
retail. That that change alone almost
put me out of business because I did it
too fast
>> and I didn't realize that builders and
contractors would kept the lights on in
the winter because retail is not really
calling to do projects in the northeast
in the middle of January. So that was a
very very steep learning curve. Uh but
we got through it and uh and now we very
little builder and contractor work.
maybe a few select uh customers that
we've worked with throughout the years
and it's all retailbased.
>> Okay. And and that's a that's actually a
really good insight right there where
you um you said um I um you figured out
that uh builders kept the lights on
during the off season because a lot of
people go into um business like that and
then they have this perception about
builders and you know the risk and um
you know and they they don't want to be
in the builder business and the
cyclicality of it but then they don't
understand that that there's a
seasonality to the business that that
builder helps with and then probably
other things as well as a as a feeder
mechanism for future business and so
forth. U that's a huge insight. Um how
about the uh uh the the difference
between siding and roofing? Can you kind
of talk about it a little bit like
what's the difference between those two
businesses in terms of um
client acquisition or in terms of margin
in terms like the whole business? I'm
I'm assuming they're completely
different.
>> Yeah, quite a bit. And I'm actually
quite surprised that
sighting does not have as much
competition as roofing.
>> Now I I know why, but I'm surprised that
companies um that are a little bit more
uh advanced do not lean to lean into
sighting because because there's roers
all over the place. But honestly, all
you need is a truck and a ladder to do a
roof. to do a sighting. It's a little
bit more of a capex investment into into
a lot of equipment. Um the difference
being is the P&Ls run the same way.
There's no issues there. The difference
being is that the sighting project takes
a lot longer. Anywhere from 5 to 7 days.
Roofing projects, at least here in the
Northeast, any you know two days max. If
it's a huge house, maybe three with
ripoff. So a much quicker turnaround
with roofing. But then your average
ticket size is a lot larger with
sighting. Um you have a lot more
complexity with sighting. Estimating
roofing is a lot easier. Estimating
sighting is definitely a lot more
involved. Right now with technology we
use hover so it it's really easy for
either or. Uh but then your IT expenses
go up.
It's um I don't know if one is better
than the other. Uh there's pros and cons
to all of it, right? Quicker cash
turnaround with roofing, but again
bigger ticket prices with siding. You
can get you can hit scale quicker with
siding. It's like and we'll get into it
obviously. It's like sc it's like going
from residential roofing to residential
siding to commercial roofing. All of a
sudden you add zeros at the end of each
ticket
>> and and that's your potential to scale
without really
scaling the operation. All you're doing
is just playing in a bigger sandbox.
>> Got it. So, what is like a good sighting
company? What is the um gross margin and
what is the net margin there?
>> Right. Okay. So, that's a important
distinction. Then for us, our gross
margin on sighting is 46% currently and
we're actually looking to go go above 50
in the next few weeks.
>> Nice. H and and roofing. I said siding,
right? I did say siding. And roofing
>> the Well, it depends on how how fat you
are. You know what I mean?
>> Just like the
>> typical you should be anywhere between
15 to 20%.
>> Okay. All right. So, typical. And then
the roofing
>> and roofing is a lot lower because
there's so much more competition, right?
So, I'm we're selling roofing right now
at 30
36ish 36 somewhere around that.
>> Uh so, you know, 10 points lower. Uh
soon to be even much more lower than
that. Uh but we're competing with trucks
in the truck and and it's really really
hard here. Uh there is there one
important distinction at least for us.
We're trying to figure out how to do it
for roofing. But for sighting, we are
able to offer a lot more value. There's
a a lot more tangibles and risk with
sighting where you can we can create
value with roofing is not that easy to
create value up and above what everybody
else is doing already.
>> That makes sense. Um interesting. And
you said the the sighting is a higher
ticket.
>> Okay.
>> A lot higher. Yeah. Our average ticket
on sighting is, you know, anywhere
between 25 to 35,000.
>> Wow.
>> Roofing is 20,000 minus 20,000.
>> Okay. And then how about the size of the
market, the TAM essentially for siding
versus roofing. So roofing is bigger or
siding or it's the same.
>> I I actually am not going to give you
that answer because I don't know.
>> Okay. [laughter]
I did not go that deep.
>> That's interesting. Uh okay. And you
said that there's not as much
competition in sighting, not much
sophisticated competition in sighting
than there is in roofing.
>> Do you know why?
>> That's correct.
I would assume because of the uh capexes
required to get into the business. So
there is no so it's a it's a interesting
difference. There is no sophisticated
competition in roofing because there's a
lot of trucks in the truck in roofing
but there is quite a bit of
sophisticated competition in sighting.
Oh,
>> companies that are as much as hund00
million in revenue doing sighting
primarily.
>> Yeah. So when I when we are coming in to
to uh sell a sighting jobs, our
competitor competition is sophisticated.
>> Oh, okay.
>> When we come in to sell a roofing job,
we see bunch of napkins and and and
estimates on napkins.
>> Okay, got it. So there's more
competition on the siding than there is
on the roofing. I thought it was the
other way.
>> No, no, no, no. I'm sorry I misspoke.
There is more on the roofing in in terms
of quantity of competition. A lot of
roofers.
>> Yeah.
>> But but more sophisticated less but more
sophisticated on the siding side.
>> Makes sense. Okay. Got it. Makes sense.
