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AIG · Peter W. Traub Roofing · Discussion

Questions for Discussion & Action Items

Prepared for the conversation with Owner Peter (and Oscar). Use these questions to confirm facts and priorities; the action items turn the plan into immediate next steps.

Questions for Discussion with Peter

1. Current crew and capacity
What is the current headcount? How many open roles exist today (helpers, apprentices, experienced roofers/leads)? Roughly how large is the backlog in weeks or dollar value?
2. Role definitions and pay
What are the current pay ranges for helpers, apprentices, and experienced specialty roofers? Are there any strong crew members who can mentor new hires? What does “good performance” look like at 30/60/90 days?
3. Compensation model
Does the base retainer + fixed success fee per worker retained 90 days feel right? Any preference on monthly vs. quarterly retainer? Interest in tiered bonuses for slate/tile specialists or crew leads?
4. Sourcing preferences
Which channels have worked best historically (referrals, trade schools, job boards, community networks)? Any existing relationships with ABC NJ, local colleges, suppliers, or churches that we should leverage? Comfort level with trial days or practical assessments?
5. Oscar’s role
How much of the day-to-day crew management and training already sits with Oscar? What additional support would make the “earn while you learn” model work under his supervision?
6. Sale readiness
Is the $2.5M target still the working number? Has any broker conversation started? What is the current state of financials, process documentation, and key-person dependency on Peter? Timeline preference for listing?
7. November pilot
Is a November start realistic? What would a successful first 60–90 days look like (e.g., 3–6 placements, specific roles filled)?

Action Items (Based on the Plan)

  1. Confirm headcount, open roles, and backlog volume with Peter and Oscar before finalizing the recruitment target.
  2. Agree on fee structure — exact base retainer amount (monthly or quarterly) and the fixed 90-day success fee per retained worker, plus any role-specific pay ranges or tiered bonuses.
  3. Identify mentors — name the existing strong crew members who can train helpers and apprentices under Oscar’s supervision.
  4. Activate sourcing channels — launch employee referral program (bonus after 90 days), post to Indeed and trade boards, and reach out to ABC NJ / local apprenticeship programs.
  5. Set the November pilot — define the measurable goal (e.g., 3–6 placements in 60–90 days) and schedule weekly pipeline reviews plus 30/60/90-day retention check-ins.
  6. Parallel sale-readiness track — engage a New Jersey business broker, begin the basic checklist (clean financials, backlog visibility, process documentation, key-person risk reduction), and note that co-brokerage splits are common.
  7. Document the transferable crew — capture Oscar’s manager role and any training processes so the business is less owner-dependent for a buyer.

These items keep the effort low-risk (success-based) while addressing both the immediate labor constraint and the longer-term sale objective.

Prepared by Accurate Information Group · October 21, 2026.