Brault Roofing

6 BUSINESS VIEW MAGAZINE VOLUME 9, ISSUE 3 BRAULT ROOF ING one challenge of this approach has been the travel restrictions imposed during the COVID pandemic. For Tahmazian, the inability to travel and meet new hires has put a bit of a damper on the company’s growth strategy, although not to the point of derailing it. He notes, “You’d like to meet a new managing partner face to face and give them a handshake, but we’ve had to adapt and use the available tools like team conferencing.” These minor challenges have not stood in the way of the company’s push for national coverage, and it continues to pursue clients in its target markets. However, one thing the company is with the ability to sell and install roofs.” Another interesting thing about Brault Roofing is that it does not franchise its new units or pursue acquisitions, which are usually faster ways that companies use to expand. Tahmazian says the main reason for this is that franchising leaves a lot to the franchisee’s discretion, which can hurt the brand that has taken so long to cultivate. On the other hand, acquiring comes with a hefty price tag, which tends to go towards paying goodwill to the owner besides the extensive due diligence needed to pick the right match. Although opening new locations has its merits,