Randy Korach - Choosing the Right Investment Partner for Your Roofing Business - PODCAST TRANSCRIPTION

Editor's note: The following is the transcript of a live interview with Randy Korach from Roofing Corp of America. You can read the interview below or listen to the podcast.

Intro/Outro: Welcome to Roofing Road Trips with Heidi. Explore the roofing industry through the eyes of a long-term professional within the trade. Listen for insights, interviews, and exciting news in the roofing industry today.

Heidi J. Ellsworth: Hello, and welcome to another Roofing Road Trips from RoofersCoffeeShop. This is Heidi Ellsworth. Let's just talk about what is the biggest topic in roofing right now, and that is mergers and acquisitions. Everyone's talking about it. We wanted to hear, how's it going? What does this really mean to roofing contractors? So we invited Randy Korach with Roofing Corp of America to come to the podcast today. Welcome, Randy.

Randy Korach: Oh, I'm thrilled to be here, Heidi. Great to be with you.

Heidi J. Ellsworth: Oh, I love it. We've been working with you all. You're part of the R-Club. I'm just so excited about this podcast because there's just a lot of misinformation, maybe some myths that are going around that we want to talk about, and hear directly from you, with such success. But before we start that, let's start out with an introduction. If you could introduce yourself, and then also talk about your history in the roofing industry.

Randy Korach: Yeah. Yeah, happy to do it. Before I do that, Heidi, just a couple remarks on what you guys have been up to at RoofersCoffeeShop. It's been such a treat as a longtime participant in the industry to see a proud advocate for the industry and a promoter of the pride and professionalism of our trade. It's been needed for a long time, so thank you for what you're doing for all of us.

Heidi J. Ellsworth: Thank you.

Randy Korach: It's a thrill to be here, truthfully. I'm Randy Korach. I'm a native Cleveland Ohioan. A proud native of Cleveland, Ohio. I lived there for almost 50 years. I now live in Atlanta, Georgia with my beautiful wife. I have two kids, both who are out of the house. Unfortunately, I don't have many hobbies other than my work. So I'm a work in progress, in that way.

Heidi J. Ellsworth: Sounds familiar.

Randy Korach: Yeah, right? It's a common story in our field, unfortunately. I've been in and around the roofing and building materials, and paint and coatings, and construction services industry for a little over 25 years. Started when I joined RPM at their Tremco Incorporated subsidiary in 1997. I joined Tremco shortly after RPM bought them from BFGoodrich. Stayed there for 17 years. Had a short time at Sherwin-Williams after that. A variety of general management and executive roles at both. I managed the Tremco waterproofing business. I managed the Tremco roofing business. While I was there, I also oversaw the Dryvit business. So the whole building envelope was within my responsibilities. And then when I was at Sherwin-Williams, I had obviously exposure to paint and coatings, but I also managed the Geocel and Uniflex and Kool Seal product lines for Sherwin, which were in the roofing space directly.

Anyway, took a little departure in 2018. I wanted to do something more entrepreneurial, so I bought a little business in Atlanta, in the roofing space. A roofing contractor called Innovative Roofing Group. I sort of saw, at least I believed or hypothesized that the market was ready for some meaningful consolidation. There had been a lot of activity both upstream of the roofing industry, you know, the distributors and manufacturers, but also adjacent to roofing. So there was a lot of activity in H V A C and in landscaping, and in fire and life safety. All these facility services markets that had seen some consolidation. I saw an opportunity and wanted to see if I could make something of that in 2018.

That's a little bit of the background. Obviously, it's five years forward from that now. I know we'll get into some of that.

Heidi J. Ellsworth: Yeah. I mean, that's cool. That's a great history. We do a lot with both Tremco and Sherwin-Williams here. That's cool. But I love how you ... the foresight because we all see it. When I think back, we all were watching these trends of mergers, acquisitions, and then all these new companies coming up. We've seen it over the last ... forever, I should say, 30 years since I've been in it, but I would really love ... With Roofing Corp of America, let's talk about that. How did it start, and how did you go from ... with Innovative to Roofing Corp?

