Concise Plan Summary

Family-owned specialty roofing and exterior carpentry firm based in Berkeley Heights, NJ (83 Industrial Road), established 1985. Focuses on slate, tile, and wood shingle repairs/restorations (plus copper, flashing, and exterior wood work) for residences and houses of worship. Serves Union, Morris, and Essex Counties, with concentration in Short Hills, Summit, South Orange, and Maplewood. Strong local reputation (A+ BBB, positive reviews highlighting quality and craftsmanship by Peter, Oscar Vargas, and crew). Small operation (FMCSA records show ~5 power units / 6 drivers). Reviews consistently note busy schedules and delayed start dates—consistent with the reported backlog and labor shortage.

New Jersey is among the states facing acute skilled-trades shortages driven by an aging workforce, limited new entrants, and immigration-related pressures. Specialty roofing (slate/tile) is particularly constrained; general roofing already sees widespread hiring difficulty and project delays. Affluent Northern/Central NJ markets support higher job values but compete for scarce skilled crews. Stabilizing the workforce is essential both for clearing the backlog and for sale readiness.

Objective: Source and place qualified or trainable workers (helpers, apprentices, and experienced specialty roofers) starting November, with a performance-tied fee structure.

Compensation Model (Recommended Structure)

• Base engagement fee: Modest monthly or quarterly retainer covering sourcing, screening, and pipeline management (covers your team’s time and tools).
• Success fee: Fixed amount per worker who remains employed for 90 days (and meets basic performance criteria). This aligns incentives, reduces risk for Peter, and matches the “base + per retained worker” approach.
• Optional tiered bonuses for experienced slate/tile specialists or crew leads.
• 90-day retention window is reasonable for trades (covers probation, training, and seasonal ramp).

Sourcing Channels (Prioritized for November Start)

1. Employee referrals + internal pipeline — Highest conversion for culture fit. Offer referral bonuses to current crew (payable after 90 days).
2. Trade schools, apprenticeships, and community colleges — Partner with local programs (e.g., ABC NJ, sheet-metal or masonry-related apprenticeships). Recruit helpers and apprentices who can be trained on specialty work under Oscar’s supervision.
3. Targeted job boards and trade networks — Indeed, specialized construction boards, NRCA-related channels, and local Facebook/Craigslist groups. Emphasize “specialty restoration, quality work, established company.”
4. Community and industry relationships — Suppliers, other non-competing trades, churches/houses of worship (existing clients), and local Hispanic community networks common in NJ roofing.
5. Selective use of recruiting agencies or H-2B seasonal options (if volume justifies and timing works).
6. Training emphasis — Position roles as “earn while you learn” apprenticeships or skill-building opportunities under experienced leadership (Oscar Vargas is already a visible, knowledgeable point of contact in reviews).

• Weeks 1–2: Define roles (helper, apprentice, experienced roofer/lead), compensation ranges, and screening criteria; activate referrals and postings.
• Weeks 3–6: Interviews, practical assessments (or trial days), and first placements.
• Ongoing: Weekly pipeline reviews; 30/60/90-day check-ins for retention.
• Goal: Place 3–6 workers in the first 60–90 days (adjust based on backlog size and capacity), with focus on those who can contribute quickly or train into specialty work.

Reducing the backlog and documenting a transferable crew (with Oscar already in a manager role) strengthens the business for a $2.5M sale. Clean financials, backlog visibility, low owner dependency, and a stable specialty reputation in an affluent market are key value drivers. Roofing businesses typically trade in the 2.5x–4.5x SDE range (NJ data often clusters lower-to-mid); achieving or supporting $2.5M is realistic with solid SDE and preparation. A New Jersey broker is appropriate; co-brokerage/commission splits are common when another party introduces or assists. Typical sale processes run 6–10 months once listed. Stabilizing labor now improves both near-term cash flow and buyer confidence.

1. Confirm current headcount, open roles, and rough backlog volume with Peter/Oscar.
2. Agree on the exact base + 90-day success-fee numbers and any role-specific pay ranges.
3. Identify any existing strong crew members who can mentor.
4. Parallel track: Engage the NJ broker and begin basic sale-readiness checklist (financials, processes, key-person risk).
5. Pilot the recruitment effort in November with a small, measurable target.

This approach is practical, low-risk for the company (success-based), and directly addresses both the immediate operational constraint and the longer-term sale objective.