How B&B Roofing Doubled Service Revenue With Terial
B&B Roofing, a leading commercial contractor in Alabama with more than four decades of roofing experience, went from managing their entire operation on pen and paper to running a fully digital platform. The result: service revenue nearly doubled, ~$45K per year in previously missed change orders recovered, and field crews saving roughly an hour a day in wasted prep time.
B&B Roofing
Their pen-and-paper processes couldn't scale: no centralized visibility, missed change orders costing tens of thousands, and field crews losing an hour a day to office check-ins.
- Service revenue nearly doubled: Pipeline visibility and margin tracking gave the team the data to price smarter and close more effectively.
- Up to $45K/year in recovered revenue: Change orders are now tracked through every stage, so completed work no longer goes unbilled.
- ~1 hour saved per crew per day: Mobile scheduling eliminated daily office visits, putting techs on the road and billing sooner.
The Challenge
From Note Cards to a Crossroads
Before Terial, B&B Roofing ran on systems that hadn't changed in decades. When Chase and Logan joined the company, owner Mark sat them down and was upfront: the business had been successful, but it hadn't evolved. His challenge to them was to observe, learn, and modernize. Their first question was simple: show us the CRM. The answer was a box of note cards down the hall.
"Walk around that corner there, go down to the hall to the right, grab that box of note cards, and that's our CRM." — Chase, VP of Business Development
Chase and Logan came from corporate backgrounds and were accustomed to software, data-driven reporting, and structured processes. What they found at B&B was the opposite. Invoices were handwritten, then eventually moved to Microsoft Excel. Service tickets were filled out on paper, handed to field techs, signed by customers, and returned to the office, creating multiple failure points for lost work and billing errors. Field technicians had no visibility into their schedules and had to show up every morning for a briefing that consumed 30 minutes to an hour per crew, eating into billable time before anyone left the lot.
The production side was no better. Change orders, common in commercial roofing, were tracked through spreadsheets and email threads. In a single fiscal year, B&B identified dozens of change orders that were completed but never billed, representing up to $45,000 in lost revenue. General contractors weren't going to remind their subcontractors about additional scope, and without a system to track change order status through approval and billing, work simply fell through the cracks. Meanwhile, profit margins on service jobs swung wildly, sometimes 30%, sometimes 80%, with no visibility into what drove the variance. Leadership couldn't hold the service department accountable to margin targets because the data didn't exist in any consistent, accessible form.
Chase and Logan knew they needed software built for how a commercial roofing company actually operates. They started with another platform but found it offered the playbook without the players. At an NRCA event, they came across a new company called Terial, run by a young founder named Aaron who was open to feedback and serious about innovation. Chase and Logan took a 30-minute discovery call, and by the time they hung up, the decision was clear.
"When you come out here, we challenge you. Because if you can get these guys on board in the amount of time you're telling us, I'll call it a win."
The Solution
Why B&B Roofing Chose Terial
B&B needed more than a generic CRM bolted onto a service module. They needed a platform that could unify sales tracking, service dispatching, production management, and billing into a single view, one that was intuitive enough for field technicians who had never used software on the job. After evaluating options that either lacked roofing-specific workflows or were unwilling to adapt, Terial stood out because it was purpose-built for commercial roofing and led by a team that treated client feedback as a feature, not a nuisance. The discovery process itself sold Chase and Logan.
Aaron walked them through pain points they hadn't fully articulated yet, showed how the platform could control margins at the invoice level, and demonstrated a credit card payment workflow that would eliminate the days-long wait for checks in the mail.
“If the dollars and cents are aligned, this is going to be a no-brainer for us.” — Chase, VP of Business Development
What sealed the partnership wasn't the feature set alone. It was Terial's approach to implementation. Aaron flew to Birmingham and spent two full days on-site with B&B's entire team, including the veteran field techs Chase and Logan knew would be the hardest to convert. Rather than handing off a tutorial video and moving on, the Terial team worked through B&B's specific workflows, building the rollout around how the company actually operated. Chase and Logan even challenged the Terial team: if you can get our most resistant guys on board in two days, we'll call it a win. The response was immediate: challenge accepted. The crew was up and running.
The impact was immediate. Field techs stopped coming into the office for morning briefings because their schedules, job details, and materials list were available on their phones the night before. Service managers no longer spent 30 minutes to an hour walking each crew through the day's work. The sales team shifted from self-reported activity in a handmade Excel pipeline to a system that tracked real touchpoints: calls, emails, texts, and leave-behinds. Change orders moved from scattered email threads into a status-tracked workflow visible during weekly production meetings. And leadership could finally see real-time margins, department profitability, and pipeline health from a laptop or iPad, without needing to be in the office.
Features
The Results
Real Revenue, Real Accountability, Real Scale
- Service revenue nearly doubled from an initial $10K/week target to consistent performance well above that benchmark.
- Margin visibility gave the team the ability to control profitability at the invoice level, eliminating wild swings between 30% and 80%.
- The sales team shifted from self-reported activity to tracked pipeline data, driving more effective outbound effort.
- Previously unbilled change orders, estimated at $30,000 to $45,000 annually, are now tracked through every stage.
- Production meetings include a live walkthrough of change order status, so nothing sits unapproved or unbilled for weeks.
- The project team no longer relies on memory to recall change orders sent months ago.
- Each crew saves approximately one hour per day by accessing schedules and job details remotely instead of waiting for a morning briefing.
- B&B expanded from two service trucks to three, with a goal of ten within five years.
- Techs prep materials the night before by reviewing the next day's schedule, eliminating warehouse delays each morning.
"We had dozens of change orders we never collected on... $30,000 to $45,000 a year just sitting out there. Now during our production meeting, we're actually able to walk through these instead of just being like, 'Hey, what about that change order you sent six weeks ago?'"
Looking Forward
B&B Roofing is building toward a ten-truck service fleet within five years, with the department head targeting twenty. With Terial providing real-time visibility into margins, pipeline health, and field operations, the team has the confidence to scale aggressively while maintaining the accountability that made the growth possible. Chase and Logan see Terial as a long-term partner in that trajectory, not just a software vendor they'll outgrow.
The company has become more active in the broader Terial community, attending industry events and networking with other contractors on the platform. After four decades in business, B&B is entering its next chapter with the operational infrastructure to match its ambition. As Chase puts it: what gets measured gets done, and now everything gets measured.
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