Martin Pettigrew shares leadership and business-growth advice for roofing contractors, including how to build stronger teams, systems, and customer service. His posts also show a connection to Maverick Metal & Roof Supply.
Martin Pettigrew shares leadership and business-growth ideas for roofing contractors.
His posts focus on helping owners build companies that can deliver consistently without depending on one person.
In his clearest example, he names the roles that can overwhelm a roofing owner—from estimating and sales to production and customer service—and points to recruiting, training, processes, supplier relationships, and leadership development as ways to build a stronger business.
Other posts apply the same growth theme to daily hiring habits, consistent personal effort, and using AI without losing sight of customer experience.
Follow his work for practical, roofing-industry examples of how people, systems, and customer service shape business growth.
His posts connect broad leadership advice to the day-to-day realities of roofing businesses.
Rather than stopping at calls to grow, he identifies specific pressure points—owner overload, recruiting, and serving contractors on job sites—and gives readers a question or action to consider.
The posts also show a supplier-side perspective: one describes visiting a roofing crew to understand its work and serve it better.
That makes his work especially grounded in the relationship between a contractor’s operations and the businesses that support them.
His consistency and AI posts broaden the subject beyond roofing operations, but keep the emphasis on execution and customer experience.
Martin Pettigrew writes mostly short, argument-led LinkedIn posts for roofing contractors, and they return to one central claim: a roofing business grows when it stops depending on the owner and starts running on people, systems, and daily habits.
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Around that thesis sit a few related priorities — recruiting as constant leadership work rather than a scramble, consistency over bursts of effort, keeping customer experience first while adopting new technology, and treating the supply relationship as a partnership in the contractor's growth. Several posts end with a direct question to readers, and the stronger ones are built on a contrast (working in the business versus on it, recruiting as habit versus emergency, talking about quality versus watching it happen).
The owner is the ceiling on a roofing business
Martin argues that growing roofing companies stall because the owner becomes the estimator, salesperson, production manager, purchasing department, problem solver, and customer service team all at once.
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Working in the business instead of on it works for a while, he says, but it does not scale.
The companies that keep growing, in his account, invest in great people and recruiting, consistent training, strong processes, reliable supplier partnerships, and a culture that develops leaders rather than only employees — in short, a business that is not dependent on one person.
He frames the aim as being able to step away and come back to happy customers and projects still on schedule, and calls that leadership rather than luck.
The post closes with a challenge to owners — "Don't just build roofs.
Build a company that outgrows you" — and asks readers which single missing system would let them step away with confidence.
It is written from the position of a roofing supply business, Maverick Metal & Roof Supply, which he says works with contractors every day.
Martin contrasts leaders who treat recruiting as an emergency with those who treat it as a daily habit.
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His reasoning is arithmetic and repeated: every hour spent finding strong candidates saves hundreds of hours fixing weaker ones, so recruiting is not an HR task but one of the highest-return activities a leader can do. He adds a framing line he returns to elsewhere — that a business will never outperform the quality of its team — and ties this to the broader argument that leadership means accepting you cannot outwork a weak team.
The post sets up the contrast in its first two lines, states that you will never outperform the team, and ends by asking readers for their best strategy for recruiting talent, turning the argument into a question for other contractors.
In a strand that is personal rather than commercial, Martin argues that improvement comes from doing something longer rather than doing more.
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He stacks ordinary examples to make the point: ten pages a day becomes 3,650 pages a year; eating seven bananas in one day is not the same as eating one a day for seven days; the gym mirror does not change overnight. He describes new habits as harder than expected but says focus and energy follow each other, and that small intentional decisions accumulate into large improvements.
He refers to a picture on his office wall kept as a reminder, then asks readers what one thing they do or are working on to get better every day — the same question-led ending used in the recruiting post.
The same compounding logic that runs through his business writing — small repeated actions, sustained over time — appears here as personal discipline. Read together with the owner-dependency and recruiting posts, it suggests consistency is a general principle for Martin rather than a separate motivational theme.
Customer experience stays first when adopting new technology
Reporting from an AI summit, Martin emphasizes using AI to help a team work faster and stronger without ever sacrificing customer experience, and keeps coming back to a customer-obsession-first mindset.
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He connects the technology discussion to the practical job of helping roofing contractors serve homeowners, and to equipping his own team to do that. He shares a set of short lines heard at the event rather than presenting them as his own conclusions.
