01 / Vision
30 by 36
The 10-year vision for Better Way Roofing.
By 2036, Better Way Roofing reaches $30 million in revenue, builds 1,000 roofs a year, and protects 7,000 families across Northern Indiana and Southern Michigan. The company runs on values, systems, and people, not on any one person. This is the playbook to get there.
"Building better lives through better roofs."
02 / Core Focus
Why we exist. Where we play.
Purpose
Building better lives through better roofs.
A roof is more than shingles and metal. It is the cover over a family's table, a business owner's livelihood, a community's church. We treat every roof like it matters because it does.
Niche
Residential and commercial roofing in Northern Indiana and Southern Michigan.
We know the storms that hit this region, the homes that have been here for decades, and the neighbors who built them. We work where we live.
03 / Core Values
The five we hire to. The five we fire by.
These are not a poster in the break room. They are the standard the company hires to, fires by, and grows around. Every hire, every customer interaction, every job site decision runs through them.
Better Way, Always
Hungry to learn, quick to adapt, never satisfied with good enough. We grow through every roof, every challenge, every season.
Measure Twice
Precision isn't a preference, it's who we are. Every cut, every seam, every detail gets our full attention. Our name is on every roof and we never forget it.
Do the Right Thing. Period.
Honest when it's hard. Empathetic when it matters. We keep our word, we own our mistakes, and we treat every home like it's ours. If it's not right, we make it right.
All In, Every Day
Full effort, positive attitude, no coasting. We don't wait to be motivated. We bring the energy that lifts the crew and sets the pace. You'll know we're here by how we show up.
Humbly Confident
No egos. We lead like Jesus: serve first, stand tall second. We step up without hesitation but we're never above any task or any teammate. Respect is built, not demanded. We earn it daily.
04 / 10-YEAR TARGET
10-Year Target
$30M in Revenue. 1,000 Roofs. 50+ Team Members.
From $6M today to $30M by 2036. Average ticket grows from $17K to $30K through metal roofing mix, inflation, and a stronger sales process. Each rep we add is another $2-3M in revenue and 100 more families protected. That is the whole plan.
Annual Revenue Growth Path
Click a year to see the plan.
Selected Year
Click another year on the chart to update
2028
$10M+25% YoYPhase 1: Fix the Foundation
Hire the back office, repair crew, and second sales rep. Tammy goes 100% CSR. Keith learns the integrator role. Wayne solidifies ops. Foundation gets poured.
| Year | Revenue | Avg Ticket | Roofs | Team |
|---|---|---|---|---|
| 2026 | $6M | $17K | 353 | 12 |
| 2027 | $8M | $18.5K | 432 | 18 |
| 2028 | $10M | $19.5K | 513 | 24 |
| 2029 | $12M | $21K | 571 | 28 |
| 2030 | $15M | $22.5K | 667 | 33 |
| 2031 | $17.5M | $24K | 729 | 36 |
| 2032 | $20M | $25.5K | 784 | 39 |
| 2033 | $22.5M | $27K | 833 | 43 |
| 2034 | $25M | $28K | 893 | 46 |
| 2035 | $27.5M | $29K | 948 | 48 |
| 2036 | $30M | $30K | 1,000 | 52 |
05 / Marketing Strategy
How we win the right work.
Defining our ideal customer and the message that's most attractive to them. Who we should talk to. What we should say. How we say it consistently.
Target Market
Demographic
Homeowners and property owners with homes valued $250K to $550K, household income $90K+. Plus small to mid commercial buildings up to 30,000 sq ft (RV suppliers, retail, agricultural, light industrial).
Geographic
Northern Indiana and Southern Michigan within roughly 90 minutes of Shipshewana, organized into 5 service zones: North, Northwest, East Central, Southwest, and Southeast.
Psychographic
People who plan to stay where they are. They value craftsmanship over the cheapest bid, expect their word and ours to mean something, and want a roof done right the first time. Buyers who appreciate Plain-community work ethic and modern professionalism in the same package.
Proven Process
Click a step to expand.
The Better Way Process. Seven steps. Every roof. Every customer.
Our Guarantee
The 24/72 Promise
If you ever have a warranty issue with your Better Way roof, we call you back within 24 hours and we're on your roof within 72. If we miss either, we cut you a check for $500.
Why It Matters
The number one complaint about every roofer in this market is slow warranty response. We don't want to be every roofer. The 24/72 Promise puts our money where our mouth is. We're here when you need us, or we pay.
06 / Three Uniques
What sets Better Way apart.
These are the three things that make us different and better in the mind of our customer. The combination is what makes Better Way unique.
Built to a Higher Standard
- Amish-led, owner-operated. Lyle and Keith built this company on the values they were raised with.
- Amish-handcrafted metal roofs. Built by hand, built to last generations.
- Owens Corning Preferred Contractor. Certified materials, certified install, certified warranty.
Old-Fashioned Customer Service
- Personal relationships. You'll know your project manager by name.