Randy Korach: Yeah. Yeah. I'll give you a little bit of the background. Stop me if I get a little bit away ... it gets away from me, which is a tendency, unfortunately.

Heidi J. Ellsworth: You know I love it.

Randy Korach: I think it's [inaudible 00:04:49] with understanding this topic of why private capital feels like it's all of a sudden interested in roofing and roofing services. Private equity investors are very savvy and they're very smart, but they're not very creative. The truth is they like proven models, and the whole deployment of capital for what they would classify as a buy-and-build model. Acquisitions of additional businesses to grow a larger scaled organization has proven across a wide range of trade service categories. It just had really been absent in roofing. That sort of dates back to the '90s, candidly, where there were some well-publicized failures of consolidation strategies that happened.

The uniqueness about roofing is, and this is maybe a little bit more relevant in the commercial side, but not entirely, is that, number one, it has some cyclicality risk. The market does go up and down based on consumer confidence and other factors, construction activity, generally. And two, it's asset lights. So it's difficult to finance, right?

Heidi J. Ellsworth: Right.

Randy Korach: So there's not a lot of fixed assets in any of these businesses. That's one of the challenges that private capital, private equity has had in trying to find strategies that they can underwrite, that they can get financed, and that they can support when their hold arrives, say inside of 10 years. They risk taking some of those market cycles during their hold period. Part of what's been happening over the more recent past is private equity firms figuring out how to mitigate those risks. That's, I think, what you're seeing. That doesn't mean that there won't be risk in some of these models, forward, but I think that the investors have given a lot of thought to those risk mitigants.

That was a lot on the preamble. As far as RCA, I was minding my business. I thought that I would eventually raise capital at IRG, and go and grow, but COVID hit, of course, at the beginning of 2020. I was just trying to survive there for a few months, to figure out, "Were people going to ever order a roof again?" My business was all negotiated repair and replacement work. My contracts all got pulled. If not for federal subvention, I would've been toast, truthfully. And we would've struggled to keep our people. But people started to realize the world wasn't coming to an end. Three, four months later, we started to receive awards again. The future was a little bit more bright, but a little uncertain.

Anyway, so it was at the end of 2020, out of the blue, when I got a call from Soundcore Capital Partners. They're a private equity fund, New York based. I had received calls, like many roofers, maybe once a month, once a quarter since I had gotten into the business in 2018. Normally they'd call, it was a young kid doing some buy-side cold calling. They'd pronounce my name wrong. I usually didn't have the tolerance to stay on the phone, but for some reason, that day I listened. When I heard the fund's name, it piqued my interest. I happened to have a good friend from back in Cleveland who had scaled a business in partnership with Soundcore. I knew of them through that experience. So it just was one of those calls, for that reason, that I chose to listen to.

Anyway, long story short, they had a thesis in the space that they could go and, call it, roll up or buy and build in the commercial roofing space. One of the unique fundamental challenges that investors in the category have is that they can make a first investment, but the investment they make, just because of the characteristics of the businesses that are being bought, generally don't have all that they would like to see in a future platform. They're a great business, but they may not have all of the elements that'll make a collection of businesses eventually more valuable. They needed someone to help them design what that looked like. Innovative certainly wasn't that. It didn't have those characteristics.

Anyway, I sold my business to them. It was a fit with their thesis. And then I stepped into this role in the middle of 2021 to build what is now Roofing Corp of America.

Heidi J. Ellsworth: Wow.

Randy Korach: Yeah, we've been at it now for those two years. We've made nine acquisitions in that period. We're coast to coast, from California to Charlotte, from DFW to Cincinnati. We've deployed over $200 million of capital buying roofing companies. We're going to do over 400 million in revenue this year. The businesses have extremely successful backlogs, et cetera. Look forward to getting into uniqueness of our model, but that's sort of the highlights of what we've been able to accomplish so far.

Heidi J. Ellsworth: That's impressive. That's impressive because I know contractors are getting these calls, like you said, or emails, every day or every month. No one really-

Randy Korach: It's crazy. It's crazy. We talk about it all the time.

