Summary of "The Modern Way to Roof: Inside Reimagine’s Customer-First, System-Driven Model"

Summary: The Modern Way to Roof – Inside Reimagine’s Customer-First, System-Driven Model

Company Background & Strategy

Founder’s Origin: Cody Landals, an ex-Marine Corps member and solar industry veteran, founded Reimagine Roofing five years ago to bring professionalism and systemization to roofing, initially focusing on roofing for solar installations.
Business Evolution: The company started by serving solar partners (B2B) and later pivoted to a diversified model including direct-to-consumer (D2C) roofing and commercial metal roofing.
Growth Trajectory:
- Year 1: $5 million revenue
- Year 2: $15 million revenue (90% from solar partners)
- Current Year: Projected $25 million revenue (90% direct to consumer)
- Peak monthly topline: Approximately $3 million
Geographic Reach: Operating in over 10 states across the West Coast and East Coast, with regional leaders managing local markets.

Leadership & Organizational Framework

Marine Corps Leadership Model: Leaders have no more than four direct reports to maintain close, personal oversight and emotional intelligence. The leadership hierarchy mirrors military structure: fire teams → squads → platoons → battalions → regiments.
Small Business Owner Mentality: Regional managers are treated as small business owners with autonomy and compensation plans reflecting this, encouraging entrepreneurial thinking within the company.
Task Delegation & Efficiency:
- High-value tasks requiring creativity and innovation are reserved for leadership.
- Routine, repeatable tasks are systematized and delegated to lower levels.
- Leaders avoid low-value tasks (e.g., towing equipment) to focus on strategic work.
Leadership Development: The company uses John C. Maxwell’s Four Levels of Leadership framework:
1. Position (authority-based)
2. Permission (expertise-based)
3. Production (teaching others)
4. People development (being a role model)

Continuous leadership training includes a book of the month and one-on-one coaching hours available to all employees.

Empowerment with Guardrails: Employees are given decision-making authority with financial limits (e.g., gift card allowances starting at $250 and increasing with tenure) to encourage problem solving and ownership while limiting risk.

Sales & Marketing Strategy

Virtual Sales Model: Sales are conducted 100% remotely via phone and digital tools. Sales reps handle calls and score themselves on strict scorecards evaluating customer interaction quality. Physical roof inspections are performed by project managers or dedicated inspectors, not sales reps. Engage software is used for digital presentations. Sales targets are approximately $200K minimum per rep per month, aiming for 10-12 sales reps to reach $3 million monthly revenue.
Customer Segmentation: The focus is on customers who prefer a modern, digital-first buying experience. The company targets only those who want to buy “the modern way,” estimating a 1-5% market share achievable.
Brand Equity & Social Proof: Over 300 five-star Google reviews have been built, initially through solar partner referrals. There is a heavy emphasis on digital content (YouTube, reviews) to build trust and reduce friction. Reviews and digital presence serve as critical proof points in the sales process.
Customer Experience & Communication:
- CompanyCam is used for daily photo updates to homeowners, reducing customer anxiety and micromanagement.
- Dedicated virtual project managers serve as the primary customer contact, handling communication and relationship building via text.
- Project managers handle technical explanations and problem-solving on-site.
- Closeout calls and post-job surveys are systematically conducted to capture feedback and reviews.
- Customer service is empowered to resolve issues quickly with defined financial authority.

Operations & Quality Assurance

Market Entry & Regional Management: New markets are only opened once a trusted general manager is hired. General managers have autonomy but are held accountable through KPIs and quality checks.
Quality Control Systems: A dual project management model is used: an on-site project manager plus a virtual project manager overseeing 15-20 jobs remotely. Daily check-ins, photo documentation, and customer feedback loops catch issues early. Incentive structures are tied to quality metrics such as 5-star reviews, complaint resolution, and customer satisfaction—not just revenue.
Technology Integration: CRM and communication tools standardize processes. CompanyCam is used for transparency and accountability.
Customer Experience Systemization: Job start and completion processes are standardized across all locations. The customer experience is pre-sold during sales to set clear expectations. There is an emphasis on doing what is promised without overpromising.

Key Frameworks & Processes Highlighted

Leadership:
- Marine Corps small unit leadership structure (max 4 direct reports)
- John C. Maxwell’s Four Levels of Leadership
Sales:
- Scorecard-based evaluation of sales calls (quantitative scoring on script adherence)
- Virtual sales with physical inspections separate from sales reps
Operations:
- Trust but verify with layered project management (virtual + on-site)
- Incentive alignment focused on quality (reviews, complaints) and revenue
Customer Experience:
- Daily photo updates via CompanyCam
- Closeout calls as a core customer feedback and review generation tool
- Pre-sell experience to set expectations and reduce friction

Key Metrics & Targets

Revenue growth: $5M → $15M → $25M+ over approximately 5 years
Monthly sales target per rep: $200K minimum, aiming for $3M monthly topline with 10-12 reps
Employee count: 40-50+ employees
Review count: 300+ five-star Google reviews at pivot point to direct consumer sales
Geographic footprint: 10+ states

Actionable Recommendations

Structure leadership with small, manageable teams (maximum 4 direct reports) for better oversight.
Empower regional leaders as small business owners with autonomy but remove low-value administrative tasks.
Implement a strict “no questions, only solutions” policy to develop problem-solving skills.
Use scorecards to objectively measure and coach sales reps on customer interactions.
Separate sales and inspection roles to maintain efficiency and quality.
Leverage digital tools (CompanyCam, CRM, video content) to enhance transparency and customer trust.
Build brand equity aggressively through reviews and digital marketing before pivoting to direct consumer sales.
Systematize customer experience and communication to ensure consistency across regions.
Provide employees with incremental decision-making authority to encourage ownership.
Use closeout calls not only for feedback but as a revenue-generating service opportunity.

Presenters / Sources

Cody Landals, Founder & CEO, Reimagine Roofing
Podcast Host (Roofing Success Podcast)
References to John C. Maxwell’s leadership framework and Alex Ramoszi’s business philosophy

This summary captures the business strategies, leadership models, operational tactics, marketing approaches, and sales frameworks that have driven Reimagine Roofing’s rapid growth and ability to scale quality and customer experience across multiple states.