That's interesting. Okay. And uh so now
take us to the acquisition, you know, uh
going from residential going into an
commercial acquisition.
>> Yeah. So, so it's a year 2022, best year
for us in business. Really thought I
had, you know, the world by the horns. I
hired a COO for my residential sighting
roofing company. We're we're really
going deep. And I asked myself, what's
the next step on this journey, right?
And and the natural next step was was an
acquisition. And that one fell into my
lap. My buddy of mine came over and
wanted to open up a commercial roofing
company under my existing umbrella. But
I said, "I'm not interested because
we're going to have to start at the
bottom. We're going to have to chase new
construction work. Margins are horrible.
We're going to get hurt." And he says,
"You know, he kind of right. I know this
guy who wants to sell." And that's how I
got introduced to to this seller here in
the north uh Jersey. And we started a
conversation. and it took us about a
year and a half to get the deal done,
but neither him or nor I were in a were
in a hurry. Uh so yeah, actually that
conversation started way earlier than
2022.
Um and then um yeah, end of 2022, we
closed on the acquisition. It was a um a
commercial roofing business that only
does commercial. Uh they did about $7
million in revenue.
I bought it for $3 million uh 2.8 man
multiple
and um
it was unique and the reason why I got
really connected with it because it was
all private work, no big box, no new
construction, very high margins. Um
obviously that comes with a lot of red
flags that I ignored but uh but I liked
what I had at that moment and then the
team here was had very very longevity.
Um most of the PMs and field workers
were Polish so I couldn't relate and
make that connection. Um and just good
people overall. It was a good culture.
Um you know almost like that that family
culture and it wasn't you know it was it
it Looking at back at it now, it wasn't
mom and pop in the grand scheme of
commercial roofing, but to me, $7
million was not nothing to to to scuff
at. So, I thought I thought it was a
pretty pretty good business, pretty good
size business. Um, yeah. And we took it
down and uh and went on that whole
journey, which I can get into.
>> So, yeah. Yeah. So, before that, what
was the why did the seller want to sell?
>> It was two. Yeah, it was primarily two
sellers, uh, two partners. They've been
together since, uh, mid 90s, I think.
Yeah, mid to late 90s. And, um, one
partner wanted to move to Florida uh,
for family reasons. the the primary
partner that I was talking to and that
was really the main reason that why they
wanted to sell um because um with
whoever was going to buy that business
the other partner who was stayed in
Jersey wanted to stay on which was also
attractive to me to have a guy stay on
>> um so that was primary reason they were
splitting up. Yeah.
>> Got it. And so do what was like your so
you you you you had the conversation
you're you you made them an offer they
accepted. Um can you speak about the
structure a little bit about of the
structure of the deal?
>> Yeah. So it ended up being an 801010.
Um we used SBA financing. We were going
to take down the real estate as well but
last minute we had to carve it out due
to some environmental issues. So
unfortunately our terms went from longer
real estate inclusive to lesser because
there was no real estate and um that was
pretty easy. Some of the mistakes that I
made again it being my first rodeo and
and honestly even if I I was going to
take this business down anyway didn't
matter what happened. I'm I'm that kind
of guy. It's just like I burn the boats.
I get it done. I figure it out. It
almost did put me out. But uh but yeah,
I you know, I didn't do an earn out. I
didn't buy AR. Um I just bought it
straight out, man. And uh
>> didn't do proper due diligence.
>> Okay. Yeah. So So there's no working
capital included or anything?
>> No, not from the sellers, but I did get
working capital from the uh from the
lender, from the bank. Yeah.
>> Got it. And uh uh so tell us like the
due diligence mistakes first.
Yeah, for sure. Concentration, consumer,
consumer concentration was the biggest
one that I should have really connected
and go deep on that and met with every
single one. I've met with two. We sat
down across the table. We chit chat and
I left. No, it should have been multiple
meetings. How can I, Mr. Consumer,
make you feel comfortable and and trust
me to continue to do business with me?
Is there anything that might come up for
you if I buy this business that you
might, you know, consider not working
with us? Because that's essentially what
happened. The business after acquisition
lost consumer confidence and and
consumers stopped calling for bigger
ticket items.
>> So that was the biggest red flag.
Obviously what I've mentioned around AR
and working capital and earnouts that
should have been another one because um
human psychology I'm not not blaming
everybody but when you sell and
disconnect from what was previously
yours you don't feel the same attachment
so I don't blame anybody for going up up
up and above making sure that these
consu consu customers don't leave um
it's just it was just a nature a natural
progression and then how it naturally
unfolded it but having earnouts and
things like that then yeah you you still
have skin in the game and you want to
make sure the transition is smooth. So
that was that. Um another big one the
biggest apart from that the biggest one
was
uh coming to an understanding and full
alignment with the team with the team
that you're buying. Um, and I'm not even
talking about the PMs or the site uh
supers or the service techs or the
technicians. I'm talking about the
leadership team internally. Um, this
business was was compartmentalized with
account managers that had their own
customer funnel and there was one guy
who was groomed to lead the business
forward which was also music to my ear.
