Roofing sales management
Roofing sales rep scorecard
Compare one rep's activity, closed-cohort conversion, signed job value, and follow-up control against targets your company actually uses.
Do not grade a rep with a blended close rate.
Storm, retail, commercial, referral, and canvassing opportunities do not enter or exit the funnel the same way. Freeze the sales motion and denominator before you compare anyone.
Written and reviewed by Tim Nussbeck
Founder of GhostRep · 20+ years in home-improvement sales and operations
Updated August 30, 2026
Build the weekly review
Use actual records and company targets. No AI benchmark generator.
Activity comes from the current review period. Win rate and job value come from one comparable closed cohort. Pipeline control comes from current open records.
The tool runs locally in your browser. Nothing is uploaded.
Weekly rep scorecard
Fictional example
Example week · Insurance restoration / storm
2
At target
3
Below target
0
No data
Opportunities worked
Count of company-defined opportunities worked during the review period.
Actual
38
Target
40
Appointments or inspections held
Completed appointments or inspections during the review period. Exclude cancellations and no-shows.
Actual
13
Target
12
Closed-cohort win rate
Signed jobs ÷ opportunities that reached a documented decision in the same cohort.
Actual
33.3%
Target
35%
Average signed job value
Signed contract value ÷ signed jobs in the same closed cohort.
Actual
$16,200
Target
$15,000
Open pipeline with a dated next step
Open opportunities with an owner and dated next action ÷ all open opportunities.
Actual
70.6%
Target
90%
Start the coaching review here
Open pipeline with a dated next step
Audit stale opportunities, owner assignment, and follow-up records. This is a process-control signal, not proof that every deal is healthy.
This is the largest target gap in the numbers entered. It is a place to inspect—not a diagnosis of the rep.
Targets come from your company—not the internet.
Close rate uses one closed cohort—not this week's mixed stage counts.
A miss starts an evidence review—it does not prove the cause.
GhostRep operating standard
A rep scorecard should fit inside one coaching conversation.
If the manager needs twelve measures to explain the rep's week, the team does not have a scorecard. It has a report. The rep-facing card should show enough activity, conversion, value, and follow-up control to identify one place worth inspecting.
GhostRep uses five measures for that first read. The manager can keep a larger dashboard behind it, but the coaching card stays small enough for the rep to understand and for the manager to run every week.
The scorecard does not grade the rep. It tells the manager which source records to open next.
Opportunities worked
Company-defined opportunities with documented activity in the review period.
What it shows
Whether the rep had enough recorded at-bats against the company target.
What it cannot prove
Why volume is low. Lead assignment, territory, weather, leave, imports, and record quality can move it.
Appointments or inspections held
Completed appointments or inspections. Exclude cancellations and no-shows.
What it shows
Whether booked work became a real sales conversation.
What it cannot prove
That the appointment was qualified, well run, or likely to close.
Closed-cohort win rate
Signed jobs ÷ opportunities that reached the same documented decision event.
What it shows
How one comparable cohort converted after a real decision.
What it cannot prove
That the rep caused the result. Lead source, price, job type, season, and policy matter.
Average signed job value
Signed contract value ÷ signed jobs in the same closed cohort.
What it shows
The average contract value of won jobs in that motion.
What it cannot prove
Margin, collected revenue, supplement value, production fit, or customer quality.
Dated next-step coverage
Open opportunities with an owner and dated next action ÷ all open opportunities.
What it shows
Whether the open pipeline has basic follow-up control.
What it cannot prove
That every next step is credible or that the opportunity belongs in the pipeline.
The denominator is the tool
Freeze the definition before you compare the rep.
A close rate changes when the starting event changes. So does a set rate, show rate, average job value, and pipeline-age number. Write the event, population, sales motion, and period next to the metric.
- 01
One sales motion
Keep retail replacement, insurance restoration, mixed work, and commercial cohorts separate.
- 02
One event definition
Decide exactly when an opportunity enters and when it reaches a win or loss decision.
- 03
One comparable population
Do not compare a referral-heavy veteran with a canvassing rep and call the difference performance.
- 04
One source of record
Use the same CRM report, ownership rule, and date logic each time.
Operator diagnosis
Read the miss without inventing the cause.
The lowest target attainment is the first record set to inspect. It is not permission to skip the evidence and jump to a coaching label.
Opportunity volume is the miss
Inspect
Lead assignment, field time, territory, source mix, CRM imports, and the exact rule for “worked.”
Do not assume
Do not call it laziness from a count alone.
Held appointments are the miss
Inspect
Qualification, set-to-held conversion, confirmation, routing, travel time, and no-show reasons.
