Guest: Erick Hernandez, E&D Premier Roofing
Host: Jim Ahlin, Roofing Success Podcast
Links:
https://edpremierroofing.com
https://www.facebook.com/EDpremierRoofing/
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What It Really Costs to Own a Roofing Company
Running a roofing company looks glamorous from the outside: freedom, money, and status. But as Erick Hernandez explains, it also comes with stress, sacrifice, and leadership challenges few ever talk about. In this episode, the E&D Premier Roofing founder opens up about the true costs of ownership, from building his business off a kitchen island to managing a 30-person team in one of the most competitive roofing markets in the country.
From Picking Up Trash to Building a Roofing Empire
Erick’s journey didn’t start in an office; it started on the roof with his dad. Working as a subcontractor, Erick learned the value of hard work and precision. But it wasn’t until he picked up a contract off the ground and realized how much money a general contractor was making that he saw the potential of ownership.
Still, he quickly learned that running a business is much harder than it looks. “It’s not the same as just installing roofs or selling them,” Erick explained. “It’s stressful, it’s mental; it’s a different kind of hard.”
He started E&D Premier Roofing in 2019, running it from his house and growing one hire at a time. Today, the company operates from a 7,600-square-foot facility in Mesquite, Texas, with a team of more than 30 people, a full training center, and a culture rooted in discipline, persistence, and relationships.
Learning the Business Side of Roofing
Early on, Erick thought roofing profits were simple math: sell a roof for $18,000, pay for $10,000 in materials and labor, and keep the rest. But as his business grew, so did his expenses—rent, insurance, vehicles, payroll, CRMs, and marketing. “Everyone sees the $8,000 profit and thinks it’s going straight to your pocket,” he said. “It’s not.”
He learned that building a true company meant reinvesting in people and systems. “I didn’t know how to run or operate a company,” Erick admitted. So he hired a business coach and learned how to delegate, track metrics, and build out real departments for sales, operations, HR, and finance.
That shift allowed him to work on the business instead of constantly being trapped inside it.
Culture Over Revenue
One of Erick’s hardest lessons came when a high-performing sales rep nearly derailed the company culture. “He brought in over $1.3 million in six months and earned $300,000 in commissions,” Erick said. “But he wasn’t good for the culture.”
He realized that protecting the team’s core values mattered more than short-term profit. “If money is the only thing a person brings to the table, I don’t want them on my team,” he said. “You hire slow and fire fast.”
E&D Premier’s core values—evolve, discipline, persistence, and relationships—now drive every decision. Erick keeps his finger on the pulse of his culture by talking to team members daily and checking in when something feels off. “The pawn shop taught me how to read people,” he said. “If someone’s not okay, I notice it immediately.”
From Addictions to Authentic Leadership
Erick also opened up about his own transformation. In the early days of the company, he was caught up in the fast-paced roofing lifestyle: drinking, drugs, and late nights. “I lost a great guy on my team because I wasn’t the kind of leader he could take seriously,” Erick admitted.
He decided to quit cold turkey. “On December 10, I stopped drinking. This year will be three years sober,” he said. The decision changed his health, mindset, and leadership. “I lost 125 pounds, and more importantly, I gained my team’s respect.”
His example inspired others to follow. “My operations manager and GM both stopped drinking after I did,” Erick shared. “Now everyone’s more focused and accountable.”
Training and Recruiting: The Founders Day System
E&D Premier’s growth strategy centers around constant recruitment and education. Every month, Erick hosts a Founders Day orientation, an open group session for potential hires. “Instead of one-on-one interviews, we do a two-hour presentation,” he said. “We explain who we are, what we stand for, and what to expect.”
From there, candidates enter a 14-day bootcamp where they learn roofing basics, insurance claims, CRM systems, and door-to-door strategy. “We even built a mock roof in our warehouse so new reps can practice inspections,” Erick said.
The first week’s homework is simple: generate five inspections. “It’s not about closing them; it’s about seeing who puts in the effort,” he said.