But it all turns out that we weren't out
on the same page. I mean in those few
meetings that I've had I I was talking
about growth and I was talking about
what kind of strategy I was want to
bring into this company and they nodded
their heads but when we bought it and
after acquisition they threw their hands
up and said nah don't make any changes
we like it the way it is you know go do
your thing leave us alone and and that
was a huge huge disconnect over the
three years we I've had to top rate the
entire leadership team fire everybody
replace everybody it was It was
horrendously hard to do and and and if I
leaned into them more in during the due
diligence process and and actually spent
significant uh time connecting deeply
connecting with them, I'm not saying
that things would have been differently,
but I would know what's coming way
earlier than I did and would prep for
it. So that's
>> those two things are are probably Yeah.
So they're the three biggest things. Cuz
you got the client, you got the talent,
and you got the capital.
>> Yeah, exactly. Common denominator is
people. So, it's always about people.
>> Yeah. What else?
>> Oh, what else? Um,
then then then the little things, you
know, inventory check. Inventory was
definitely old and needed to be replaced
and sold. Um, so so there was another
thing that I butchered which was the
transition of work in progress.
Um,
I probably should have simplified it a
lot more. I I we've put in metrics of
like 20% completion, 50, 75. You keep
the profit, I keep the profit, you pay
me the cogs, I pay you the cogs. It was
a mess. Um, all in all, probably
lost money on on that whole transition.
Um, and again, it's it's it's nobody's
fault. It was just a matter of over
complicating the situation. Um,
and then for me personally, the biggest
one and and I say this to everybody I
speak to when we when we get on this
subject is expectations.
I had an operating business that was
doing extremely well. It took up I would
say 70 60 to 70% of my time by then, but
still significant, you know, you know,
over over around 30 hours a week, let's
say.
and I was buying this one with the
intention of not really being involved
uh leaning on the people that were
already here. And obviously, as you can
assume from what I'm saying, it did not
work out like that. I I needed to step
in. And not only that, I was a even even
months after acquisition and I think a
full year, I was still fighting coming
to the office. I was still I couldn't
believe it that I got myself in this
situation and I was just hoping that
it's going to work itself out without me
actually being involved. Uh but then I
gave in and I started coming in with the
pressure of my of my peers and my
mastermind, my network. Um and and and
now I'm here. I'm here multiple times a
week and we're having fun. Now I
embraced it. Now the when the thing is
winning, everybody's having fun. So, uh,
so that the expectation about what it
takes to run a business at this level
and we think $7 million topline and, you
know, a million bottom line, it's
supposedly a good self- sustainable
business, but no, no, no, no, no, no,
no. It's it's got to be a lot larger
than that.
>> Okay. So, I'm going to go back to each
part each part. So, the the client
concentration, did you have
concentration on the revenue side or on
the EBIDA side or the the earnings side?
both.
>> Well, definitely definitely revenue,
which sort of in my mind translates to
both. But we've had we had I would say
no more than five top customers take,
you know, five customers creating 80% of
revenue.
>> Wow. Okay. And
>> very concentrated.
>> That's Yeah. And then so how many of
them kind of stopped calling? One or or
more than one of those five?
>> I'll say three out of two.
>> Three out of two.
>> And I I don't mean stopped. They still
called but not with big projects.
>> Okay. Oh, so they gave you guys smaller
project and Okay. And so they they stop
they stopped giving you guys the big
project because they had their
relationship with one of the owners and
they just didn't know you and they
didn't trust you or is it because they
had a relationship with one of the
account managers and so that person was
not doing their their job or why why did
they stop making those sending you those
jobs?
We've had the meeting. I've had the
meeting with each one of them
>> pre-loc pre-loc most of them. So, so
there was the understanding.
>> Yeah.
>> And um to answer your question directly,
I don't think it was because Mike left
and all of a sudden Mike's there so I'm
not calling cuz Mike's not there. Cuz we
had the the understanding that yeah,
he's leaving and everything will be
seamless.
>> Yeah. Uh, I am convinced that the phone
stopped ringing because the because if I
if I'm the customer and I have a
million-doll project, am I going to call
New Techch who has a new owner now
replaced a few people in the office?
It's a team I' I'm not familiar with.
Can I trust this team to execute such a
large project
uh and mitigate my risk? And the answer
is no. So, I don't blame them. Um, but
that should have been my conversation up
front and reassuring them what changes
I'm making, how I how it's going to be
benefit them as a customer. So, it's
it's all that that should have played
out on my side. But that's what I think
it was. I think it was they wanted to
give it time to see where things settle
with the with the new owner and the new
team and can then still perform at that
high level. Because remember the first
thing I said at this call and the reason
why I bought the company it was a
hightouch private concentrated customer
base meaning the way Newk did work and
still does is a lot on a lot higher
level than other customers. So the jobs
that we're that we were being fed where
I touch very difficult. Um, so I
understand why it was not easy for them
to just, you know, sign off on the bid
and and have us do it.
>> And and this is like year one. The
changes you made year one, you said in
the office, were they part of those
account managers or just staff?
>> Uh, I would say the whole thing played
out in in two years.
>> Two years.
>> So within those two years, uh, the one
owner left to Florida. Uh then we had to
uh turn some admin staff later in like
year two. We turned two account
managers. Uh not really hurt us.
So it all played out in like 18 to 24
months.
>> Got it. And in that first 12 month, how
so you were at 7 million when you
entered. What was the revenue year two
or year one?
4
I want to say 5.1 year 1 4.6 year two so
we down trended
>> and then and then we we zoomed in for
the win year three.
