Weekly Ops Meeting Template for Roofing Companies

Monday at 8 am, 30 minutes, no exceptions

The weekly ops meeting is where operators align, not where owners lecture. Keep it tight. Below is the exact template we use in every roofing company we operate.

Who attends

• Owner
• Sales manager or sales lead
• Production manager or lead PM
• Office admin
• AR or controller (if you have one)

Not canvassers. Not individual closers. Not crew leads. Those meetings happen elsewhere.

When and where

Monday 8:00 am to 8:30 am. Same time every week. Same room. No video call rescheduling. The consistency is what makes it work.

Bring coffee. Close the door. Phones face down.

The 30-minute agenda

Minute 0 to 5: Last week wins and gaps

Each attendee gives a 1-minute update:

• One win from last week
• One gap or miss from last week

5 people, 1 minute each, 5 minutes total. Stop at 5 minutes. Strict timer.

Minute 5 to 10: Pipeline review

Sales manager pulls up the pipeline dashboard from RoofKnockers:

• Total open pipeline value
• Deals in closing stage this week
• Deals in stall (no activity 14 plus days)
• New leads added last week

Answer: are we on track for monthly revenue target? If not, why?

Minute 10 to 15: Production calendar

Production manager reviews:

• Installs scheduled this week: count, crews assigned, materials status
• Installs delayed: reason, new date
• Pre-install inspections needed this week
• Open punchlists or callbacks

Minute 15 to 20: AR and cash

Office admin or AR reviews:

• AR over 30 days: total and aged
• Insurance checks expected this week
• Retail collections expected this week
• Any disputed or escalated balances

Minute 20 to 25: Blockers

Around the table: "What is blocking you?" Each attendee gets up to 60 seconds:

• Supplier issue
• Staffing gap
• Permit delay
• Customer escalation
• Cross-department dependency

Every blocker gets a name (who owns it) and a date (by when). No blocker leaves the room without owner + date.

Minute 25 to 30: Top 3 priorities for the week

Owner (or facilitator) calls out the 3 priorities for the week:

1. Priority 1: example, close 5 open claims over 90 days
2. Priority 2: example, install 8 jobs this week
3. Priority 3: example, collect 45,000 in retail AR

Every attendee knows the 3 priorities before walking out. Assign who owns each.

The no-go list

Things that do not belong in ops meeting:

• War stories about customers: take it to coffee
• Personnel gossip: 1-on-1 topic
• Long philosophical discussions: park it for QBR
• Fighting between departments: 1-on-1 topic
• HR issues: not here

If a topic will take more than 3 minutes, park it. Schedule a separate 30-minute focused meeting with just the people who need to be there.

The parking lot

Keep a running parking lot in RoofKnockers or a shared doc:

• Topic
• Raised by
• Who needs to be in the follow up
• Status: open, scheduled, resolved

Review the parking lot every 2 to 4 weeks to make sure nothing is stalling.

Meeting notes

One person, usually the office admin, takes shared notes during the meeting:

• Blockers: owner, date
• Priorities: owner
• Any decisions made

Send the notes by 9 am Monday. Every attendee should be able to answer "what were this week's priorities?" by 9:01 am.

Troubleshooting common issues

Meeting running long

Someone is violating a time box. Use a physical timer on the table. When it beeps, move on.

Attendees late

Start without them. After 2 late arrivals in a month, they lose their seat. The meeting is sacred.

Blockers never resolving

You are parking things and never closing them. Every Monday, read the open blockers from 2 weeks ago. Anything not closed gets escalated or killed.

Same topics every week

You have a systemic issue. Pull it into a separate working session. Do not re-litigate in the weekly ops.

Scaling the meeting

Under 2 million revenue: 30 minutes is plenty.

2 to 5 million: 45 minutes, same format.

5 to 10 million: split into 2 meetings: sales ops (30 min) and production ops (30 min), with owner in both.

10 million plus: fully separate meetings with manager attending and owner briefed in writing.

For the monthly and quarterly cadence, read our monthly owner review guide and quarterly business review guide. For the daily cadence, see our daily morning huddle guide.

FAQ

Should I record the meeting?

Not required. Attendance is required instead. Recording encourages absenteeism.

What if my company is too small for a meeting like this?

Under 750,000 revenue, one person doing most jobs, you can skip the formal ops meeting. Over 1 million, run it. Discipline pays off.

What if the meeting devolves into status updates?

You are not facilitating. Enforce the 1 minute per person rule. Cut off people. The meeting is for alignment and decisions, not reading dashboards.