The Roofing Accelerator by The Call Center Doctors
Roofing back office outsourcing, done in the right order
Cut back-office costs up to 30% with our nearshore team in Monterrey and Guadalajara. Then we recruit your sales team, build your whole training program and redo your contracts, so the company stops running through you.
jason@ccdocs.comSarah, who answers our phone line, is our AI assistant.
Made with AI
The back office is where profit leaks
Every roof you sell creates office work. Right now, too much of it lands on you.
Nobody starts a roofing company to do paperwork. Yet at nine at night, that is where you are: approving payroll, fixing an invoice, rewriting an estimate, and answering a text from a rep who never learned the process because nobody had time to teach it.
The office is the part of your business a homeowner never sees and a buyer always does. It is where jobs get scheduled, where cash gets collected or forgotten, where a new hire gets trained or quits, and where a contract protects the job or starts the argument.
You are the office. 61% of small business owners take just five business days off a year.1 When the back office runs on one person's memory, and that person is you, every extra job adds weight instead of profit.
This page is about taking that weight off you, with a back office that is audited, rewritten, staffed and run to produce margin instead of eating it. That is where we start.
What labor, overhead and paperwork are costing roofing companies
These are industry numbers, not ours. Every one of them ends up on the owner's desk.
- 39%
of roofing contractors say rising labor and overhead costs are the top threat to growth.2
- 14%
average rise in labor costs, reported by over half of roofing contractors.3
- 92%
of construction companies that are hiring have trouble finding qualified workers.4
- 70%
of a sales rep's time goes to non-selling tasks.5
The five leaks in a roofing back office
Each one is small on a normal day. Together they are the difference between a thin company and a profitable one.
The office runs on one memory
Estimates, schedules, supplier orders and the status of every job live in one or two heads. When one of them is sick, on vacation or gone, the whole company slows down.
Good people quit before they are good
A hire who leaves in the third month takes the recruiting, the training and the jobs he never closed with him. The bill for that is in the math below, and it is bigger than it looks.
Your reps do office work instead of selling
Every estimate typed up in the truck and every job file chased by phone is time off the roof. That means fewer doors, fewer inspections and fewer signed jobs.
The books close whenever someone gets to them
The median company needs 6.4 days to close its monthly books; the best 25% do it in 4.8 days or less; the bottom 25% take 10+ days.6 Late books mean you run the company on last month's guess. We close yours by the 5th of the month for the month prior.
Contracts that start arguments
A contract written years ago, for a smaller company, leaves scope, payment and change orders open to debate. Every open question becomes a slower payment or a discount you never planned to give.
The back-office math, line by line
Your numbers go in every line, and the total is yours to keep. The one outside figure is a single wage, to show what one seat costs.
Show this to whoever keeps your books. Every line is a number you already have, or can pull together in an afternoon.
| Line | What it is | The formula | Why it matters |
|---|---|---|---|
| 1 | What your office costs today | every office salary + payroll taxes + benefits + software + the desks they sit at | Add it up once, all of it, on one page. For one example seat: the median US bookkeeping clerk earns $50,670 a year ($54,890 in construction).7 That is the wage alone. The taxes, benefits, software and desk come on top. |
| 2 | What turnover costs you | people who left last year x their yearly pay x one-half to two | Replacing one employee costs one-half to two times that person's annual salary.8 It is a real bill, even though it never shows up as one line on a statement. |
| 3 | What moving the work changes | for each role that moves: what it costs you today - what it costs on our nearshore team = your office saving | Cut back-office costs up to 30% with our nearshore team in Monterrey and Guadalajara. Up to means up to: the audit shows you, role by role, what can move and what stays. |
| 4 | What your own hours are worth | hours a week you spend on office work x what one of your hours selling is worth | More than one in five small business owners work over 50 hours a week.9 Every one of those hours spent on paperwork is an hour not spent on a roof or at a kitchen table. |
| 5 | Where it lands | office saving + turnover cost you avoid + the value of the hours you get back = what the back office hands back to you each year | Every line here is profit you keep, not revenue you have to chase. For the revenue side, put your leads, close rate, average job and margin into the calculator on the Roofing Accelerator main page. |
Roofing back office outsourcing: what we take over
Here is how it happens, in order. We audit and rewrite every process in the company from the ground up. We examine every role and automate it. What a machine can do well, a machine does. What needs a person moves to our nearshore team, our team next door in Mexico, or stays with your people and gets easier.