Heidi J. Ellsworth: Yeah, no one knows what to do or who to trust. So for you to find, and kind of have some knowledge already that this is a good group, that means all the world because ...

Randy Korach: That was a gift. It was a gift. I'm certain I wouldn't have stayed on the line, Heidi, if not for that experience and ... that knowledge, excuse me. By the way, our sponsor has been true to everything they've said. They've been terrific supporters of our strategy, and have allowed us, let the roofers be roofers. Helped advise us on capital markets and things like that. But we really are roofers first and our sponsor gets how important that is.

Heidi J. Ellsworth: That is so important. I think that's the downfall, a lot of times, that goes on is that they try to change the model and the model has been working for a very long time. Maybe not quite ... so some tweaks. When I look at some of the companies that you have, like Deer Park and Bone Dry, who I know both very well, they're leaders in the industry. Can you tell us about all of your company brands? Like you said, from coast to coast, tell us who all you have in that nine, and how that's worked with everybody kind of coming together.

Randy Korach: Yeah. We are nothing but home to these brands, truthfully. Roofing Corporate of America is the least important brand we own. I'm very comfortable saying that. You referenced two. Deer Park out of Cincinnati, of course. Nick Sabino, recent past board chair of the NRCA. A strong advocate for professionalizing the industry, training and development of the workforce. I mean, really a power in the industry. He joined us in 2022. Bone Dry, you also referenced. Chad, a member of the NRCA board. Travis, his partner, are just dynamic leaders. They have business based in Athens, Georgia, but branches in Charleston and coastal Georgia. Also, here in the southeast, we own a business called Davco. Danny Davis sold us that business at the beginning of 2022. Danny's an NRCA board member as well, and an amazing leader.

Two other businesses in the Southeast, of course, IRG, which I referenced. Managed by Michael Laird out of Atlanta. He backfilled me in that role, and his partner, Mike Cucuzza, there. And then we have an amazing business in middle Georgia, which is not well known, but a hundred year old roofing contractor called Pittman Waller, run by John Pearson and Chuck Pollock. Really proud of that group. We've started, of course, as I just made obvious, we've built some density here in the southeast. That group, what's most exciting, I think, to the sellers and to our model is they now have this local peer group that they can collaborate with on solving problems, whether it's workforce or supervision or sharing fixed assets or moving inventory. I mean, just all kinds of really exciting potential discussions that that group is having because of the peer group that now exists.

Heidi J. Ellsworth: Yeah.

Randy Korach: In DFW, we own a business called Weathershield, which has been a rapidly growing business sort of serving that Fort Worth, west of Fort Worth market out of their home base. But they also do a lot of disaster restoration work for the large restoration contractors. They're not doing door knocking, but they're showing up, for instance, this week sadly in coastal Florida, in response to what is likely to happen down there, to help the clients of Cotton and Blue Sky and First Onsite, et cetera, solving their problems and addressing their needs. [inaudible 00:13:52].

Heidi J. Ellsworth: Right. Great model.

Randy Korach: What's that?

Heidi J. Ellsworth: Great model. Because those are all great restoration companies.

Randy Korach: Yeah. It's interesting. They're all different than anything else we do. We're excited about that business. We go up into the mountain west, we own a business called Front Range Roofing.

Heidi J. Ellsworth: Know them well.

Randy Korach: Another really active industry participant. Mike Trotter and his team, Mike has been super active in Western states and the NRCA. I'm really proud to have that group on board. That's our most recent acquisition in April of this year.

And then we move to Las Vegas where we own a company called the Original Roofing Company, quickly becoming the really dominant player in the Las Vegas Valley. Just a really interesting business there led by Guy Bennallack and Mike Coddington. And then, lastly, we own AAA Roofing, which is our largest business, believe it or not. AAA has got businesses in Riverside, California and Milpitas, California up in NorCal, and then in Boise, Idaho. That team is led by Gene Smith.

