$4,500 in. $20,000 booked.
key results
the math, month two
| Spent on advertising | $4,500 |
| Qualified leads generated | 25 |
| Cost per lead | $180 |
| Jobs confirmed | 2 |
| Average job value | $10,000 |
| Revenue booked | $20,000 |
| Cost per signed job | $2,250 |
| Return | $4.44 for every $1 |
the situation
referrals only
Every job came from referrals and word of mouth — their best source, and the one they controlled least.
weather-dependent
Storms and busy seasons paid for the slow months, so growth depended on the weather.
no online presence
No online presence at all, while competitors had been advertising for months.
no pipeline visibility
No way to answer the only question that matters: where is next month's work coming from?
seven days to live
week 1 — built and launched
Campaigns, landing page, tracking and call handling — all built and live inside seven days. The page was built around one clear offer, with the insurance claims process explained in plain terms and their accreditation and reputation front and centre. Every call and enquiry tracked from the first day.
month 1 — leads in, and we tuned
Enquiries started coming in straight away. The focus that month wasn't volume for its own sake — it was cutting out the searches that were never going to become work, and learning which neighbourhoods and which jobs were worth the most.
month 2 — ramped up
With real data behind it, we pushed harder on what was already producing. Leads settled at around 25 a month, the landing page was converting six visitors in every hundred, and the client signed two roof jobs at $10,000 each.
what didn't go smoothly
Month one looked quiet on paper. Enquiries were coming in, but we were deliberately holding things tight while the account learned what a good lead looked like. It would have been easy to open the taps early and show bigger numbers. That's how budgets get burned on the wrong calls in month two.
There was a budget conversation. Advertising in roofing costs more than most trades — it's a five-figure job, so every contractor in the area is competing for the same homeowner. We recommended more budget to stay visible rather than quietly underperform. The client agreed. Month two is when that paid off.
and it's all theirs
If they walked away tomorrow, the machine would still be theirs — and it would still run.
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