Do not assume
Do not prescribe more doors when the leak is after the appointment is set.
Closed-cohort win rate is the miss
Inspect
Comparable won and lost records, pricing, lead source, sales motion, and authorized call or field evidence.
Do not assume
Do not divide this week’s signed jobs by this week’s appointments if they are not the same cohort.
Average job value is the miss
Inspect
Retail versus restoration mix, roof system, financing, geography, contract scope, and outliers.
Do not assume
Do not coach “sell bigger jobs” before you know whether the mix changed.
Dated next-step coverage is the miss
Inspect
Stale deals, ownership, task completion, CRM definitions, and manager follow-through.
Do not assume
Do not confuse a filled date field with a healthy opportunity.
The weekly manager review
One miss. One evidence pull. One next action.
Do not read every number out loud. The card should shorten the meeting and make the next action specific.
- 01
Freeze the definitions
Write the sales motion, review period, opportunity event, decision event, ownership rule, and source report before comparing the rep.
- 02
Enter company targets
Use published expectations or a verified comparable baseline. Do not copy the fictional example or a national number with a different denominator.
- 03
Verify the largest miss
Open the records behind the lowest target attainment and reconcile missing, duplicate, reassigned, or disputed data.
- 04
Choose one controllable action
Agree on one behavior, workflow correction, evidence review, or manager support item—not a vague instruction to sell more.
- 05
Remeasure the same way
Use the same definitions at the next review so the rep and manager can see whether the agreed action changed the operating signal.
Tool boundaries
A KPI scorecard is not every manager document.
Review one real or recorded conversation
Roofing Sales Call ScorecardObserve one in-person field appointment
Sales Ride-Along EvaluationRun the weekly coaching conversation
Sales Manager 1-on-1 ScriptDocument a formal performance process
Sales PIP BuilderForecast named open deals into a period
Sales Forecast TemplateMethod, sources, and limits
The five-number operating standard, diagnostic reads, and weekly review sequence are GhostRep's first-party method, written and reviewed by Tim Nussbeck from home-improvement sales and management experience. They are not an industry benchmark or a validated employee-selection instrument.
Salesforce's sales-performance guidance separates activity measures from outcome goals. ServiceTitan's roofing lifecycle documentation is a useful example of named sales stages and workflow events. Neither source validates GhostRep's tool or supplies the targets entered here.
Reconcile duplicates, reassigned opportunities, missing imports, approved leave, territory changes, and CRM outages before using the output in a consequential employment conversation. Keep the final decision with authorized management and qualified HR or legal review where appropriate.
Questions managers ask
Roofing sales rep scorecard FAQ
What should be on a roofing sales rep scorecard?
Keep the rep-facing card to a small operating set: opportunities worked, appointments or inspections held, closed-cohort win rate, average signed job value, and the share of open opportunities with an owner and dated next step. A larger manager dashboard can hold diagnostic detail. The weekly card should be small enough to review and act on.
How should a roofing company calculate close rate?
Choose one documented starting event and one decision event, then divide signed jobs by all opportunities that reached that decision in the same closed cohort. Keep retail, insurance restoration, mixed, and commercial sales motions separate. Dividing this week’s signed jobs by this week’s appointments can misstate the rate when the records are not the same cohort.
What is a good roofing sales close rate?
There is no single honest rate for every roofing team. Lead source, sales motion, territory, job type, season, pricing, financing, and the event used as the denominator can all change the number. Use a verified company baseline from a comparable cohort, publish the definition, and review the source records before changing the target.
Should a roofing sales rep scorecard be weekly or monthly?
Review controllable activity and open-pipeline discipline weekly. When a rep has too few decided opportunities for a stable weekly win rate or average job value, use a rolling 30-, 60-, or 90-day closed cohort for those outcome measures. Do not force thin weekly data to look more precise than it is.
Should managers track activity KPIs or outcome KPIs?
Track both, but keep their jobs separate. Activity measures show what happened during the review period. Outcome measures show what a comparable closed cohort produced. A miss tells the manager which records to inspect next; it does not prove why the number moved.
Can this scorecard be used for a performance improvement plan?
Use it as one source record, not as the decision. Reconcile duplicates, reassigned opportunities, missing imports, approved leave, territory and lead-mix changes, and disputed records first. A formal performance process should use documented job standards, source evidence, consistent treatment, appropriate support, and authorized HR or legal review where required.
Numbers narrow the question. Coaching still needs the evidence.
GhostRep's AI Sales Coach connects company standards, practice, field conversations, and manager follow-through without turning one KPI into a verdict.