What we are buying

What we are buying right now.

Five things, named specifically. How much of each we take depends on the business, but the roofing companies are always a stake and never a sale. Most firms in this position publish criteria broad enough to describe anything. This is the actual list, and it changes as we fill it.

Roofing contractors in the Southeast

Georgia, Florida, North and South Carolina, Tennessee and Alabama. This is where our own sales, marketing and back office teams already work, so a company here gets the full weight of them on day one rather than a version assembled at distance.

Established, not starting. Profitable across more than one good year, with a crew and a book of work that does not run entirely through the owner.

Storm or retail. Both models work here. We are not looking for one shape of business.

An equity stake, not a sale. You keep the company and you keep running it. If a full exit is what you want, we are the wrong call.

A roof measurement API

We would rather own a measurement provider than keep buying reports from one. The bar is specific and it is higher than the one most of this category clears: the output has to be accurate enough to order material against, not just accurate enough to quote from. If a crew still has to climb up and re-measure before the order goes in, the report did not do its job.

Ordering accuracy. Squares, pitch, facet count, and ridge, hip, valley and eave lengths at a tolerance a purchase order can be written from.

An API, not a portal. A structured response we can call from our own systems. A PDF a person downloads and retypes is the problem, not the product.

Minutes, not next business day. The measurement should come back inside the same conversation with the homeowner.

Honest about coverage. National imagery, and a real answer for the addresses where imagery is stale or the roof has already changed.

A CRM built for roofing operations

Not a general pipeline tool with a roofing template dropped on top. Roofing runs from knock to inspection to estimate to production to collections, with insurance work, supplements, crew scheduling, material orders and commissions all hanging off the same job. Most software in this market handles the first half well and abandons the second.

One record, first knock to final invoice. The job should not change systems halfway through because the sale closed.

Insurance as a first-class path. Claims, adjuster meetings, supplements and depreciation release, not a notes field where someone types the claim number.

Production that reflects the roof. Crew scheduling, material orders and what was actually installed, not what was sold.

Margin before the job closes. Job costing, commissions and collections visible while the work is running, which is the only time the number can still be changed.

A B2B accounting firm

We already run back office for the companies in the group, which means we pay for the capability twice: once in our own team and again in fees. Owning the firm turns that into a business with its own outside clients, and a firm whose clients are contractors is selling into exactly the market this group is built around.

Recurring, not seasonal. Monthly bookkeeping and controller work. A practice that lives on the filing deadline is a different business and not the one we want.

Contractor literate. Job costing, retainage, work in progress and multi-state payroll. Trades accounting is genuinely different and most firms are not good at it.

The partners stay. The relationships are the asset. If everyone senior leaves at close, we bought a client list that is already walking out.

Client work stays confidential. Outside clients are clients, not a pipeline, and that goes in writing at close. It is the first thing a good firm will ask and it should be.

A homeowner financing lender

A large share of roof replacements are financed, and the dealer fee on that financing comes out of the contractor margin on every one of them. Owning the lender keeps that inside the group. It also puts the underwriting in the hands of people who know what a roof costs and how long the work takes, rather than a general home improvement desk.

Licensed, with the compliance function to match. This is regulated consumer credit. We would rather buy that discipline than build it and find out later where the gaps were.

A decision at the kitchen table. An answer while the rep is still in the house. A callback tomorrow is a lost job and everyone in this industry knows it.

Underwriting across the range. Roofs fail on a schedule that has nothing to do with the homeowner credit score. A lender serving only the top of the box leaves most of the work on the table.

An existing dealer network. Already lending against home improvement, so the book is not starting from zero on day one.

We would rather own the tools than rent them.

Every roofing company in the group pays for measurements, pays for a CRM, pays an accountant, and gives up margin on every financed job. Owning those four turns recurring costs inside the group into businesses that also sell to everyone outside it. It is the same reason we buy suppliers, applied to software, services and credit instead of shingles.

If you are not on this list

The list above is what we are working on now, not the limit of what we invest in. The standing criteria, and what taking on a capital partner actually looks like, are on the growth capital page.

How the capital works Start one with us