Chapter 1: How did Vince Nardo break into new markets in home services?
When you're breaking into a new market, you have no brand. You have to be prepared to go back to grassroots, knocking on doors. And once we can get that down, then we can be successful in these markets.
Welcome to the Home Service Expert, where each week, Tommy chats with world-class entrepreneurs and experts in various fields like marketing, sales, hiring, and leadership to find out what's really behind their success in business. Now, your host...
Chapter 2: What challenges does Vince face with private equity?
The home service millionaire, Tommy Mello.
Before we get started, I wanted to share two important things with you. First, I want you to implement what you learned today. To do that, you'll have to take a lot of notes, but I also want you to fully concentrate on the interview. So I asked the team to take notes for you.
Chapter 3: What grassroots marketing strategies does Vince recommend?
Just text NOTES to 888-526-1299. That's 888-526-1299. 1299, and you'll receive a link to download the notes from today's episode. Also, if you haven't got your copy of my newest book, Elevate, please go check it out. I'll share with you how I attracted and developed a winning team that helped me build a $200 million company in 22 states.
Just go to elevateandwin.com forward slash podcast to get your copy. Now let's go back into the interview.
Chapter 4: Why is a strong company culture essential for business success?
All right, guys, welcome back to the Home Service Expert. Today, I got a special guest, Vince Nardo. He's an expert in a lot of things. He's based in Anaheim, California. Vince is a seasoned home service executive with nearly four decades of leadership experience across remodeling, manufacturing, and roofing.
He currently serves as the CEO of Master Roofing Solutions, one of California's largest roofing providers, serving top builders and medallion roofing, LLC, DBA,
Chapter 5: How can effective marketing drive growth in home services?
Time Proof USA, a rapidly expanding national direct-to-consumer roofing platform with 50-plus branches across 30 states. Vince previously led Reborn Cabinets for over 35 years, helping grow the family-founded business into one of the largest kitchen and bathroom modeling companies in the United States. Known for his operational discipline,
People-first leadership philosophy and deep industry expertise, Vince continues to focus on building scalable, sustainable companies grounded in craftsmanship, integrity, and execution excellence. Thanks for that. That was a mouthful. You know, it's really good to have you on.
Chapter 6: What strategies does Vince suggest for aligning teams for growth?
I chopped myself really good today in the shower. And it stops bleeding when I was shaving, and then it just keeps going. So I apologize to the listeners out there. But Vince, why don't you tell us a little bit about what brought you into the home service, home improvement industry, what you're excited about, what you're doing today, and just go through the whole thing.
Let us get to know you more. Yeah. So the business was the Reborn Cabinets.
Chapter 7: How can businesses recognize and retain top talent?
The business was founded back in 83 by our father and really was not with any intention to grow into as large as it grew. We ended up growing to, I think, five states, half a dozen branches across the western U.S. We're a manufacturer. If we were, I mean, if you read the news, we can talk a little bit about what happened to the business. Yeah. And then my brother and I grew it.
We took it over from our parents and had an opportunity to exit with private equity. And we thought at that point that it was great for the business. And my joining of it really was never my intent. I was not going to go into the home services or remodeling business. But I saw that the business was growing back in the late 80s.
And my dad really needed someone that he could depend on to help grow the business. And It was the greatest choice I ever made in my life. You know, it provided well for my family, my brother's family. It's just the two of us.
Chapter 8: What should entrepreneurs consider for life after selling a business?
And I mean, it's been a rocket ship. It was a rocket ship ride. Yeah. And tell me a little bit about this roofing endeavor. Yeah, so when I sold the business to Audax back in 2022, I retired. I stayed on with the business for a while. I stayed on as the president, got frustrated what was going on with the private equity involvement, retired out of that and said, you know what?
I just need to retire. I don't need to work anymore. There's no point. Let me just do some consulting, help some other businesses, which I still do. And then I was approached by Mark Birch, formerly from Service Finance, and Rob Camacho from TWG Global. And I've known Mark for a very long time, obviously, through the business.
And we've always talked about doing something because he owned prior national direct-to-consumer type businesses. And so he approached me and he said, listen, we've got the funding, we've got the backing, and we really want to come out and build something different and something unique. And
build it from the ground up rather than trying to do the acquisition model where that has its own challenges when you're trying to integrate different cultures, different systems, different processes. That's a very long process and road and doesn't always work. So They came to me and said, listen, let's do this. What do you need to do? I said, in order to do this, do it quick, do it effective.
I need to tap some of my former friends slash business owners that also had sold their businesses or worked in very large businesses and have them come help. And so we did, we approached five people, five regional presidents, and we just sat back and really built a very strong, aggressive model designed with the end in mind and reverse engineered everything.
And that's kind of how Time Proof came to be. You know, I love the playbooks when I see really good greenfields rolled out. And I really want to take a deep dive into this, if you don't mind. Yeah. I want to go one other place real quick. So, Renovo, BlackRock. I've had a lot, a lot of discussions. There's a lot of talent coming out of that.
And from what I understand, they were still making healthy EBITDA. I think it was one of the cases that they just put way too much debt on the business. And it's very, very hard. Private equity, if you kill it, you do very well and they take out a ton of debt. It's so much better investment. But it's really hard to grow.
It's very hard to grow when you're having to make all these payments on the debt. When you want to buy companies and you want to greenfield and you want to get the best executives into the business. And maybe you could talk a little bit about the mistakes that go on. And it doesn't just need to be with that company, but just where do we go wrong? Yeah. So...
And I think for a lot of the younger businesses out there, they don't really understand the private equity involvement and what that means for their business. I learned a lot. I got a crash course in private equity. I never even heard the word BIPs until I actually sold to private equity and had to learn all the terminology and the way that they operate.
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