We take over everything in your roofing company that happens on a computer or a phone. You sell. We build it to exit -- together.

I'm Jason Shouldice. I'll keep this short and I'll keep it straight.

For years, my company has built call centers and set appointments for other people's roofing companies. We set roughly 30,000 appointments last year. Last summer we were running 3,000 to 4,000 a month, and at a 25% close rate that was about 875 roofs a month getting built off work we generated. We got paid like a vendor. The companies we fed got rich.

We are sick of it. We are sick of building call centers and selling appointments and making other people rich. We want to get rich ourselves -- and the way we have chosen to do it is to pick a small number of roofing companies and go all-in on them. Our money. Our people. Our software. Your company.

Some credentials, so you know who is talking: I have run companies with over 100 employees. I have a full AI development team -- not an agency on retainer, employees. We did not rent our tools; we built them. Our own CRM. Our own Slack. Our own Zoom. Our own dialer. When I say we can run everything in your company that touches a computer or a phone, that is not a marketing promise. It is what we already do, every day, at a volume most roofing companies never see.

Here is the deal in one paragraph. You keep your company, your license, your brand, and your equity. We take over the office -- the phones, the follow-up, the marketing, the supplement paperwork, the dispatch board, the software, the books -- and we fund it, all of it, with our own capital. You do the thing you are best at: sell roofs and build roofs. And when the company runs on systems instead of on your back, we take it to market together, at the multiple that systems-run companies get -- and you collect as an owner, not as an employee.

If that reads like a takeover -- good. It is one. We take over the part of your company that is eating you alive, and we pay for the privilege. You stay the owner.

I am not hiding behind a contact form. If you want to know whether I am serious, call my cell: 343-204-2353. I answer it.

-- Jason Shouldice, Founder, CCDocs

(Build note: real photo of Jason, real signature scan. No stock imagery anywhere on this page.)

This is the money section. Read it slowly, because the two levers multiply.

Lever one: we take cost out -- and we are precise about which cost.

We cut 20-30% out of your back-office and administrative overhead. Not crews. Not materials. Not ad spend. The office: admin payroll, the software subscription pile, the coordination jobs that exist because nothing talks to anything.

On a typical $5M P&L, that is $150k-$210k a year -- roughly 3 points of EBITDA margin, call it $30k of new profit per $1M of revenue. It comes from three places:

1. Labor, at org-chart resolution. A US office coordinator at loaded cost versus a trained nearshore professional -- $35k-$64k of savings per seat, 30-70% by role (Near, 2026) -- and that is before you count the cost of the turnover cycle you are living with now. 2. Software sprawl. The per-seat CRM, the estimating add-on, the forms tool, the phone system -- replaced by the stack we built and own. Your subscription pile becomes one line: zero. 3. Rework and dropped balls. Complete supplement files and a current WIP schedule are not just diligence hygiene -- they are money that stops leaking.

Lever one-and-a-half: we slash your cost per acquisition. Here is the arithmetic, not a promise.

Roofing is one of the most expensive things you can type into Google: $228 average cost per lead for roofing search ads versus $91 across home services (LocalIQ, 3,211 campaigns). A lead who searches your NAME costs a third of one who searches "roof replacement near me" -- $44 versus $124 -- which is exactly why we fund your SEO and brand for 12-24 months: to bend the curve toward the $44 kind.

Now the ugly industry secret: the leak is not the ad spend, it is what happens after the phone rings. Only 67% of roofers respond to a new inquiry within four hours (ServiceTitan, 1,018 responses). Harvard Business Review audited 2,241 companies: respond within an hour and you are about 7x more likely to qualify the prospect -- yet the average company takes 42 hours and 23% never respond at all. The InsideSales study of 5.7 million inquiries: contact inside 5 minutes converts about 8x better, and only 0.1% of companies pull it off. Invoca's data says barely half of inbound calls to home-services businesses even get answered (52% answer rate).

So here is the claim, and notice it is division, not a projection: if answered-and-worked inquiries go from roughly 50% to roughly 95% of what you already pay for, your cost per sold job drops by nearly half at identical ad spend. Same budget. Twice the machine behind it.

Lever two: every dollar we save you gets multiplied at exit.

Cost out lands in EBITDA. EBITDA is what a buyer multiplies. Cut $300k of overhead out of a company doing around $10M, and at a 5x multiple that is $1.5M of enterprise value -- from cost discipline alone. The general rule we build to: every $100k of overhead we permanently remove is worth about $550k of enterprise value at a 5.5x exit.

Illustrative arithmetic at stated multiples; see the disclaimer block at the bottom of this page.

That is the double lever: profit now, multiplied later. Most vendors sell you one or the other. We are not a vendor -- we are an equity partner, so we only get paid if both levers work.

If your revenue graph looks like your local hail map, you already know the problem. Here is what makes it urgent instead of merely annoying: the insurance side of this industry is being rewritten by the carriers, on the record, right now.

The 2026 Verisk Roof Report and the carrier trade press tell one story from every direction: total US residential roof replacement value fell to $23B in 2025, down from a $24.4B four-year average. Hurricane-related roof claims came in roughly 87% below the four-year average in 2025 -- one quiet season, yes, but the payout structure underneath is shifting permanently: carriers moving older roofs from replacement-cost (RCV) to actual-cash-value (ACV) settlements, percentage wind/hail deductibles of 1-5% of insured value replacing flat-dollar deductibles, homeowner deductibles up 22% in 2025 on top of 15% in 2024, and a 2026 federal rule change letting GSE-backed mortgages accept ACV-only roof coverage. Every one of those moves the same direction: the insurance lane is narrowing. The weather is not.

Storm work is not going to zero -- hail does not read Verisk reports. But a company that is 90% storm is a company whose revenue is underwritten by someone else's coverage decisions. So we build you the second lane:

50/50 retail within 2 years. That is the rebalance target we operate to. The retail engine is the same machine you already read about -- branded search at $44 a lead instead of $124, review velocity, 24/7 answer, 5-minute response -- plus the one thing that makes retail roofs close: consumer financing, presented on every kitchen table, so a $17,631 average replacement becomes a monthly payment conversation instead of a savings- account conversation.

And here is the part that belongs in the exit story, from Josh Sparks, CEO of Infinity Home Services, writing in Roofing Contractor: buyers discount storm-dependent revenue and pay up for retail. The 50/50 rebalance is not a hedge. It is a valuation strategy. You are not diversifying -- you are repricing your company.