The order is the whole point. Outsourcing a broken process only moves the mess somewhere else. We fix the process first, write it down, automate what we can, and only then move the work, so you are not paying less for the same mistakes.
Your back office gets AI in every workflow, and people for the work that should have a person on it. See how we put AI into every process and every role of your company.
Every dollar that comes out of office cost goes to your margin. That is the goal here: not a smaller office for its own sake, but a company that keeps more of every roof it sells.
Why nearshore
The same work, done next door instead of across the world, on a process we rewrote first.
You have three usual ways to run a back office. You can keep doing it yourself at night, you can keep adding local seats, or you can send the work far away and hope it comes back right. Each one has a cost you already know.
Here is the difference, row by row.
| What changes | The usual way | With The Roofing Accelerator |
|---|---|---|
| Who does the office work | You, and whoever is still there at nine at night | Our nearshore team in Monterrey and Guadalajara, on your rewritten process |
| What it costs | Full local payroll for every seat, every year | Cut back-office costs up to 30% with our nearshore team in Monterrey and Guadalajara. |
| How the work is done | However the last person did it | Every process audited, rewritten and written down |
| Hiring your sales team | Between estimates, when you remember | We recruit and hire, and you approve the big calls |
| Training new people | A ride-along for a week, then good luck | A full training program, built for your company |
| Your contracts | The template you have used for years | Redone for how you sell today |
| Your books | Closed when someone gets to them | Closed by the 5th of the month for the month prior |
The six fears every owner has about outsourcing
They are fair questions. Here are straight answers.
Every owner who has been burned by a vendor asks the same things before handing over any part of the office. You should ask them too.
I will lose control of my own company
Handing over the work is not handing over the decisions. You approve the big calls, and your weekly report shows what moved and what it changed.
The people I already have will pay for it
The audit decides it role by role, and you approve the big calls. Work that needs a person moves to our nearshore team or stays with your people and gets easier. The goal is a company that keeps more of every roof it sells, not a smaller office for its own sake.
Strangers will be inside my bank and payroll
Your bank, your payroll and your customer files stay yours. Who can open each one, and for which job, is one of the big calls you approve before that work moves, and every change shows up in your weekly report.
Quality will drop the day the work moves
Work moves only after its process is rewritten, so the new team starts from the right way, not from somebody's old habits. Every week the results are in your report, where you can see a slip before it becomes a customer complaint.
An outside team will not understand roofing
We've worked with over 1,500 roofing companies. Storm and retail, residential and commercial: the processes your team works from are written for your trade and your company, not copied from a call script for some other industry.
It will take a year to see anything
The first 90 days: the Winter Sprint. Weeks 1-2: phones, CRM and reactivation wired in. You read the progress in your report every week, not at the end of the year.
Recruiting and hiring your sales team
Roofing recruiting is a full-time job. You already have one.
Made with AI
When you hire under pressure, you hire whoever is available. You are competing for the same people as everyone else in your market, and you are doing it from the cab of a truck, between estimates.
A bad sales hire costs you twice: once in what you paid to find and train him, and again in the jobs he walked away from. Across all industries, 84% of sales reps missed quota last year; 67% don't expect to hit it this year.5 Hiring more of the wrong people does not fix that.
So we take recruiting off your plate. We recruit and hire your sales team. We write each role around how your company sells, storm and retail, residential and commercial. We find the people, screen them, interview them, and bring you the ones worth your time.
Then a new hire does not get thrown into a truck on his first day. He goes into the training program below, and his first months are coached, measured and shown to you every week. If someone still leaves, the next hire starts from the same written playbook, not from zero.
How the closers themselves sell, and how we run them, is on our page on hiring, training and running your closers.
Your full training program, built for you
A roofing training program that lives on paper, not in one person's head.
Made with AI
Training is where hiring pays off or falls apart.
We build your whole training program. It covers how a new hire learns your company, your sales process from first call to signed job, storm work and retail work, the scripts and the follow-up, and how the office hands a job from one person to the next. Every piece is written down, so it does not walk out the door when a person does.