The quotes he records — "If you can describe your customers' pain better than they can, you win," "Simple scale, Complex Fails," "What you measure grows," and "most people are addicted to education but allergic to execution" — are attributed to speakers at the 850-person event, which he notes was closed to photography and video.
Martin asks why so few people win if everyone wants to, and answers that growth does not happen by accident but when someone decides to invest in themselves.
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He presents events as a way to share what has worked, challenge one another, and shorten the learning curve, while drawing a line between what a group can provide and what only the individual can do: the group can teach, encourage, and shorten the learning curve, but it cannot make the decision.
The post is built around an invitation and ends with a registration link and the line "Let's win more jobs," showing that Martin runs or promotes events rather than only writing posts.
This sits in tension with the borrowed line he shares elsewhere that most people are addicted to education but allergic to execution. He promotes learning events while insisting that the decision and the follow-through remain the individual's, which is close to the execution point that line makes.
A supplier's job is to help contractors grow, not just sell materials
Martin uses a field visit to argue that a supply business needs to leave the warehouse and get onto job sites, because seeing the work and the operation is how it learns to serve contractors better.
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He is explicit that the purpose is not only selling materials but helping contractors take on bigger projects, win more jobs, and have support when the work gets done — a claim that supplier and contractor success are linked.
He describes a colleague, Joel, spending time on site with Nate and the Rice Roofing crew during a 7,200-square-foot re-roof with large V Tech skylights being installed, and thanks the crew by name. The post opens by contrasting talking about quality all day with going to watch it happen.
Answers the question 'what is Martin Pettigrew's core argument about roofers and growth?' A newcomer should start here because it lays out the whole thesis — owner dependency as the ceiling, systems and people as the way through — that the shorter posts return to.
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The longest and most developed of the six posts.
Martin Pettigrew argues that roofing owners stall because they become the estimator, salesperson, production manager, purchasing department, problem solver and customer service team at once, and that working in the business rather than on it does not scale.
The post names five things growing companies invest in — recruiting, training, processes, supplier partnerships, and a culture that develops leaders — and asks owners what one system they are missing.
It is written from the position of a roofing supply business, Maverick Metal & Roof Supply, and closes with the challenge to build a company that outgrows its founder.
For brands planning a campaign
A leadership-focused collaboration can be framed around owner dependency and delegation rather than generic motivation; this post supplies the language, the five-part checklist and the audience question to build a piece of content or an advisory session around.
Answers 'what does Martin Pettigrew actually tell owners to do about hiring?' It is a good first read for someone who wants one actionable argument rather than a broad overview, and it is short enough to check in full.
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A short, tightly argued post on hiring.
Martin Pettigrew contrasts leaders who treat recruiting as an emergency with those who treat it as a daily habit, argues that an hour spent finding strong candidates saves hundreds of hours fixing weak ones, and calls recruiting one of the highest-return activities a leader can do.
The closing lines — that a business never outperforms the quality of its team — restate the point in a way that is easy to quote.
For brands planning a campaign
Useful if the brief is about hiring or workforce content; the post gives a ready-made position (recruiting as a daily leadership habit) and an audience question about hiring strategy that a collaboration could answer directly.
Answers 'how does Martin Pettigrew position the supply side of the business toward contractors?' It shows the commercial relationship in the person's own words, including the claim that supplier and contractor success are linked, which matters for judging whether a brand collaboration would read as authentic.
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A field-visit post.
Martin Pettigrew describes a colleague spending time on site with a roofing crew during a 7,200 sq. ft. re-roof with large skylights, and uses the visit to explain why the supply business leaves the warehouse: to see the work, understand the operation, and serve contractors better.
The post is explicit that the job is not only selling materials but helping contractors take on bigger projects and win more work, and it thanks the crew by name.
For brands planning a campaign
A materials or services brand could build on the on-site-visit format — footage or a case study from a contractor's job site — because the post already establishes that format as part of how this person communicates.
Answers 'what does Martin Pettigrew say about how improvement actually happens?' It is the clearest statement of the personal-discipline side of the message, and readers who only see the roofing posts will miss that this is a recurring theme.
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A motivational post built on plain arithmetic and everyday images: ten pages a day becomes 3,650 pages a year; eating seven bananas in one day is not the same as one a day for seven days; the gym mirror does not change overnight.
Martin Pettigrew's point is that the value is in doing something longer rather than more, and that stacked small decisions become large improvements.
The post references a picture on the office wall and ends by asking readers for the one thing they do to improve daily.
For brands planning a campaign
Suits a habit, training or personal-development angle; the post shows this person will carry a message about consistency and daily practice, which can anchor a longer content series rather than a one-off post.