I guess one of the hallmarks of our model, one of the really important parts of our model is leadership continuity. I referenced the sellers, our partners, when I made mention to those businesses, I didn't mention Brandon Flowers of Weathershield. I should have. He's such an amazing and dynamic leader. But critical to our strategy is that partnership forward. So we expect sellers to engage for a period of time after the transaction, and steward that team into our model, into our leadership so that everyone sort of understands the importance of that forward collaboration.

I mean, we're not so proud to think that our brand connection to that local business is going to make much of a difference to a team member that's chosen to go work for that entrepreneur, if that entrepreneur chooses to step away. So it's really, really important for us to demonstrate that some things are going to change, but the most important stuff, the leadership at the top of their local businesses is something that we nurture and really maintain.

Heidi J. Ellsworth: I think that's so important to bring such great leaders together. I mean, I knew pretty much all those companies. Everybody you're talking about, they're just amazing. Amazing group. But I think part of that, too, and your website really talks about this, what you look for and characteristics as you're working through bringing companies on. So I would love to ... the conversation's just naturally leading there. I'd like to talk a little bit about some of those traits and the importance of culture that you are growing.

Randy Korach: Yeah. Every business is not going to be a fit for us, Heidi, for reasons that are very personal to the owner, it's not the right time or they don't like me, or whatever it is. All reasonable. It's their business. Similarly, not every businesses that we talk to is going to be a fit for us. We do have a pretty robust, objective set of criteria that assess a businesses fit with us. We're a commercial focused business. We do some residential work. Bone Dry, Deer Park, Weathershield, Torque all do some residential work, but the focus of any business we buy will be on the commercial market, and that will be the focus that we further layer on that business forward.

We have a strong orientation towards repair and replacement. Obviously, the market has been white hot with new construction for a few years. That's where most of the materials ended up for several years, in the commercial marketplace. So we're overweight, new construction. We like it. We want to serve our owners and curated list of GCs, but our focus is absolutely on the property management, facility management and owner community. That's one of those risk mitigants that I spoke of early. Being sort of heavily weighted to repair and replacement protects the platform a bit from the cycles associated with general market condition.

Heidi J. Ellsworth: Right.

Randy Korach: That's a real critical focus of ours. All of our businesses have history, but we like to see a commitment and an objective to grow those categories. Of course, we look at margins and we look at the productivity of the teams. You know, "How broad is the customer base? How recurring is the customer base?" Those types of things. We look deeply at safety performance. We buy only safe contractors.

Heidi J. Ellsworth: I love hearing that. Yeah.

Randy Korach: Yeah, it's a really important story for us. If you're going to become owned by RCA, we want to make certain that the well is filled with organizations that understand and value the importance of getting their crews and their teams home safe. That's both critical to culture, but also an important financial driver of success for the businesses. We look at geography, but we're not wed. Our primary focus on our origination work has been the Sun Belt, just because we like the 12 month construction season, but when the right asset comes available, we move, right?

Heidi J. Ellsworth: Right.

Randy Korach: Front Range and Deer Park are good examples, where we moved when we met the entrepreneur. They were interested in our model. We know we're going to fill in the white space on the map eventually. So we end up there for those reasons.

And then, lastly, we diligence aggressively the culture, of course, but also the mindset of the seller. Our model is built on collaboration, an open-minded leader who is interested, maybe even excited to embrace industry best practices and share those. Our value creation strategy at RCA is to make this collection of businesses more valuable together, not simply collect a bunch of great businesses. So the way we do that is, of course, by leveraging our scale through purchasing initiatives and compelling risk management strategies, but also defining and deploying best practices. That could be in estimating or in service department management and safety programs, all of those things. So it's really important that sellers and their teams, as much as they're proud of what they've created, also have the maturity and open mind to realize that maybe there's ways to improve some of the things that they've been doing.

We're really proud of this peer group that we have now across our portfolio, nine sellers, nine business units strong, that we can now bring together for the benefit of the full portfolio. Of the local business, but also the full portfolio.

Heidi J. Ellsworth: Yeah.

Randy Korach: Our general managers meet regularly. Our functional leaders meet regularly. We have what we call one RCA teams in estimating and service management and procurement and HR. All of these areas we can help improve by driving consistency and best practice across the organization. We centralize very little, but we drive a whole lot of best practice sharing into the local businesses.

