Give a rep too few appointments and he gets bored, broke and leaves. Give him too many and he rushes presentations, drops follow-ups and your close rate falls off a cliff.
So where’s the line? I asked my Facebook feed: How many appointments a day do you try to provide per salesperson? Owners, sales managers and reps all answered.
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The short answer: 2 to 3 a day
I counted 26 comments with a real number in them. Twenty of those landed at 3 appointments a day or fewer. For retail replacement, 2 was the most common answer. The bigger numbers came from companies with call centers, in-house canvassers or insurance-heavy models.
Two leads a day. Anything over that and closing percentages start going down.
David Jarret Cohen
Should be 3 max. Any more than 3 and your salespeople will be rushing appointments and slacking on follow-up. Focus on quality over quantity.
Tony Di Palmo
As a rep, 1 to 2 qualified leads a day is all I look for. Anything more and there’s potential to drop the ball with estimates and follow-ups.
Dylan Boland
That last one is from a rep, and it got the most reactions in the thread. Your reps know where their limit is. Ask them.
Retail vs insurance changes the math
For retail, stick to 2. I got burnt doing one-stop closes on that model. My close rate was around 40 to 50%. As soon as I ran 3 it dipped to about 30. For insurance I’d say 3 is no big deal, even 4 should be manageable with some door knocking, depending on distance traveled.
Taylor Arnold
2 a day for the average rep if you’re attempting one-call-close retail. Top reps can do 3 appointments a day, 1 to 2 days a week, during peak season months. That was my experience for optimal close rates running a 13-rep team up to $17 million.
Teresa Reyes
In the retail space, two maximum, and we cap them at 8 company-provided leads a week. During the busy time we bump it to 3, but never more than that.
Josh Henderson
A one-call close takes time: a real inspection, a real presentation and room to handle objections. Stack them too tight and the first thing to go is the close.
Weekly caps that work
Retail: 8 to 10 a week, and occasionally if we have overflow, 12 in a week. No more though. 8 is the sweet spot.
Shane Rosenow, Rosenow Customs
I give them 12 to 15 a week. We don’t knock. We’re 100% retail, no insurance. If they do happen to source their own leads, they get paid more.
Shawn Whalen, Owner, Harford Roofing Services
Where do Shawn’s leads come from? He listed it out: Google PPC, Google LSA, SEO, AEO, Meta, direct mailers and community sponsorships like Little League and high school football. That’s a balanced lead machine.
10-ish a week on average, but during busy season it’s more.
Amanda Veinott-Praml, Owner, Maven Roofing & Exteriors
Build the schedule, not just the number
8am, 11am, 2pm, 5pm. 4 to 5 days a week. 1 day for extreme follow-up. We try our best to give them appointments within 30 to 40 minutes of each other for drive time.
Paul Perez
10am, 2pm and 5pm. Learned it from Chuck Thokey.
Nick Branon
Junior rep: 1. Senior rep: 2. Team lead: 3. Never over 3.
Jonathon Broce
I love Jonathon’s ladder. It turns appointments into a promotion path. Earn more by proving you can close what you’ve got.
Should reps still knock doors?
This turned into the real debate. Several owners tie company leads to self-generated work.
No more than 1, and if they don’t create 2 opportunities on their own, the second day it’s no leads. Scalable, measurable and it keeps them accountable. 2 self-generated inspections or retail presentations, recorded. The top self-generator for the week gets a cash bonus. We’ve given scooters, laptops, drones, custom backpacks, even vacations.
Randie Williams
Leads should be a reward, not a crutch. I’d only supply leads to those who show they can consistently generate their own. Leads are like salaries and draws. They look good on paper, but they can make a sales team lazy fast.
Elijah Muhm
We always required a self-generated lead percentage from the sales rep to open their KPI bonus gate for the month, along with other KPIs.
Teresa Reyes
Inbound and outbound are handled by separate teams. Outbound earns their way to the inbound team. The inbound team keeps a closing percentage above a set number to stay on the inbound team. Inbound team = killers only.
Cody Kline, CEO, CommercialRoofer.com
Others went the other way. Justin Dean Huber’s five reps get 4 to 6 leads a day and canvass their own job sites during installs. Tearah Rice, a director of marketing, said her team gives reps 4 to 5 qualified leads a day and they don’t knock at all. Both models work if your lead flow is steady and your reps can keep up with follow-up.
The funny answer
How many leads do you need to give a rep before they become a lead baby?
Matt O’Dore
Takeaways: how many appointments per roofing sales rep
- Retail replacement: 2 a day. Let top reps run 3 on peak days.
- Insurance: 3 is fine, 4 if drive times are short.
- Set a weekly cap. 8 to 12 company leads a week came up again and again.
- Schedule for real. Fixed time slots with drive time built in, plus a follow-up day.
- Make leads a reward. Tie company leads to self-gen or close rate. Build a ladder reps can climb.
- Watch close rate, not activity. If close rate drops when you add a slot, take it away.
- Make lead flow predictable. You can only promise reps appointments if your marketing delivers every week, not just after storms.