Then we add AI coaching, and it starts inside the Winter Sprint. Weeks 3-6: closers and AI coaching. 83% of sales teams using AI saw revenue growth, versus 66% of teams without AI.5 That is a pattern across sales teams, not a promise, and it is why coaching is built into the program instead of bolted on later.
Training does not stop after the first week. Every rep, new or not, is measured against the same playbook, and the playbook gets sharper every month from what the coaching shows.
Your roofing contracts, redone
A contract either protects the job or starts the argument.
Made with AI
If your contract was written for the company you were years ago, it is working against the company you are now.
We redo your contracts for how you sell today: storm and retail, residential and commercial. The aim is simple. Every job starts with the same understanding on both sides of the kitchen table, and every payment has a date or a trigger.
Contract law differs by state, so your attorney reviews the final wording before it goes in front of a homeowner. These are the gaps we close first.
Scope that nobody wrote down
When the work is not described line by line, every extra sheet of plywood becomes a negotiation on the driveway.
Payment terms that let cash sit
82% of contractors now wait more than 30 days to get paid, up from 49% two years earlier.10 Clear deposit, progress and final payment terms are the first place to shorten that wait.
Change orders agreed by phone
A change agreed on the roof and never signed is a dispute waiting for the final invoice.
Insurance work with loose terms
40% of roofing contractors do insurance work; 47% of them cite claims complexity and 36% adjuster delays as major challenges.2 Your contract should say who does what when a claim is involved.
Warranty wording that invites argument
Vague warranty language turns a small callback into a long conversation. Clear wording keeps it a service call.
Bookkeeping handled, every penny tracked
Bookkeeping is the back-office job that decides whether you know your own company.
Audit-ready, exit-ready books. We close your books by the 5th of the month for the month prior. Real-time AI analytics, so you know where every penny is at all times. We collect your cash for you.
Slow cash is expensive. 59% of small businesses have invoices overdue by 30+ days, up from 47% a year earlier; they are owed $17.7K on average.11 Follow-up on unpaid invoices runs through a call center that answers every inbound call and follows up every lead, not through your evenings.
We will squeeze every last penny out of every last thing in your business. The full plan for your books, your cash and your reporting is on the complete financial overhaul page.
Ready to sell: a company that does not run through you
Everything on this page builds one thing: a roofing company that runs without you in the office.
Buyers value a roofing company on its EBITDA (your yearly profit before interest, taxes and a few accounting items), times a multiple. Roofing companies with documented systems, real financial reporting and the owner in a strategic role are valued at 7X+ EBITDA by M&A advisors.12
Transition risk alone can create valuation gaps of 40-75% between similar roofing companies.12 Transition risk is a buyer's fear that the company stops when the owner leaves. A written training program, rewritten processes, clean contracts and closed books are how you take that fear off the table.
We help you exit in 3 years or less, and we set up everything to exit, end to end. Selling is not the only reason to build it. A company that runs without you in the office is worth more whether you sell it, hand it to family or keep it. See how a systemized roofing company gets ready to sell.
Profit, not just revenue
One-third of roofing contractors report EBITDA margins between 6% and 15%.2 That is the industry's number, not ours, and it is why a bigger company is not always a richer one.
Not a thin $5M-$10M. A wildly profitable $5M-$10M.
The guarantee covers new business. Profit comes from the work we do together on every margin lever, and we show you that math line by line.
On this page, the levers are your office cost, your turnover, your own hours and the cash you collect.
You stay in charge of every big decision
Handing over the back office is not handing over the company.
You keep final say. We run day-to-day. Every week you get a report on the whole company, and you approve the big calls.
You choose who joins your sales team. You sign off on the new contracts before a homeowner ever sees them. You see the back-office numbers in real time, and every change in your weekly report.
And when the agreement ends, what we built stays yours: the closers and staff we hired, the written playbook and every process we wrote down, the software and all the data.
We are doing this together.
The first 90 days: the Winter Sprint
Winter is around the corner. Prepare now.
Across the first 90 days, we audit and rewrite every process in the company. Every back-office move comes out of that audit, so nothing moves before you have seen why.