Heidi J. Ellsworth: Well, and I saw that just recently when we were at SkillsUSA. I got to spend some great time with your team, and overall teams, and saw how they were taking what had been done at Deer Park, and sharing the Perkins Act, SkillsUSA, different things. How you all are so involved, working together. I was just really impressed. I was really impressed with them.

Randy Korach: Yeah. Well, thank you for saying that. I'm glad it was visible to you. Southeast is a good example. The SkillsUSA event being here in Atlanta was a real treat. We met some of our HR team members. We've built enough density here in the southeast that we now have elevated an HR position. Lisa Pye, who was embedded in our Bone Dry business now serves in a generalist role across all of the southeast. So we've been able to upgrade the services all of our businesses are getting with minimal additional investment. Those types of things we can do as we add scale and build density.
But yeah, I mean, that's just one example. Deer Park you referenced. I mean, that's sort of our center of excellence on training and leadership development.

They've done so much in partnership with trade schools, in the development of opportunities for their team members that we can now take and deploy to the rest of our businesses. That's one of many examples. It's super exciting to watch, especially as it's not us from RCA forcing it. Really, it's being embraced, and in fact, driven now by the business unit leaders who see the advantages.

Heidi J. Ellsworth: Well, and I love it because it's ... I'm just waiting to see at SkillsUSA, whether it's next year or the year after, that RCA, all RCA companies have teams there because that's our whole idea.

Randy Korach: Yeah. Well, we expect to be. Unfortunately, this one crept us up on us, but you can count on it next year.

Heidi J. Ellsworth: I think it crept up on all of us, but now we're all kind of all in. It is so exciting. It was so much fun. You can just see the potential in the future. It's the type of leadership that I think from the companies at RCA that really make that difference, that they're willing to show and share how to reach out, how to get involved, Lisa with National Women in Roofing. I mean, it's just ... I'm seeing all those things. I'm a little prejudiced, but I think those are all really important.

Randy Korach: Yeah. Well, we believe deeply in the rising tide raises all ships philosophy. I believe, personally, and maybe mostly in support of our team members that have demonstrated it through their actions, that a strong industry association, a strong, proud industry is really important to professionalize our trade. I think there's some really good things going on.

Heidi J. Ellsworth: Yeah. So true. So true. Okay, so what would be some of your advice for companies that are looking to sell or join a national company like RCA?

Randy Korach: Yeah. A great question. I guess I'll say first, candidly, I'm not big on giving unsolicited advice. Everybody's on their own unique journey. I was, and everybody I talk to is. I do, however, love to share my experiences and those of my partners at RCA. I do that all day long, every day. I'm a talking head in my current role more than anything. We're having this conversation because the consolidation wave has reached roofing, right?

Heidi J. Ellsworth: Mm-hmm.

Randy Korach: It's reached our industry, both in the residential and the commercial side. There are active acquirers and lots of conversations happening. I think it's important for owners to listen and open their mind to the way that different investors, if they simply want to learn about what's happening, or they're even getting to a point in their career or their business lifecycle that a transaction might make sense, that they listen to a variety of folks talk about what they're up to because there are a lot of different approaches. At RCA, we don't hire buy-side advisors to dial every roofing company in the phone book. We have a pretty deep knowledge of the industry. So when you get a call from RCA that's unsolicited, it's because we've identified your company as probably a likely fit with our model. It'll be someone from our team, right?

Heidi J. Ellsworth: Right.

Randy Korach: Who knows what we're doing, understands the story, and isn't just some recent grad doing some cold calling on behalf of a buy-side advisory firm.

Culture, you referenced it, is a massive consideration, we believe. Now, if you're the type of owner, I don't want this to sound disparaging, that is simply looking for the best exit value and you're not planning on sticking around, then maybe the only thing that matters is the amount of money that someone's willing to pay you, but it's not likely going to make you a fit for RCA. RCA and our M&A strategy is all about alignment with the sellers and a focus on building something special for the future. Now, some models invest minority stake in businesses, right?

