Ask 100 roofers what counts as a good year, and you’ll get 100 different answers.
For some, it’s cracking $100K in profit.
For others, it’s scaling to $10 million in sales with a lean 10% margin.
And for more than a few, it’s just making enough to cover the bar tab and not go bankrupt.
We rounded up real, unfiltered answers from a popular Facebook thread filled with roofers, from one-man crews to owners of multi-million-dollar operations. The answers range from practical to absurd, hilarious to brutally honest.
Here’s what we saw in the wild:
- Some aim for 25–40% net profit (especially smaller teams with low overhead)
- Others are thrilled with 10–15% EBITDA at scale
- A few say anything over $100K net is a win
- And some… well, let’s just say they’re focused on good vibes and ice cream 🍦
Before we dive in, a quick disclaimer: the responses vary wildly depending on company size, overhead, experience, and how well someone actually understands their own numbers. But that’s what makes this roundup so valuable, it’s a raw snapshot of how roofers across the country define success.
1. Let’s Start With the Math (or Lack of It)
If there was one theme that stood out in the comment section, it was this: a lot of roofers are talking numbers without knowing what those numbers mean.
As Roger Lee put it plainly:
“Roofers. Don’t. Do. Math. Just $$$.”
You’ll see some folks throwing out six- and seven-figure profit claims—without any context on revenue, margins, overhead, or whether that number is gross or net. That’s where things get messy.
Here’s the thing:
- Revenue is what you bring in.
- Gross profit is what’s left after job costs.
- Net profit is what’s left after everything—overhead, labor, marketing, taxes, and more.
And yet, those distinctions often get lost. One commenter, Ian Smith, pointed out how vague the original question was and how different the answer becomes depending on whether you’re talking per job profitability or company-wide net profit after commissions and overhead.
Kase Dupont added:
Margins, not just dollar amounts, are what really tell the story. Without understanding your gross profit percentage and net profit after expenses, it’s easy to fool yourself into thinking you’re having a good year… when you might just be treading water.
2. Profitability Benchmarks (By Company Type & Size)
The definition of a “good year” shifts dramatically depending on the size and structure of your business. A solo operator pulling six figures might be crushing it, while a $10 million company could be considered successful with a much smaller percentage return. Here’s how the numbers shook out across different company types:
Small/Owner-Operator
For solo roofers and small shops with minimal overhead, the net profit can look surprisingly strong.
- Jacob Robertson shared he cleared $93K solo.
- Preston Barto, who runs out of his garage and sells $300K–$500K annually, said he’s hit $160K–$210K in profit during both slow and fast years.
With lower operating costs, these owner-operators often land in the 25–40% net profit range, especially if they’re doing sales, installs, and project management themselves.
Mid-Sized Crews
Companies bringing in $1–$3 million in revenue tend to settle into more predictable patterns:
- Chad Dreuth mentioned about 35% profit, though he notes “we do big numbers.”
- Chris Parmenter reported 50%+ gross profit, with net landing around 25% after accounting magic (i.e., the accountant’s touch).
In this bracket, 35–50% gross margins seem to be a healthy target, with 20–30% net considered strong performance, if overhead and labor are well managed.
Large Companies
Once a roofing business passes the $10 million mark, the conversation shifts from net profit to EBITDA (earnings before interest, taxes, depreciation, and amortization).
- Brian Palmer II put it simply: 10–15% EBITDA is a realistic target for large roofing companies, though many fall short of even 10%.
- Corey Novak echoed this, saying he’s hit 25% EBITDA before—but acknowledges it’s harder as overhead grows.
As Brian noted, “The bigger the company, the smaller the net.”
Outliers & Brags
And of course, it wouldn’t be a Facebook thread without a few jaw-dropping numbers:
- Greg Marcus claimed $5.7M in revenue with $3.5M in profit.
- Eric Kornacki boasted $686K net on $1.2M in sales with 5–7 guys in Buffalo—though several commenters were skeptical (“That math does not math”).
Whether these numbers are entirely accurate or not, they highlight one thing: without context or clear accounting, raw numbers can be deceiving.
3. What Really Impacts Profit?
Behind every profit number is a handful of key variables that can make or break a roofing company’s bottom line. While revenue gets all the attention, the real story is told in the details—things like overhead creep, job types, pricing strategy, and even financial literacy.
Here’s what actually moves the needle:
Overhead Growth
As roofing businesses scale, their profit margins tend to shrink.
Hiring crews, adding salespeople, leasing office space—it all adds up.
“As the size of a company increases, net profit will decrease. There’s no way to avoid that.” – Brian Palmer II
Solo operators can net 30–40%, but by the time you’re running multiple teams and departments, 10–15% becomes a win.
Job Type Mix
Not all roofing work is created equal.
- Insurance jobs can be highly profitable with good supplementing and upsells—but payments can drag.
- Retail jobs are more straightforward but can have tighter margins.