>> Nice. Okay. So, so year one they already
kind of like so that's just their
discomfort. Although although Jay I'll
say this and this is again nobody's
fault but in that whip transition
>> from remember we closed in October 22 in
that transition which was the
acquisition and the year the fiscal year
a lot of the work got pushed to 2024. So
they're they closed the old company at a
very very high
>> topline revenue year because they pushed
as much work as they could. So they
could still benefit off of it. I would
do the same thing obviously.
>> So that's why my year was at 5.1. If
everything was natural, I think the year
would have been around six.
>> Okay. So both years will be 66 and then
it'll even out.
>> Yeah. But the real hurt came about in
202
>> four.
>> No, no, four.
>> Four.
>> So we closed in 22. 23 was the
transition year. 2024 came to hurt.
>> Got it. And then what were the changes
that the account managers didn't like?
What did they like resist?
>> Everything. And primarily it's it's um
CRM, it's systemat systematization
processes. Everybody had everything in
their heads. They didn't want to be told
what to do. Oh my god. Did they hate the
meetings? Oh my god. I They never had
any meetings because they were all in
the same office. They have a beautiful
lunch table. They just get around at the
table during lunch. And I get it. I get
all that.
>> Uh so again, there's no blame whatsoever
like EOS or something. Is that
>> exactly? Yeah. Kind blasting with EOS. L
Pen meeting VTO. Let's go guys. And
they're like, "What? Get out of here.
>> Get out of here." [laughter]
>> It was crazy.
>> Okay. So now, like, if you were to do
this again, how would you approach that
same team?
>> Well, first of all, I'm not doing it
alone now. So, I did it all alone. It
was just me.
>> And um now we're actually looking at
another acquisition. And now I have a
team. I have a team who knows and has
bought in and and will be able to come
and not a team of outsiders because I
still consider myself outsider. I'm I'm
not a commercial roofing expert. Uh but
now I have a partner uh actually the old
owner who came back. We we are now
working very closely together and he's
he's my credibility. He's the guy who
can connect with the next owner and say,
"Hey, this actually works. You know,
this L10 meeting works. this this CRM
thing works and it's just u it's just
cool to be in the room and be well
received and have the translation of how
I see the vision and the mission go
through an owner operator like my
partner into this new owner operator
who's selling who now knows that his
baby's going to be taken care of and and
etc. So, um, so that's the main
difference, um, is is to partner up
with, uh, either an operator or or a
former owner within that industry. It
just makes life
>> someone who has credibility and then can
speak the language of that, you know, of
that industry. So, so, so if you were to
go back and then how how would you
approach those two things? The the the
the client base, how would you what
would you do differently, you know, in
order for you to keep those clients or
at least let's say not that big of a
drop, you know, smaller drop and then
how would you do it with the team as
well if you were to go back and do it
again? Time travel.
>> Yeah. Well, with the team that's
probably a little easier. If I felt that
I'm not making a connection and we
weren't aligned, then I would even
before acquisition, I would look for an
operator.
>> Got it.
>> An account manager um to to step in with
me. That would be the solution to that.
And then uh with the customers,
you know, it's it's easy for me to say
that again I should have been more
blunt, more clear, ask for uh for what
they expect. But at the same time, they
could have very easily just said yes.
Yeah. Yeah. Yeah. Yeah. Yeah. And then
still do what they did.
>> Yeah.
>> So that's a hard one. That's a hard one.
>> Like that first year, would you have
like maybe showed up to the office day
one and
>> Oh, yeah.
>> Go spend spend more time with them. and
take them out. Take them out.
>> Yeah, I'm sorry. I missed I missed your
question. What what I would have done
differently if I would have moved my
life into this office day one. Okay.
>> I would have been here set up did not
leave and everything would be 10 times
easier. But because I was so resistant
>> to changing the way I live life
>> that it took me two years which should
take me 3 months. This this whole
turnaround should have been no more than
six months.
>> Got it. But it's just it's just you know
nature
>> so being there spending some time with
the client spending time with the team
>> fixes it all. Yeah.
>> Yeah. Build% building connection trust
you know alignment.
>> Um yeah. Okay. So so that makes sense.
Uh on the team side you know uh to
understand a little bit the alignment
with your team. Um you know obviously
you had the opportunity to talk to them
before you closed which is kind of
sometimes rare. it's not as you know
it's not as common you know how would
you have done differently to kind of uh
you know kind of like get that out of
them get the um um the misalignment if
you will between what you're trying to
do versus what you know what they're
expecting but also but also you have to
take that in consideration that whatever
you're you say you're going to do they
have no experience you know with it so
they they can say yes but they don't
know what it is you know what I mean
until you actually do
So, how would you do that part where
surface those issues before you close?
>> More time, just more time spent with
them. And you're absolutely right. It
still wouldn't give me 100% assurance.
But what I didn't know then I know now
is that even seeing the in inexperience
of that person's
um
um you know inexperience with systems or
processes or or EOS
>> if I recogn if I well I did recognize it
but if I if I connected the dots I would
have even maybe brought in somebody from
B&B be not necessarily for the benefit
of industry knowledge, but for the
benefit of being a champion of change.
>> Yeah.
>> Uh to sit down with them and and help me
champion the the implementation of
whatever I was trying to do because
you're absolutely right. None of them.
They nodded their heads
and they
and and I just took it for I just took
it at at their word and I said and I
thought to myself, okay, I'll bring in
the new new implementations and we're
going to rock and roll.
