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The Total Roofing & Cladding Lifestyle Empire

Dominating the Roofing Industry

This is the Co-Directorship Powerhouse of Lance Matthews and Leigh McCombe. Scaling Their Roofing & Cladding company to reduce the reliance on the founders. Levelling up the leadership team to win back their time and unlock their Lifestyle Empire.

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Where it all started...

Total Roofing & Cladding is a Victorian leader in premium roofing and cladding solutions. By FY25, the business had grown to several million in annual turnover and had become a trusted contractor across major projects. But beneath the surface, the leadership team were facing the typical growing pains of a rapidly scaling trade business.

The problem...

Despite steady growth, the business was experiencing:

  • Tight Margins: Net profitability was low, leaving little room for error.
  • Director Dependence: Leigh and Lance were still heavily involved in day-to-day sales and operations.
  • Team Inefficiency: Undefined job descriptions and inconsistent project manager performance created bottlenecks.
  • Limited Reporting: Forecasting and financial visibility were patchy, making it hard to hold the team accountable.

The directors were clear: if TRC was to hit its $10M growth model, it needed structure, systems, and accountability.

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The Solution...

Working with Alpha Tradie, TRC began implementing a full business operating system, built around Pipeline, People, Profit, and Scale.

  • Defined and recruited for a dedicated sales role, removing reliance on the directors.

  • Introduced a profit-based commission model to align sales with sustainable growth.

  • Designed a clear organisational chart for FY26 and beyond.

  • Defined CEO (Sales/Marketing) vs COO (Operations/Finance) responsibilities for the directors.

  • Built a multi-year financial forecast to provide clarity on revenue, costs, and profitability targets.

  • Simplified reporting to track revenue-to-gross profit for PMs.

  • Embedded Governance Meetings including finished job reviews, weekly PM meetings, and quarterly director planning.

  • Adopted the Visionary/Integrator framework to give the directors long-term clarity in their roles.

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The Results (So Far)

For the first time, Leigh and Lance feel like they’re running the business instead of the business running them. The pressure of being across everything has started to lift. They now have a clear organisational structure, job descriptions that actually mean something, and project managers who stand up each week and own their numbers. Profit is no longer a mystery, with live forecasts and simple reporting that show exactly where they stand. A dedicated sales manager is on the horizon, removing the last major bottleneck that kept growth tied to the directors. What once felt like an endless cycle of firefighting has shifted into momentum, clarity, and control, and the pathway to building their $10M model finally feels real.