- Weeks 1-2
Phones, CRM and reactivation
Weeks 1-2: phones, CRM and reactivation wired in. The first work is the work that stops calls and leads from leaking.
- Weeks 3-6
Closers and AI coaching
Weeks 3-6: closers and AI coaching. This is where your sales team gets coached on every part of the playbook.
- Weeks 7-13
Appointments and closed books
Weeks 7-13: the full appointment flow, and books closed by the 5th. From here the back office runs on the new process, and you read it in your weekly report.
The cost of one more season the old way
Every month the office runs the old way, you pay for it in payroll, in people who quit, in cash that sits, and in your own evenings. None of it shows up as one line on a statement, and all of it comes out of your profit.
Winter is when you fix the office. Storm season does not wait for your hiring, your training or your contracts to be ready.
Life is short. None of us is promised tomorrow. Why wait a day?
Or call Sarah, our AI assistant, at (844) 766-3535. She answers, qualifies you and books your strategy call, or sets up a call back with our team.
Who is behind the work
These are our own numbers, stated by our founder, Jason Shouldice.
We spend $150,000 a day on Google roofing leads and book hundreds of roofing appointments every day.
Jason Shouldice, founder We've worked with over 1,500 roofing companies.
Jason Shouldice, founder
Questions about roofing back office outsourcing
What back-office tasks can a roofing company outsource first?
Start with the work that repeats every week and does not need you: bookkeeping, chasing unpaid invoices, lead follow-up and the paperwork every job creates. We audit and rewrite every process in the company from the ground up. We examine every role and automate it. The work that still needs a person can move to our nearshore team in Monterrey and Guadalajara, and you approve the big calls before anything moves.
What is nearshore outsourcing, and why Monterrey and Guadalajara?
Nearshore outsourcing means the work is done by a team in a country close to yours, instead of one on the other side of the world. For a US roofing company, ours is next door: Monterrey and Guadalajara, in Mexico, rather than an ocean away. Cut back-office costs up to 30% with our nearshore team in Monterrey and Guadalajara. The map matters less than the order: we rewrite each process before any work moves, so you are not paying less for the same mistakes. On the strategy call, ask who does each piece of your office work.
What happens to the people already in my office?
The audit decides it role by role, and you approve the big calls. Work that needs a person either moves to our nearshore team or stays with your people and gets easier. Nothing moves before you have seen why. The goal is a company that keeps more of every roof it sells, not a smaller office for its own sake.
Who can see my bank account, payroll and customer files?
Your bank, your payroll and your customer files stay yours, and who can open each one, for which job, is one of the big calls you make before that work moves. Every week you get a report on the whole company, so you see what changed, and real-time AI analytics show you where every penny is at all times.
Do you recruit field sales reps too?
Yes. Recruiting and hiring your sales team is part of the offer, storm and retail, residential and commercial. We write each role around how you sell, find and screen the people, and bring you the ones worth meeting. You make the final decision on every hire, and every hire then goes through the training program we build for your company. Your crews stay your call, so bring your crew and install capacity to the strategy call.
What should be included in a roofing contract?
At a minimum: the full scope of work, line by line; the materials; the schedule; the payment terms, with a date or trigger for every payment; how change orders are agreed and signed; how insurance work and claims are handled; the warranty, in plain words; and the cancellation terms your state requires. Contract law differs by state, so your attorney reviews the final wording. When we redo your contracts, that is the list we work from. This is general information, not legal advice.
What are the disadvantages of BPO?
BPO means business process outsourcing: sending a whole function, like bookkeeping or follow-up, to an outside team. The usual problems are real. You lose sight of the work, quality drifts, and a broken process simply moves somewhere else. We built the offer around those problems: each process is rewritten and written down before any work moves, you see the results in real time and in your weekly report, and you keep final say.
What are the four types of outsourcing?
One common way to sort outsourcing is by where the work goes: onshore (another company in your own country), nearshore (a country next door), offshore (the other side of the world) and multisourcing (the work split across several outside teams). Ours is nearshore, in Monterrey and Guadalajara. The type matters less than the order: we rewrite each process before any work moves.
How fast can you take over my back office?