Heidi J. Ellsworth: Mm-hmm.

Randy Korach: That's not us. Some models, probably most, are interested in a majority stake or a hundred percent stake in businesses. So you want to make sure that you're validating or assessing that, and that it's a fit with your objectives.

Some buyers provide sellers an opportunity to invest forward alongside them in the future value creation of the business. That's critical to our strategy. Every seller gets an opportunity to take a portion of their proceeds at their discretion and invest it right alongside us, the other sellers into the model, as well as our general and limited partners in RCA. Why that's exciting is, number one, it drives alignment. Everybody's rowing in the same direction upon the day one. But two, there's a massive value and wealth creation opportunity forward that comes with that, depending on your level of investment. So it's an exciting opportunity as they say in the industry, sort of the second bite at the apple. You sell your business the first time and that's your first bite, but if you roll some of those proceeds into RCA, which is what we allow, you have the chance to get that second, and maybe over time, the third bite at the apple, and continue to create wealth for your family or your teams, however you structure those assets.

We spend a lot of time diligencing targets. We tell everyone we speak to, it's equally and maybe more important that they diligence us. They have to get a feel for the future partner in their life's work, right?

Heidi J. Ellsworth: Yeah.

Randy Korach: That they're going to be a good steward of that asset, which is sometimes multi-generational. I mean, I have conversations all the time. Pittman Waller is a good example. A hundred-year-old business. Torque, multi-generational business, where it's deeper than just a value creation exercise. This is about a lifetime of relationships and a parent's life's work along with yours. We take that really seriously. We consider ourselves a little different in that we are roofers. We understand the industry. We understand what makes roofing companies tick and successful, and more resilient and more profitable. We can help sellers do that for their teams. I think one of the more exciting parts about our platform is we're now over a thousand employees, right?

Heidi J. Ellsworth: Wow. Wow. Yeah.

Randy Korach: I mean, there's just huge opportunity for folks that want to build their career with us, whether it's in the market in which they live, or if there's an opportunity somewhere else that didn't-

Heidi J. Ellsworth: Well, everyone's looking for labor.

Randy Korach: Well, us too.

Heidi J. Ellsworth: Yeah.

Randy Korach: Yeah. A thousand's not nearly enough. We could use a thousand more.

Heidi J. Ellsworth: Yeah.

Randy Korach: But no, for people that are ... Everyone chose to go to work for that entrepreneur in that market. We respect that, right?

Heidi J. Ellsworth: Right.

Randy Korach: We understand the importance of that. But at the same time, for folks that are wanting to grow, there's opportunities across the country now for team members that want to expand and grow. That didn't exist with the individual businesses prior. I threw a lot at you there. I'm not even sure much of it was responsive to the question, Heidi. Sorry, but-

Heidi J. Ellsworth: No, it was perfect. In fact, actually, I was going to ... My next question was going to be, why should companies join RCA specifically? But you've really answered that. I mean, I love what you're sharing is the culture. I think as we look at contractors who are getting all these deals out there, or offers, I should say, they really do need to look at the culture and ... I think the piece I'll take away is listen. Listen.

Randy Korach: Yeah. I mean, if you were serious about ... That was me. My business wasn't for sale, right?

Heidi J. Ellsworth: Yeah.

Randy Korach: I got a call. I heard enough in that call that I took a next step with a seller. I didn't open my process to multiple buyers. I was comfortable with the people I was talking with. I felt I had enough information and advisory support to know that the valuation was fair. But all of those things are important, right?

Heidi J. Ellsworth: Right.

Randy Korach: We would never encourage someone not to talk to an advisor. Some people run processes, and we participate in processes. But most of the businesses we talk to aren't for sale. It's just, we've initiated a discussion. We found enough common ground that it's made sense for us to take some steps down the process to explain how it will work. Ask enough questions that we know how we would value the business. That's sort of how it goes, but that's not how every situation goes.