- Commercial coatings often report steady profit—Warren Yutzy cited 25% net for his $1–2M commercial coatings company.
As Jim McGaha noted:
“Shoot for 35–40% on residential insurance, 25% on retail.”
Region & Market
Where you operate makes a huge difference. Labor costs, licensing, permit requirements, and market demand all impact what you can charge, and how much you keep.
“Massachusetts: 5 guys, buggy, ladder lift… $1 million gross.” – Dane O’mac
“CT roofer: 120 residential per season… you want that 7-figure #.” – Jay Mistark
Financial Literacy & Tracking
This one’s a silent killer. Many contractors don’t track their numbers closely—or at all. They confuse revenue with profit and rely more on gut than books.
“The overwhelming majority of roofing companies have no clue what they’re doing… they don’t even track their profit accurately.” – Brian Palmer II
Upsells, Supplements, and Pricing Discipline
Strong processes = strong profits.
- Supplementing insurance jobs adds serious margin.
- Upselling gutters, upgraded shingles, or attic ventilation can increase per-job profit without more jobs.
- But it only works if your pricing is dialed in and enforced across the team.
As one commenter put it:
“Set your profit percentages… then scale.” – Gage Ferguson
At the end of the day, profit isn’t just about how much you sell—it’s about how well you run your business. And in roofing, that means understanding the levers you can pull to actually keep more of what you earn.
4. Popular (and Not-So-Popular) Targets
Among the dozens of comments, a few profitability targets stood out as common goals. Many roofers agreed that 20% net profit is a healthy mark—achievable for smaller teams and indicative of a business that’s pricing jobs properly and managing overhead.
For larger or fast-growing companies, 10–15% net profit was considered a strong performance. As your business scales, your margins tend to shrink with added expenses like sales commissions, office staff, and equipment. Still, staying in the double digits is a sign you’re on the right track.
Anything below 5% net was seen as shaky territory. That level might be okay for new businesses still finding their footing, but if you’ve been around a while and still can’t clear more than that, you’re likely underpricing jobs or leaking money somewhere in your operation.
One number that came up again and again: $100,000 in net profit. It was often cited as the bare minimum for a year to feel successful—especially for solo operators or small teams.
As Matthew DeReu shared:
Most common benchmarks mentioned:
- 20% net profit – Strong and sustainable for smaller companies
- 10–15% net profit – Solid margin for scaled operations
- 5% or less – Danger zone or early-stage business
- $100K+ net income – Viewed by many as the minimum bar for a “good” year
5. Red Flags and Real Talk
Not every comment in the thread was a tidy number or financial formula. A good chunk of roofers skipped the spreadsheets and went straight for the blunt truths—and some solid reality checks.
Plenty of responses pointed to a deeper issue in the industry: many roofing companies are winging it financially. No clear margins. No consistent tracking. No real understanding of what profit actually looks like.
That’s where the “real talk” came in.
Some people called out the overconfidence:
“Tell me you have no business acumen without telling me…” – Chet Selz
Others kept it simple:
“Make more than you spend.” – Jay Heikes
And then there were those who shrugged at the question entirely:
“You’re better off asking a magic 8-ball…” – Joey Cerio
Underneath the jokes and sarcasm, there’s a real warning: if you don’t know your numbers, you’re probably not as profitable as you think. Shooting from the hip might feel good in the moment, but it’s a risky game long-term.
One of the more honest, and motivating, takeaways came from Manny Cabrera:
“Scared money don’t make no money.”
Whether you’re scaling, investing, or just trying to build a real business, the message was clear: know your numbers, take calculated risks, and stop guessing.
6. Other Definitions of a “Good Year”
For some roofers, profitability isn’t just about percentages and revenue goals—it’s about quality of life, long-term security, and keeping the chaos in check.
A few commenters chimed in with definitions of success that had little to do with spreadsheets. Avoiding burnout and actually enjoying the fruits of your labor was one of the most relatable takes:
Others looked beyond roofing altogether, using their profits to build generational wealth. One of the most specific and admired examples came from Matthew DeReu, who used roofing income to grow a real estate portfolio worth $1.7 million. For him, roofing was a stepping stone—not just a hustle.
Then there were the practical voices who reminded everyone that what you keep after taxes matters just as much as what you earn on paper.
In short:
- A good year might mean growing wealth outside of roofing
- Or not owing the IRS half your profits
- Or simply still being here, ready to do it again next year
Profit matters. But sometimes, perspective matters more.
What Should You Consider a Good Year?
A “good year” depends on what you’re aiming for, more freedom, a bigger team, better margins, or a long-term exit. There’s no universal number that defines success.
What matters most is that you’re tracking your profit, not just guessing. Revenue is easy to brag about. Net profit and sustainability? That’s the real game.
So don’t just chase growth. Build smart systems, price with purpose, and keep your goals front and center.
Because a good year isn’t always the biggest year, it’s the one that moves you forward.