>> Um, but u if I spent more time with them
and I actually realized, you know what,
this guy might be open to it. I know he
doesn't have experience. I know he's
going to be resistant a little bit, but
if I bring in Lauren with me from B&B,
we both can tackle it because he's open
to it.
>> Yeah.
>> But the guys that I actually had there,
if I spent more time with them, I would
have realized that they're yesing me,
but they're not open to it
>> and they were never going to be open to
it.
>> Got it.
>> And that's the piece I missed.
>> Yeah. Yeah. Yeah. And I mean there's
actually an there's actually it's kind
of like a capacity for change or change
a capacity and essentially the ability
for a team or a business to essentially
transform to change and and it's a
measure that you know um there
consultants and adviserss that do this
that can do surveys and question and do
interviews to figure that out you know
as part of the operating operational due
diligence to figure out you know I'm
going into a team that has that capab
ability to transform to where we wanted
to go or not and then so just know it
ahead of time is huge um in terms of uh
>> um how you proceed. Okay. So so this is
huge this is super valuable because the
client you know elements is definitely
something that that happens and uh the
team uh piece also happens. Um, so, uh,
you said there were two owners. Was one
of the owners stayed, right? And then
one of the owner left to California or
to Florida. The person that stayed is is
he still there?
>> Yeah. Yeah. Yeah. They're both still
here, actually.
>> Oh, nice. Okay. What are their roles?
What are they
>> there? So, so the one that was that
never left that was here,
>> he is he's he's our estimator and sort
of salesperson, right? Uh, there is no
real sales process here.
uh at at in in in our company. It's more
about building a proper job scope,
building a proper bid package for the
customer, solving all the issues. And
he's amazing at that. He's very
analytical engineer mindset. So, he's
he's been with us. Um he never left. And
um and uh but he's not, you know, he's
not an account manager. He's not a
leader. Not because he's the bad guy.
It's just not it's not his personality.
Yeah. that's not something he would feel
comfortable with. So, he was just
basically like sending out bit packages
and meeting with customers just to go
over scopes. And um the other owner who
left to Florida turned out that his
family didn't like Florida. [laughter]
So, they came back and when they came
back he he approached us, this was
earlier this year and said, you know,
let me help you guys out. I I know you
guys are in trouble. And came back and
started helping out. And within two
months, everything started turning
around. And and that that sort of proved
to me that
>> the the c customer consumers and consu
consumers saw that he's back. Stability
is back and uh the team was back
together and and the phone started
ringing. Uh and then we um came to an
agreement on a long-term partnership and
and we're all back together now and one
h big happy family. That's awesome. So
what so what did you do uh when he came
back to kind of like turn the ship
around?
>> Yeah. So so this uh he he is definitely
more of a um
full-on account manager, you know, great
at selling selling, great at making
connection, great at connecting and
influencing people. Uh he's your true
sales professional and a leader, right?
He's he was he was the one running this
business before I bought it. So he's
back in that same role and uh the
difference being is that he is so well
known, so well networked, has so many
relationships
um that it's something that it's
extremely hard to substitute.
And um with him came back the brand and
came back the strength of this business
cuz people knew that if they give him a
job a project that will get done and no
matter what happens it will get done
will get done right. So that was the
biggest thing.
>> Nice. And so uh when you uh when you
bought the business how many account
managers did you have?
>> Two.
>> Okay. Okay. And those account managers
essentially they're managing account but
also they're doing sales.
>> Yeah. Actually, I'm sorry. Three. Three.
And uh correct. Each has their own
funnel. They all they all estimate their
own work, send out the bid,
>> you know, manage the the interaction and
then hand it off to a project manager.
Okay. Individually separately. So, it's
multiple businesses with their own
business. And then do they go out and
prospect for new business or they just
take the inbound?
>> Inbound.
>> Okay. And so the business never had any
outbound, you know, uh way to go out and
find business and and bid on business.
>> No. No. And I thought that was my
lowhanging fruit. I thought that was my
value ad. So immediately after
acquisition, I started hiring BD guys
and ladies and one after the other
didn't work. Didn't work. Didn't work.
And by the way, hiring in commercial
roofing is extremely expensive. It's
ridiculous.
>> Can't find talent for nothing. Um, and
uh, we finally landed on a business
development lady about a year ago, 13
months since she's been with us. she's
gaining traction, but it's such a long
process. Yeah.
>> To gain the confidence and to to have
the consumers see you as an authority in
the space that it's it's just that it's
a very very long engagement, very long
process. Um, now I've what I've done
recently is I've hired another expert
and another account manager. So, we're
definitely building the business
development side of things. We are
definitely going into 2026 with a great
strategy of outbound business
development. We're excited about because
the phone is still ringing. We had a
great year. So, we're just going to add
to it. But now, what's different between
now and then is that then
I
I was recruiting for talent and just
kind of bringing anybody who who would
say yes. Yeah. Now I'm very intentional
and again we have the reputation and we
have a a a so so talent wants to see
talent. Talent wants to see that you
already have something cool happening
that they want to come and and join. Uh
and that's really what what really
happened. We got the flywheel moving and
now it's attracting not only new
customers but also talent. And that's
the difference. And it's it's one it's
hard right. What's first chicken on the
egg? It's hard to get that flywheel
going. Yeah. So when you say you're
intentional about what you're looking
for, so what are you looking for?