Each situation is different. We would encourage any potential seller to get professional advice. Get advisory advice about, "Where are multiples for transactions? Is this fair? Is this market?" Those types of things. And then of course, while we're very ... we treat every conversation as confidential, our best advocates are our sellers. So we always provide access to our sellers. Many of them are already known to the people we're talking to. They all stay with us for a reason. They're not running out the door after a transaction. In fact, there's not a single seller who's left their business since we've made a transaction. So they're-

Heidi J. Ellsworth: Congratulations.

Randy Korach: ... our strongest advocates.

Heidi J. Ellsworth: Yeah. Well, the thing is, we're only separated by a few degrees anywhere in the roofing industry. We all know each other, and people know. It is that culture, the reputation, market reputation and leadership, all of those things are so important. When you put all that together, people are like, "Okay, I'm interested. I want to find out more about this."

Randy Korach: Yeah. We play the long game, Heidi. We're interested in building those relationships in trust. We think it's really powerful. While we do transactions, we do deals, we're not transactional. We're interested in doing this at the pace it's comfortable for a seller or for an owner. Sometimes, I suspect, I've only been doing it for a couple years, but I suspect we'll have conversations in 2022 that don't materialize into transactions until five years from now.

Heidi J. Ellsworth: Yeah.

Randy Korach: The timing is dictated by the seller. It's not by us.

Heidi J. Ellsworth: Right. You're offering such a great model across the country. It's just really exciting. If there's roofing companies out there listening to this right now, and they are thinking, "We want to be involved." How do they get started? How do they talk to either you or whoever to start down that road?

Randy Korach: Yeah. I mean, we're perpetually available, always 24/7. It's sort of the curse of the roofing industry, Heidi.

Heidi J. Ellsworth: Yes.

Randy Korach: Yeah, reach out to me, either through our website or I can drop a phone number here. They can reach out to any of our business units. If they know one of our partners to reach out to them and speak to them about whether this thing's real, or it's not, or what their experience has been. They'll always come back to me. I have a colleague here, Nick Kidder, who oversees what we call corporate development, essentially mergers and acquisitions. He's dynamite. Yeah, we'd love to meet you and tell you what we've been up to. What's the plan? Do I drop a phone number, Heidi, or what do I do?

Heidi J. Ellsworth: Well, you know what? Actually, they can go to your directory on RoofersCoffeeShop.

Randy Korach: There you go. Even better.

Heidi J. Ellsworth: How's that? All of the information is there. The phone number, the website. You can check it out. Check out the directory. Plus, with all of the companies. All of the Roofing Corp locations are part of the R-Club. You can check that out, too, because I think that's important to look at the bigger picture of all the companies and start to build that relationship. That's all available. We'll make it easy on you, Randy. It's all available on RoofersCoffeeShop.

Randy Korach: Well, it's been such a treat, Heidi. I so enjoyed it.

Heidi J. Ellsworth: Thank you. I have to tell you, I just love this. I think it's such an important topic. Thank you for sharing your wisdom, and thank you for being willing to put it out there. So often things get secretive. I think really sharing this and helping other roofing companies to make the right choices, succession planning, I mean, it's all so important. So thank you so much.

Randy Korach: Yep. Yep, I got you. Keep doing what you're doing, Heidi. Great to see you.

Heidi J. Ellsworth: We'll keep doing it. We'll keep working together. I love this. Thank you so much, and we'll see you again. I'm going to have you back just so we can hear more.

Randy Korach: You tell me when.

Heidi J. Ellsworth: Okay. That sounds great. Thank all of you for listening. Okay. Start doing your investigation. Start doing your research. It all can start on RoofersCoffeeShop. Check out Roofing Corp of America directory. We also will have more podcasts, more information, multiple directories. It's all there for you to check out and see what's happening. Thank you. Be sure to check out all of our podcasts under the Read, Listen, Watch navigation under Roofing Road Trips. Or on your favorite podcast channel, be sure to subscribe and set your notification so you don't miss a single episode. We'll see you next time on Roofing Road Trips.

Intro/Outro: Make sure to subscribe to our channel and leave a review. Thanks for listening. This has been Roofing Road Trips with Heidi from the rooferscoffeeshop.com.