Most roofing sales managers know how much each rep closed last month. Fewer know why. Revenue alone tells you the outcome — it doesn't tell you where in the process a rep is struggling or thriving. Here are the eight metrics that actually reveal what a sales rep is doing, and how to use them for coaching instead of just scorekeeping.
Why Revenue Alone Isn't Enough
A rep who closes $200K in a month might be working 150 leads with a 10% close rate. Another rep might be working 40 leads with a 40% close rate and closing $180K. The first rep has a volume problem and a conversion problem. The second rep has a lead volume ceiling. If you're only looking at revenue, both look similar — but they need completely different coaching.
The 8 Metrics That Matter
1. Leads Worked Per Week
How many leads did the rep actively work — meaning they made at least one contact attempt — in the week? This is the baseline activity metric. A rep who's assigned 30 leads per week but only works 12 has a motivation or time management problem, not a skill problem.
Benchmark: Depends on your market and lead source. A canvassing rep generating their own leads through door knocking should be contacting 30-50+ per week. A rep working inbound leads should be touching all assigned leads within 24 hours.
2. Appointments Set Per Week
Of the leads contacted, how many resulted in an inspection appointment? This measures the rep's ability to get the foot in the door — the door pitch and initial phone conversion.
Benchmark: 20-35% of contacts converting to inspection appointments is solid for cold outreach; 40-60% for post-storm canvassing in a hot market.
3. Appointment Kept Rate
Of scheduled appointments, how many actually happened? A high no-show rate (more than 20%) indicates either poor appointment quality (homeowners who said yes to get rid of the rep but never intended to meet) or poor confirmation processes.
What to check: Are reps confirming appointments 24 hours before and again 2 hours before? A simple confirmation text cuts no-shows significantly.
4. Quotes Submitted Per Week
How many proposals did the rep send after completing inspections? A rep who runs 15 inspections but only sends 8 quotes is either abandoning leads after the inspection or not following up with proposals promptly. Time between inspection and quote matters — proposals sent the same day as the inspection have significantly higher close rates than those sent 3+ days later.
5. Close Rate (Quote to Signed Contract)
Signed contracts ÷ quotes sent. This is the core performance metric — the rep's ability to convert a qualified prospect into a customer.
Benchmarks: 25-35% is average for residential retail roofing. 35-50% for good reps in insurance restoration (contingency agreements are lower commitment than retail contracts). Consistently below 20% is a problem; consistently above 45% on retail is exceptional.
Low close rates can come from: presenting too early (before trust is built), weak proposal quality, poor objection handling, or following up too infrequently after the quote is sent.
6. Average Deal Size
The average contract value of the deals this rep closes. A rep with a high close rate on small jobs might be generating less revenue than a rep with a lower close rate on premium jobs. Average deal size tells you whether reps are upselling (premium materials, accessories, gutters) or racing to the bottom on price to close.
What drives it up: Good presentation of premium options, confidence in the price, and financing conversations that make larger investments feel manageable.
7. Days from Lead to Close
How long does it take this rep to get from first contact to signed contract? A rep who closes in 3 days average vs. one who closes in 18 days average is dramatically different from a cash flow perspective — and often from a close rate perspective too (the longer a lead sits, the lower the probability of closing).
This metric highlights reps who let leads linger. A good follow-up system (automated reminders tied to CRM stage changes) compresses this timeline.
8. Revenue Closed in Period
The total contract value signed in the week or month. This is the output metric — the result of all the upstream activity. Track it last, not first. If the upstream metrics are healthy, revenue takes care of itself.
How to Use These Metrics for Coaching
The goal is diagnosis, not punishment. Find where the funnel breaks for each rep:
- Low leads worked + good close rate: Volume problem. Work with rep on time management, territory selection, or give them more lead sources.
- High leads worked + low appointment rate: Door pitch problem. Role play the initial contact conversation.
- High appointments + low quotes sent: Rep is running inspections but abandoning leads before proposing. Check why — are they cherry-picking easy jobs? Are they intimidated by certain roof types?
- High quotes + low close rate: Presentation or objection handling problem. Sit in on a presentation, or review what the quotes look like vs. competitors.
- Good close rate + low average deal size: Upselling gap. Rep is closing but leaving money on the table — not presenting premium options, not having the financing conversation.
Weekly Rep Reviews
A 15-minute weekly 1:1 with each rep, looking at these metrics together, is more valuable than a monthly performance review. Weekly reviews catch problems early — a rep who had a bad week is a coaching conversation. A rep who had three bad months in a row is an HR conversation.
Keep reviews focused on what's in the rep's control (activity, process) rather than what's not (weather, market conditions, homeowner decisions). "You ran 12 appointments and closed 1 — let's talk about what happened on the other 11" is a productive conversation. "You had a bad month" is not.
Setting Benchmarks for Your Team
Don't import benchmarks from someone else's market. Track your own team's data for 60-90 days, identify your top performers, and use their numbers as the internal standard. What does a top-quartile rep in your company do weekly? That becomes the benchmark for everyone else.
Post the metrics publicly (in your CRM dashboard or a shared screen in the office) if your culture supports it. Healthy competition and transparency often do more for team performance than coaching sessions alone.
Further Reading
- Roofing Sales Pipeline: From First Knock to Closed Job — The pipeline structure these metrics are built on top of
- How to Run a Roofing Sales Team Remotely — Using these metrics to manage reps you can't physically watch
- Roofing Sales Commission Structures — How to tie pay to the performance metrics you're now tracking
- Ketterly Commission Tracking — Automated commission calculations by role that reps and managers can both see in real time