>> So we've just hired u a gentleman who
was very high up a seuite level with one
of the manufacturers in the industry.
>> Okay.
>> And what that means he knows everybody
and is extremely well respected. Uh so
that's that's what I mean. You just want
to get people You just want to get
people who
are
very very ingrained in the in this
market in the industry and are very well
known. And the other person that we've
hired is somebody who's coming in from
our direct competitor, a large a large a
lot larger company than us,
>> but they're coming over because um
because of instability in that company,
but after being bought out by PE.
>> So um so there's so so so again same
level very high level account manager
with them coming over here. Uh and it's
just one of those things where you start
attracting the right people when you get
the right thing going. Nice. And uh your
clients, are they developers or are they
the end client or who's your customer?
>> It's a building owners,
it's facility managers, property
managers, and uh we have a few
consultants that we work with.
>> Okay?
>> So, we don't work for builders, we don't
work for contractors, we don't work for
big box like Amazon or anything like
that. None of that. It's private work,
highly specialized hospitals,
pharmaceutical companies, things like
that.
>> Okay. And and this is like new installs
or mostly like, you know,
>> all reofroofs?
>> Reofroofs? Refs.
>> Very few new construction.
>> Okay. And you don't do much maintenance?
>> No, we do have a service and maintenance
department. Not nothing crazy. Uh we're
definitely going to look to grow it in
the next year.
Uh but yeah, it's it's that one primary
way to get your foot in the door. So,
it's very important to have a
maintenance and service department.
>> Got it. And so with these customers,
these uh you know, building owners and
asset managers and so forth, uh that you
already have, are they do you are you
capturing 100% of their business or are
they spreading their business, their re-
roofs across multiple companies? In in
our particular market, you kind of tend
to be a the the one provider for most of
the time.
>> Okay?
>> Again, most of the bids go out to
multiple biders.
>> Okay?
>> So, there is a chance you're not might
not get them all, but but on the on for
the most part, you're sort of connected
with that one owner. That doesn't mean
that owner doesn't have other facilities
in other states. Yeah. that somebody
else is doing. But states and local
specific, you tend to kind of be tied to
to whoever your contact is. Yes.
>> Got it. Okay. So, most of the time
you're getting 90% of their business
within your state.
>> Got it. And then you're are you covering
one state or two?
>> We're actually like in in we're in
Pennsylvania, we're in Delaware, we're
in Jersey. Sometimes we'll go up to
Connecticut. We just did a job in
Virginia. So, we are mobile but
obviously heavily concentrated in our
region.
>> Got it. So my question is, do you have
the ability to generate more revenue
within the same customers that you
already have?
>> 100%. Absolutely. Yeah. And that's why
I'm looking at this next acquisition
because it's strategically placed in the
in the next state where we can cross
reference our customer base, which a lot
of it is the same. So there wouldn't be
a lot of friction or heavy lifting to uh
tap into that work because that customer
already knows us.
>> Got it. So, so, so the business um 22
did 7 million, then it went down to like
five, and then it went to four
something, and then now what where did
it end at 25? 25.
>> We're going to end at 12.1, my friend.
>> That's awesome. Congratulations. Well
done.
>> Yes.
>> Nice. Okay, that's a big jump. That's
like three acts in one year.
>> Huge. Huge.
>> That's huge. Yeah. So, uh Yeah. So, I
Yeah, makes a big difference. Congrats,
man. and um and you know so all the
invest so of the things that you
implemented all the changes you
implemented uh what worked and what
didn't
>> uh
I guess it's maybe a little bit too soon
to say what didn't work we implemented a
HubSpot for sales and marketing CRM not
that we do a lot of marketing but just
for um customer database we implemented
FC CS for our service
uh CRM and we're going to see if we can
um use it for plat for production also.
Um other than that we haven't really
implemented much more. We've obviously
built out all our SOPs for each role and
uh and structure. Um this year with the
new people coming in, I'm really going
to lean into EOS and bring in a
professional and help us set up
everything. the VTO and proper or chart
and GWC everybody. So, we're going to
lean a little a lot more into that, but
I think, you know, just to answer your
question, what worked was doubling down
on what the culture should be. Um, I'm a
I'm a very culture first type of a
leader. And uh I've spent most of this
year connecting with my team. You know,
I do what's called skip meetings. So
every month I meet with every single
employee of the company just to shoot to
shed and get to know them. Um that was
important and honestly if it wasn't for
the buyin of the of the field team from
day one I wouldn't have survived. They
they had my back even though I was the
new guy. But thank God we connected
right off the bat and and that was the
most important piece. um sustaining that
culture, protecting them, uh having
their back and uh and everything else
slowly but surely fell into place. So,
it's just, you know, trusting the
process, trusting the universe and and
treating people right and and things
will work out.
>> So, how do you describe the culture?
>> Very very close. We we are um
we're now quite accountable with the old
team. it wasn't the accountability was
missing. But now with with the new team
in place, we're all very accountable of
each other and to each other. Um the
culture is
it's it's tight. We're we're we like to
spend time together. We like to win
together. Um uh we like to um celebrate
and and support each other if there's
tough times. Uh so very supportive.
Yeah.
>> Nice. And and how did the the dynamic of
the uh the owner coming back into the
business? Did did that you know the the
vibe, the energy, how did that dynamic
change or did it?
