I look at marketing as proof of business quality.
When I evaluate a company, I am not just asking how many leads it generates. I want to know what kind of work it attracts, how consistently it converts, and whether demand shows up because the business has built a system or because the owner is grinding every day to make the phone ring.
The first thing I would fix is lead mix.
Too many operators chase revenue that looks good on paper but creates weak margins and cash flow problems. Service work is more valuable because homeowners hire when they need help, not when they are collecting bids. That creates stronger pricing power and faster payment cycles. If too much of your revenue comes from new construction, I would shift your marketing toward replacement, repair, memberships, and financed installs that create healthier demand.
Next, I would build a review machine.
A 4.8+ Google rating (or better) is one of the clearest signs that a business runs well. That does not happen by luck. I would make review requests part of every completed job. I would train technicians to ask. I would automate follow-up texts. I would respond to every review quickly. Reputation is one of the strongest marketing assets you can build because it compounds over time.
Then I would benchmark ad spend.
In our industry, 6% to 8% of sales is a healthy range. That number gives you a baseline. If you are below it, you may be starving growth. If you are above it, I would dig into where money is leaking. Track every channel. Measure booked jobs, not just leads. Watch close rates. Know exactly what is producing profitable demand, then double down there.
The best operators are not asking, “How do I get more leads?” They are asking, “How do I build a marketing system buyers would pay a premium for?”
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