I did not set out to start a marketing agency for roofers. I set out to fix something that had bothered me for years.
Where I came from
For most of my career I worked in tech marketing. I ran real budgets across dozens of channels at once: paid search, paid social, connected TV, programmatic display, email, sponsorships, the works. We had teams, tooling, and dashboards that tied every dollar to a result. If a channel was not pulling its weight, we knew within days and moved the money. It was demanding, but it was a privilege. We had access to every opportunity the modern attention economy could offer, and the data to use it well.
Then I looked at home services
The companies I admired most were not in tech. They were the roofers, HVAC techs, chimney sweeps, and fence builders I grew up around. People who fix things. People who show up, do hard work, and stake their name on it.
And when I looked at how they were being marketed to, it made me angry. They were getting a fraction of what the big brands had. One channel and a promise. A “leads” dashboard that counted clicks nobody called. An agency that disappeared the day the contract was signed. The full toolkit I took for granted, the channels, the creative, the reporting tied to actual revenue, was treated like something only national brands could have.
A roofer deserves the same firepower as a tech startup. Nobody was bringing it to them.
The gap I wanted to close
The big brands were not winning because their product was better. A lot of the time the local company did better work. They were winning because they had three things the trades did not:
- access to every channel, bought intelligently instead of one at a time;
- the creative to actually show up well on those channels;
- reporting that tied spend to revenue, so they kept getting smarter.
Give a great home-services company those same three things, and the playing field changes fast.
So I started Wilbur
Wilbur is the agency I wished those companies had. We bring the omni-channel access, the production, and the booked-job reporting that I used to take for granted in tech, and we point all of it at one thing: growing a local business you can be proud of.
We make the video and photography in-house, so the creative is yours and looks like your market. We plan and buy across the whole mix, weighted to your season and your service area. And every dollar runs through reporting that ties back to booked jobs in your CRM, not vanity metrics. The same discipline I learned spending big budgets, built for the people who actually fix things.
We took the tools the big brands take for granted and built them for the people who fix things.
Ads for people who fix things
That line is on our site for a reason. It is the whole point. The trades keep our homes standing, warm, and safe, and they deserve marketing that respects how hard that work is and how much it matters.
That is why I started Wilbur. If you run a home-services company and you have ever felt like the good marketing was reserved for someone bigger, this was built for you.