>> Um well definitely changed because when
he was when before he came in that year
and a half when he was missing there was
a lot of uncertainty, anxiety, fear, you
know we we everybody knew that the
company was struggling. There was
obviously that was very noticeable. we
we either had work or we didn't and we
didn't. So when he came back there was a
refreshed sense of uh confidence and and
and definitely
a lot of hope from everybody which which
then got turned into action. Uh so yeah
it changed it it elevated us up to um to
another level. So, even though when he
was not here, I was still leaning into
making sure that we're all together and
supporting each other and and um helping
each other win. Uh but when he came
back, he actually very much leaned into
what what what we already had going on.
>> Uh and and it just elevated everything.
>> That's awesome. And so, so tell me about
this next acquisition. So, how did it
come about and what's the the thought
there?
Yeah, I mean so it was just us sitting
around and and strategizing uh first of
all celebrating what was what was
happening and and the achievement that
we were you know uh putting together
here this year and we're just thinking
of what's next. Um cuz they knew they
knew that I bought the business with the
intention of growth and intention of
growth through M&A and organic and and
uh we were just kind of just seeing
what's possible talking through some
things and it's funny you you start
talking about something you put it out
in the world and all of a sudden you
know your your your senses gravitate to
to particular opportunities and and
there was a friend of a friend who
called us and said hey listen there's
this guy I know you guys you know, we're
just acquired. I know your new owner is
looking to expand and we heard that this
guy is interested in selling. He's it's
an offmarket deal and that's how we got
connected and um it it's very early. It
might not happen, but we're exploring it
and it looks good. It's a very similar
size business. So, so that would mean we
we know uh what to look for and how to
how to improve it. It's nothing nothing
that we're not familiar with. So, it
might happen. We'll see. Uh, but that's
all it is. It's through relationships
and uh like anything in this business.
Jesus Christ. Um, yeah. I don't know if
we're going to scale the M&A world by
by, you know, creating a funnel and and
sorting through Sims. I don't know if
we're going to do all that. We're
probably going to first just explore all
the relationship we have and see if
there's anything there. I know it's a
numbers games, but we'll see.
>> Yeah. But also I think I think for you
guys it's it's very uh specific. It's
very the type of businesses that you the
type of business you want to buy is very
unique and um and it's not like they're
going to be a lot of them out there. So
it's just a matter of like waiting for
that big fish to come around and you
know be able to recognize it and be able
to you know um do the transaction in a
in a in a quick manner. But yeah, I mean
it it makes uh it makes a lot of sense.
So what's the goal next year 2026?
>> Well, I mean definitely grow on what
we've built so far. So we're shooting
for 17 million next year.
>> Uh we can take down this acquisition
that would add another seven to the to
the top line and and then we still have
B&B. B&B's uh in a little bit of a
holding pattern there. We're rebuilding
some sales processes and our entire
sales engine and marketing engine. So
hopefully we can get some significant
bump out of that as well.
>> That's what I was going to ask you. How
did um this process of going through
this acquisition affect your your B&B
business?
>> Well, on paper negatively, but I don't
think it was because of the acquisition.
I think B&B has experienced uh hardships
because of the decisions I've made in
that business. Um, again, I've hired a
leader that unfortunately didn't work
out. Great guy, but just didn't work out
in the world,
>> and that hurt it a lot. We made some
decisions throughout that time that were
had a very long negative impact. We p we
we we made a wrong decision on a
marketing hire earlier last year. So, a
bunch of wrong hiring decisions,
unfortunately, which which again killed
the momentum. It's all about the
momentum. Uh so now I brought in some
talent to revamp the sales and marketing
department. We are we have shifted our
sales uh our our two customer approach.
We were always a follow-up shop. Now
we're a one Paul close shop. Uh so that
changes a lot that you have to change
the culture of the sales team. You have
to change the sales team cuz whoever was
selling for you before is not going to
sell in this new system. So we had to do
all that and all that takes time.
>> So we're very hopeful that we're past
all that. The changes have been made
now. We're executing. Uh so
all should be well.
>> Yeah. Nice. Yeah. And so what are some
of the lessons that you learned from the
commercial side that you can take to
your residential side?
>> That's a good question. I I don't I
don't know if there is any. There's so
drastically different businesses.
Um
yeah, my mind just goes to the high
level stuff like culture and things, but
uh yeah, this is B TOC. You're selling
at the kitchen table. You got a sales
process.
Um a lot of jobs turning quickly here.
It's big jobs going on for weeks or
months at a time. No, no marketing. Uh
the sales process is completely
different. So, not really sure. I have
to get back to you on that one.
>> How about the other way? Is there any
learning from the retail from the
residential to the commercial? Is there
anything that the commercial guys can
>> there? Yeah, there I I I I there is the
high customer touch in the commercial
industry
from at least from what I've seen
companies do not uh put a tremendous
amount of value on customer touch,
customer experience, post production
customer experience. As a matter of
fact, we talked about that earlier
today. And I think there is a lot that
this industry could learn from B2C
industry about how to handle customers
before, during, and after and how to
create that raving fan going forward.
>> Got it. So, some of the what are some of
the changes that you would you thinking
about making there? Yeah, we're going to
actually institute the playbook for from
residential in in commercial with the
post customer touch with through
automations, text messages, uh email
campaigns.
>> So, essentially just giving them more
visibility on what's going on. So,
feedback, giving them more information,
making sure that they know the job has
been done, the job is done certain way.