- Honest, straight answers. No high-pressure sales. No surprises in the contract. No surprises on the invoice.
- Show up when we say we will. If we're running late, you'll know before the appointment.
- Lifetime relationship. Our service doesn't end when the last shingle goes down. Call us in five years, ten years, twenty. We answer.
- Your satisfaction is the standard. If it's not right, we make it right.
The Better Way Difference
- Policy Guard. We handle the paperwork with your homeowner's insurance so the new roof is documented, registered, and protected.
- Property Protection Promise. If we break it, we buy it. Landscaping, siding, windows. Your property is safe with us.
- Dedicated Project Manager. One point of contact from first handshake to final walkthrough.
- Real-Time Photo Gallery. See your project on your phone. Daily progress photos, before-and-after, every step documented.
- Price Guarantee. Honest, competitive pricing. The number on the proposal is the number on the invoice.
07 / Service Zones
Where we work.
Five operational zones organize sales territories, dispatch, and project routing across Northern Indiana and Southern Michigan.
East Central
- Shipshewana (HQ)
- LaGrange
- Middlebury
- Goshen
- Kendallville
- Angola
- Sturgis
- Edon
North
- Kalamazoo
- Battle Creek
- Three Rivers
- Coldwater
- Union City
- Quincy
Northwest
- South Bend
- Mishawaka
- Elkhart
- Niles
- Benton Harbor
- Watervliet
- Michigan City
Southwest
- Plymouth
- Valparaiso
- Bremen
- Nappanee
- Rochester
- Akron
- Wanatah
Southeast
- Fort Wayne
- Columbia City
- South Whitley
- Huntington
- North Manchester
- Hicksville
- Antwerp
Target market and territory deep-dive.
Demographic profiles, opportunity sizing, storm history, dealer relationships, and zone-by-zone marketing play. Coming soon.
08 / 3-Year Picture
Where we are by 2028.
By the end of 2028, Better Way Roofing is a $10M operating company. The Better Way Process runs the business, not personalities. Right people in right seats. Two repair teams running. Two new offices opened in South Bend and the Kalamazoo / Three Rivers area. Lyle is fully in the visionary seat. The machine is built.
What it looks like
The Picture in Detail
Right people, right seats. Every seat on the accountability chart has the right person in it.
Core processes documented, simplified, and followed by all. The Better Way Process runs the company, not personalities.
Strong back office manager dialed in. Built for $15M, not just $10M. Building a bench. Clean books, monthly P&L on time, AR under control, invoicing automated.
Trained sales team with a culture of growth. Reps developed in-house. Sales playbook documented. Close rate climbing toward 40%.
Hero culture lived top to bottom. Every team member knows the values, lives the values, and is recognized for living the values.
Strategic marketing machine. Automations and technology harvest old and existing leads. SEO, paid search, retargeting, referral engine, insurance agent partnerships all running.
Production team that scales with minimal callbacks. QC built into the install process. Callback rate trending toward zero.
Two repair teams running. Two two-person crews. Approximately $1M in repair revenue annually, $500K per team.
Two new offices opened. South Bend sales office and a Kalamazoo / Three Rivers area location with warehouse and production capacity.
Fort Wayne in the crosshairs. Foundation built in South Bend first, then expand to Fort Wayne with a strong reputation walking in the door.
Lyle fully in the visionary seat. Out of sales, out of marketing day-to-day. Working on vision, culture, key relationships, and brand.
Keith on path toward running the whole operation. Continuing to grow into the integrator seat.
Wayne running all field production. Metal, shingle, repair under one production umbrella. Production coordinator hired to take admin off his plate.
Tammy and a second CSR handling lead intake. No more 40-50 calls a day on one person. Lead handler automation in place.
Marketing manager hired. Owns lead generation, content, paid ads, and brand. Lyle is no longer the marketing department.
Today vs 2028
09 / 1-Year Plan
The year that pours the foundation.
Goals for the Year
Hit $6M revenue at 8% net profit. Driven by tighter marketing spend, price increase, and clean financial reporting.
Clean financials by July 1, 2026. Books reconciled, monthly P&L delivered on time, AR under $30K, ABS under 7%. Back office manager hired and producing.
Sales team built to 4 reps. Close rate to 33% or better. Sales playbook documented. Lyle out of the day-to-day marketing seat. Hire Marketing Manager.
Production foundation set. Dedicated 2-person repair crew running. Keith out of repairs. Backlog managed under $975K. Callback rate tracked and trending down.
Foundational tools rolled out company-wide. V/TO, Accountability Chart, Rocks, Meeting Pulse, Scorecard live for the leadership team and cascading to the next tier. The Better Way Process documented and in use.
10 / Quarterly Rocks
Q2 2026: the next 90 days.
The six most important things that have to get done by August 3, 2026. Each one has a single owner, a clear definition of done, and a path to be reviewed weekly in the L10.