For the leaders of $20M to $100M+ contractors
Marketing you can trust so you can run your business.
You run the business on numbers you trust: the plan, the forecast, the margin in every market. Marketing should read the same way: what it costs, what it sells, and where the next dollar goes.
The fog
The one part of your business you can't walk out and look at.
Channels, agencies, platforms, markets and the sales floor all touch the same customer. Each one sends you a report on its own piece. None of them tells you whether the whole thing is working.
So marketing never fully leaves your mind, even when everyone says it's going fine.
Where the fog comes from
- CRM data nobody fully trustsThe same source goes by different names, so nobody can say which one sold the job.
- Reporting that counts differently depending on who ran itEach agency and platform measures its own piece, usually to the lead, rarely to the contract.
- Marketing and sales working from different numbersSo the meeting turns into a debate about the numbers instead of a decision.
None of it is anyone's fault. All of it is fixable.
Every side of the table
The full track recordThree seats, three lessons. Each one taught me something your marketing needs, and all of it now works on your side of the table.
The agency partner
I built the agency from the ground up. In 2020 I started with a Florida roofing contractor, when marketing was a small part of the business, under 10% by my count. Over the next three years the business grew from $19M to $58M, and marketing grew into the engine of it.
A partner does its best work when it can see the whole business.
The in-house director
A top-20 national roofing contractor bought the agency and brought me inside. I worked closely with the in-house CMO to lead national marketing execution across three brands and more than two dozen markets, and built the reporting and source structure behind it.
Growth across markets breaks on structure before it breaks on budget.
The CMO
As CMO of a PE-backed roofing platform, I rebuilt marketing across six states and reported to the CEO and the board in signed contracts, not leads. I built the weekly read behind it, and tools the reps used.
A board doesn't want activity. It wants a number it can stand behind.
On your side
Independent, with no media, channel or retainer to defend. Everything those seats taught me, and everything I built in them, now works for the leader who brings me in.
Marketing you can trust so you can run your business.
I work three ways.
Each one complete on its own, alongside your team or in the seat. See how each one works.
Diagnose
When you need an answer.
You'll know what's working before you spend another dollar.
Start with a diagnostic →Build
When the system you need doesn't exist yet.
One structure your whole team works from, built with them.
Talk through a build →Lead
When you need a leader.
Someone owns the number, in the seat or alongside your team.
Talk about the seat →Outcomes, not activity
Measured where it counts: signed contracts, revenue and margin.
Leads are easy to count. What matters is the sold jobs they turn into, the revenue those jobs bring, and the margin left after the marketing that won them. That's the order I read your numbers in.
Year over year, like for like, inside 18 months as CMO.
Produced by the marketing I've led, counted at signed contracts, not clicks.
Repeatable performance outcomes with working dollars.
What the math shows
More leads, from the sources that actually sell.
Every owner I talk to wants more leads, and they're right to. The question is which ones. When I took over marketing at a PE-backed roofing platform, we followed every source from the first call to approved work, every week, and moved the money toward the leads that turned into roofs. The first year, approved work grew 49% on fewer leads. The next year, leads nearly doubled and approved work grew right along with them. That's the order: make every lead worth calling, then grow the volume. I built the system that showed us where to look.
First, make every lead worth calling.
The work behind the numbers
What a marketing leader should own.
When one person with the right experience owns the process and the outcome, you get real accountability. When it's spread around, you end up chasing issues with no resolution.
- The number.I set direction, run the agencies and partners, and answer in signed contracts.
- The mix.Money moves to the channels and markets that return it, and out of the rest.
- The handoff to sales.Leads reach the sales floor counted the same way, so the floor trusts them.
- Keeping you informed.You and your board see what I see, in revenue terms, before you have to ask.
- One source of truth.One clear read of spend and return, so nobody argues over whose report is right.
- Revenue and profit, not volume.Each source judged by its signed contracts and the margin they leave.
Where the fog usually starts