Is that what you're saying?
>> Yeah, that plus staying in touch. Hey,
it's been six months since we did your
roof. Is there anything else you need?
You know, um when they're warranty
expires, show up to the the building,
walk the roof to make sure everything's
fine.
>> Uh just those type of touches, just
being in constant communication with the
customer. Um I I I believe that's
tremendously important.
>> Yeah, it's huge. Adding value. Yeah. How
about like, you know, like the actual
face toace time, the actual like, you
know, mingling, taking out to to, you
know, dinner and stuff. Do you do any of
that or or it's not in your in the
index?
>> Yeah. Yeah. In in Yeah. In commercial
for sure. That's that's what it's all
about. You know, we're part of these
associations and the dinners. You got to
sponsor this and sponsor that and take
that take people out for golf outings
and things. It's that's the tall world,
man. That's where that marketing budget
goes. Not to not to LSA and Google
pay-per-click. It goes to golf outings.
>> Yes. [laughter]
Yeah. And that's uh and and it's
necessary because the you know one
client can be a lot of volume and and
and are you you know are you with that
association which is also it's another
another way like being being involved in
local associations being involved in um
I don't know um asset manager national
asset manager association whatever uh
those can be huge for companies like
yours. Are you like going deep into
that? Like being more like a
>> a higher level sponsor or being involved
in their committees and
>> and so forth like how how are you
playing that game that the
>> Exactly that. Yeah, exactly that. We
sponsor table, we sponsor booths. Uh
we're you know sometimes we're the main
sponsors, sometimes not. uh but we have
to like our business development uh
person attends each and one of each and
every one of them. We go to conferences.
It's um it's a it's it's a game. It's a
fun game to play but it's a necessary
game to play.
>> Uh for sure for sure it gives it gets a
lot of traction.
>> So when you think of those guys those
are asset managers that goes to those
things or builder build
>> each each association is for their own
type right. So we have Bulma uh which
actually don't even know what it stands
for. B then we have IFMA which is for uh
facility managers.
>> Okay.
>> Um and there's another one for property
man. Bulma is for property managers. Uh
there's another one um I forget its
name. Then we go to NERA which is the
National Roofing Association conference.
So we try to pick the mo there's one
more about for consultants. So we try to
pick a direct lane, a focus association
so we know what our target audience is.
So we we try to keep the net narrow uh
not not blasted out wide because again
we're very specific on our customer uh
uh concentration and our customer
profile
>> from what perspective
>> we don't want builders. We don't want to
talk to contractors. We don't want to
talk to uh facility managers of Walmarts
or or or uh Amazon buildings. We don't
want any of that.
>> Okay. Got it. And so those specific
managers, facility managers for
healthcare buildings, hospitals,
whatever. Yes.
>> When you think when they go to these
organizations or where they go to these
events,
they themselves like personally, what
are they trying to achieve?
>> Create a rolodex of vendors that they
can trust. Got it. So that's what
they're they're going to these events
specifically
>> and of course well well not specifically
they're there to meet other owners or
other managers people on their level and
make and make u connection and network
that way to improve their own business.
But we're there sponsoring as vendors.
So then we kind of get ingrained in that
community and when they need a vendor
they know who to look for and they'll
first look up people who support them
other than people from outside that that
don't you know that don't support
>> and are there any like thought leaders
or people that speak in those event like
people that teach in those events teach
these guys you know where are they
teaching where are they like what is the
kind of uh what is the thing that they
all want to learn about these facility
managers what are some of the things
that they want to like develop because
I'm assuming they go these events to
grow to learn to develop addition to
network where are they trying to learn
what
>> yeah so the ones that we attend they're
very local they're they're here in
Jersey they're not national very local
so there is very few uh opportunities
where they have uh learning environments
>> which actually that's that's a brilliant
[snorts] idea I should bring that up to
our BD person to maybe offer a lunch and
or something.
>> Yeah. So, you want to be like the
thought leader. That's what I was going
to say. So like, oh, these guys don't
know what the compliance regulation
that's coming
>> or maybe something specific to
healthcare facilities or maybe AI, how
to use AI or the new tools to kind of
like be a better facility managers or
how to use satellite technology to
visual
world your team or your company become
that thought leader not just a vendor
but we bring value in terms of
information, insight, and we want you to
come, we'll come to your facility and
teach your people,
>> you know, about this stuff that may not
be related to a roof, but it adds value
to your business, whether it is, you
know, new regulation in OSHA or new
regulation in in design
or whatever. I think it's uh anytime
there's compliance, people lean in to to
want to know and and anytime there's
technology that also and and I'm
assuming there are other things that
they can they they'll be curious about.
>> Yeah. No, I I don't disagree 100%.
>> Yeah,
>> that's awesome. All right, Camille,
thank you for sharing your your your
experience with us and and your story.
It was uh uh incredible to uh follow and
I'm glad uh things are, you know,
have improved and and you guys are doing
amazing.
>> Yeah, man. Thank you so much for the
opportunity, Jay. Uh always fun to share
the the journey and the story and the
lessons cuz uh cuz if if you can't
share, then what are we doing this for?
You know what I mean? It's always it's
always good to pour into the community.
>> Love it. Thank you. Thank you, Camille.
Appreciate Thanks, brother.
>> Thank you. Have a good one.
>> All right. Bye-bye.
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