Most roofing owners scale by adding payroll. Chris Kane went the other direction and runs eight figures with a team you could fit in a truck.

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Chris Kane is the owner of 303 Roofer in Denver, Colorado, where he has spent 17 years building a roofing company that now runs just over $10 million a year. He came to roofing sideways, moving from TV and radio into consumer-advocacy work and a nonprofit that stepped in to finish jobs failed contractors had abandoned, which eventually pushed him to get licensed and do the work himself. Today he runs a deliberately lean operation with project managers, salespeople, and crews on 1099 contracts, and he's just started hiring door to door reps for the first time in the company's history.

In this episode Chris breaks down the subcontractor model honestly, including what it costs him. He explains why the company subcontracted early, moved to employees during a growth phase, then went back to subcontractors after COVID when the office closed and fixed payroll started looking like a liability instead of an asset. He's candid that the model trades sale valuation for stress and flexibility, and that around $15 million he expects to reevaluate it entirely.

What we get into:

• Why he reversed course on employees after COVID and closed the office for good
• The revenue math that makes one commercial reroof worth dozens of residential jobs
• Where residential leads actually come from versus commercial, and why they're nothing alike
• Why offering cash pricing instead of leading with insurance produces an 80% close rate on estimates
• The succession plan built around teaching a subcontractor to run a full-service company
• The threshold where a lean model stops working and structure becomes non-negotiable
• His one piece of legacy advice, and why it has nothing to do with roofing

Get the owners' operating system:

https://ownersos.com/?utm_source=youtube&utm_medium=description&utm_campaign=ownersos_roofing&utm_content=running_a_10m_roofing_company_with_almost_no_employees

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