By tracking KPIs and offering continuous education, E&D keeps performance high and turnover low. “We use data to identify where someone’s struggling, then we train to fix it,” Erick explained.
The Power of Social Media
While many roofing companies rely on door knocking, Erick built his brand online. “I started by watching what other companies were doing on social media,” he said. “At first, it was all roof pictures, but nobody cares about that.”
He learned to humanize his posts by mixing in personal stories, family moments, and reflections. “People buy from people they know, like, and trust,” he said. “When I started sharing my real life, engagement skyrocketed.”
Now, E&D Premier’s social media presence is a key recruiting and marketing tool. “We post everything—company events, job sites, family moments,” he said. “It’s what connects people to our brand.”
Leading by Example and Letting Go
Perhaps Erick’s biggest lesson came in learning to let go. “You start here, succeed anywhere,” he tells his team. He knows not everyone will stay forever, and that’s okay. “Five companies have started from here,” he said. “Three of them I still talk to regularly.”
Rather than getting bitter, Erick takes pride in helping others succeed. “As long as someone’s loyal while they’re here, I’ll always be a phone call away,” he said.
That mindset defines the kind of leader he has become: one who sees growth, not loss, in the success of others.
Contracts, Culture, and the Real Cost of Ownership
As E&D Premier continues to grow, Erick’s final advice to aspiring owners is simple but powerful: protect yourself. “Make sure you have contracts in place,” he said. “Once you hit a certain level, lawsuits and challenges come. It’s part of the game.”
Running a roofing business isn’t just about making money. It’s about leadership, discipline, and values. “Just because you can sell two or three million doesn’t mean you’re ready to run a company,” Erick warned. “There’s too much stress and too much responsibility. But if you do it right, it’s worth it.”
FAQs: Roofing Business Takeaways from This Episode
Topic: Operations-Management
Q: How can roofing owners avoid getting overwhelmed by daily operations?
A: Build a clear organizational chart and delegate responsibilities early. Erick learned that hiring an operations manager and creating defined roles for sales, production, and admin allowed him to focus on strategy rather than constant firefighting.
Topic: Culture
Q: Why is culture more important than sales performance?
A: A high-performing rep who damages morale can cost the company more than they bring in. Erick’s experience proved that protecting culture ensures long-term health, even if it means losing a top producer.
Topic: Growth-Expansion
Q: How did E&D Premier scale from home-based to a 7,600 square foot office?
A: Erick reinvested profits into infrastructure, hired strategically, and expanded only when systems were ready. Sustainable growth came from disciplined hiring and process, not rapid expansion.
Topic: Education-Training
Q: What is the Founders Day recruiting model?
A: It’s a group orientation and two-week training bootcamp for new hires. Reps learn inspection skills, CRM tools, and claims management to gain real-world experience before hitting the field.
Topic: Marketing
Q: How can roofing companies leverage social media effectively?
A: Focus 80 percent on personal content and 20 percent on business. Share family life, team events, and milestones to build authenticity and trust. People buy from people, not logos.
Topic: Leadership
Q: How can owners lead without losing themselves to stress?
A: Erick emphasizes self-discipline and personal growth. He quit drinking, improved his health, and saw how his team mirrored his behavior. Leadership starts with who you are, not what you say.
Topic: Sales
Q: Why shouldn’t sales reps assume they’re ready to own a company?
A: Selling and running a business are entirely different skill sets. Ownership demands leadership, process management, financial literacy, and resilience, not just closing ability.
Topic: Finance-Accounting
Q: What’s the reality behind roofing profit margins?
A: That $8,000 “profit” isn’t take-home pay. Overhead like rent, payroll, marketing, insurance, and vehicles quickly eats into margins. True profit comes only with discipline and systems.
Topic: Legal-Compliance
Q: Why are contracts so critical for roofing owners?
A: Once your business scales, legal risks multiply. Having a lawyer-drafted contract protects both the company and employees, ensuring everyone understands terms and responsibilities.
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