The first 90 days: the Winter Sprint. In that time we audit and rewrite every process in the company from the ground up. Weeks 1-2: phones, CRM and reactivation wired in. Weeks 3-6: closers and AI coaching. Weeks 7-13: the full appointment flow, and books closed by the 5th. Each back-office move comes out of that audit, so you see the reason for it first, and every week your report shows what moved.
What exactly is the guarantee?
At least $5M in new business in the next 12 months. In writing. We aim for $10M. If we miss $5M, we keep working free until we hit it. The conditions, printed plainly: you follow the playbook; you have install capacity; you are ready for the volume; you sign a 12-month agreement. The full terms are in the written agreement.
Apply, then book your strategy call
Tell us about your office, your sales team and your contracts in the application. Bring your revenue for the past year, your lead sources, your crew and install capacity, and access to your CRM. On the call, we walk you through what moves first and what it means for your margin.
We are doing this together.
- 45 minutes on Zoom, weekdays 10am-6pm ET.
- Or call Sarah, our AI assistant, at (844) 766-3535. She answers, qualifies you and books your strategy call, or sets up a call back with our team.
- jason@ccdocs.com
A short application, then you pick a time for your strategy call on the spot.
Step 1 of 3
Your application is in.
Pick a time for your Roofing Accelerator Strategy Call now. You can also call Sarah, our AI assistant, at (844) 766-3535, or write to jason@ccdocs.com.
Book your Roofing Accelerator Strategy Call45 minutes on Zoom, weekdays 10am-6pm ET.
Keep reading
Every part of The Roofing Accelerator has its own page.
- The whole plan, in one readThe Roofing Accelerator
- Sales teamhiring, training and running your roofing closers
- Financial overhaulthe complete financial overhaul of your books
- AI in every workflowAI in every process and every role
- Call centerevery inbound call, follow-up and collection handled
Sources
Every number on this page is either our own, stated by our founder, or linked to its source below.
- U.S. Chamber of Commerce CO- (citing an OnDeck survey), "Strategies to Prevent Business Owner Burnout" (2025) https://www.uschamber.com/co/grow/thrive/prevent-entrepreneur-burnout
- Roofing Contractor (reporting ServiceTitan's 2026 Roofing & Exterior Market Report), "Roofing Contractors Bet on Tech for Growth in 2026" (2026) https://www.roofingcontractor.com/articles/101759-roofing-contractors-bet-on-tech-for-growth-in-2026
- Roofing Contractor, "2026 State of the Roofing Industry Report" (2026) https://www.roofingcontractor.com/articles/101643-2026-state-of-the-roofing-industry-report
- NRCA, reporting a 2025 contractor workforce survey (2025) https://www.nrca.net/RoofingNews/labor-shortage-in-construction-is-main-cause-of-project-delays.9-16-2025.12933/details/story
- Salesforce (6th State of Sales report), "Salesforce Report: Sales Teams Using AI 1.3x More Likely to See Revenue Increase" (2024) https://www.salesforce.com/news/stories/sales-ai-statistics-2024/
- APQC benchmark, published in CFO.com (Metric of the Month), "Metric of the Month: Cycle Time for Monthly Close" (2018) https://www.cfo.com/news/metric-of-the-month-cycle-time-for-monthly-close/659297/
- U.S. Bureau of Labor Statistics, occupational outlook for bookkeeping clerks (2026) https://www.bls.gov/ooh/office-and-administrative-support/bookkeeping-accounting-and-auditing-clerks.htm
- Gallup, "This Fixable Problem Costs U.S. Businesses $1 Trillion" (2019) https://www.gallup.com/workplace/247391/fixable-problem-costs-businesses-trillion.aspx
- Adobe Acrobat (survey), "2025 Work-Life Balance Trends for Entrepreneurs" (2025) https://www.adobe.com/acrobat/resources/work-life-balance-trends-for-entrepreneurs.html
- Rabbet, report on how slow payments cost the construction industry (2024) https://rabbet.com/blog/how-slow-payments-are-costing-the-construction-industry-billions
- Intuit QuickBooks, "2026 Small Business Late Payments Report" (2026) https://quickbooks.intuit.com/r/small-business-data/small-business-late-payments-report-2026/
- AXIA Advisors, "How Much Do Roofing Companies Sell For?" (2025) https://axiaadvisors.com/how-much-do-roofing-companies-sell-for/