Answers 'where does Martin Pettigrew stand on technology and AI in the trades?' It is the only post in the set that addresses AI directly, and it shows the theme being tied back to customer service rather than technology for its own sake.
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A report from an industry AI summit attended by 850 people, describing sessions on implementing AI to be faster and stronger without sacrificing customer experience.
Martin Pettigrew quotes several lines heard at the event, including 'if you can describe your customers' pain better than they can, you win' and 'most people are addicted to education but allergic to execution', and frames the takeaway as equipping a team to help roofing contractors serve homeowners.
The post notes that photography and video were not allowed at the event.
For brands planning a campaign
Opens a technology or software collaboration angle, with the caution that this person frames AI as a means to better customer experience — a pitch centred purely on efficiency would miss the stated priority.
Answers 'how does Martin Pettigrew talk to his audience, and what does he ask them to do?' It is a compact example of the direct, question-led style used across the other posts and shows that he runs or promotes events rather than only writing.
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The shortest post and the only one built around an invitation.
Martin Pettigrew asks why so few people win if everyone wants to, answers that growth does not happen by accident but when someone decides to invest in themselves, and explains that events exist to share what works, challenge each other and shorten the learning curve.
The post ends with a registration link and the line 'let's win more jobs'.
For brands planning a campaign
Useful for judging call-to-action style and willingness to point an audience toward an event or sign-up; a collaboration built around a workshop or live session would match existing behaviour, though the linked registration page itself was not reviewed and is not claimed as evidence.
Build a roofing company that runs without the owner
Martin argues that a roofing business cannot scale if its owner handles estimating, sales, production, purchasing, problem-solving, and customer service.
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He points instead to recruiting, training, reliable processes and suppliers, and developing leaders. He frames the goal as being able to step away while customers remain happy and projects stay on schedule.
Uses a contrast between working long hours in the business and building systems and a team that can carry it forward.
For brands planning a campaign
A roofing supplier could evaluate a leadership-focused collaboration about reducing owner dependence. Make the advice concrete by having contractors identify one process or role they need to strengthen; the post names the ingredients but does not provide a step-by-step implementation plan.
Martin presents recruiting as ongoing work rather than an emergency response.
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He argues that time spent finding strong people can prevent later management problems, and that a business cannot outperform the quality of its team.
Opens with a contrast, then states a practical priority and invites readers to share their own strategy.
For brands planning a campaign
A campaign about hiring and team development could use this as a prompt for contractors to share their recruiting practices. The post offers a leadership principle, not a tested hiring method or evidence of hiring outcomes.
Martin uses reading, eating fruit, and going to the gym to explain how small repeated actions can add up to improvement.
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He connects the idea to his own effort to build habits and asks readers what they are working on.
Pairs everyday comparisons with a short takeaway and a question that invites comments.
For brands planning a campaign
This approach could support a series about steady business or personal habits for roofing contractors. Keep the application specific to a habit readers can repeat; the post does not establish that its numerical comparisons are business results.
Martin promotes an event as a place to share what has worked, challenge one another, and shorten the learning curve.
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He distinguishes access to advice and encouragement from the individual's decision to act.
Uses direct calls to action and brief, emphatic lines to move from a general question about success to event registration.
For brands planning a campaign
A supplier or industry event collaboration could explore peer learning and follow-through. The post is promotional and provides no account of the event's outcomes or the methods taught.
In a post about visiting a roofing project, Martin describes a 7,200-square-foot home, a new roof, and skylight installation.
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He uses the visit to explain why seeing a contractor's operation helps a supplier understand how to serve the customer and support larger projects.
Uses job-site details and a named crew to make a service claim more tangible than a general statement about quality.
For brands planning a campaign
A roofing supplier could assess a field-visit or customer-story format that shows the work and explains what the supplier learns from being there. The post gives a specific project example but does not quantify the supplier's contribution or project results.
Martin describes attending an AI summit and emphasizes using technology to help the team work more efficiently without sacrificing customer experience.
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He connects this to helping roofing contractors serve homeowners, and shares brief lines heard at the event about measurement, simplicity, and execution.
Summarizes an event through selected quotations and relates them to the needs of contractors and homeowners.
For brands planning a campaign
A collaboration about practical AI adoption could examine how a roofing supplier supports staff efficiency while protecting customer service. This post records Martin's takeaways from an event; it does not document a specific AI tool, implementation, or measured result.
Martin Pettigrew writes short, argument-led posts for people who own or run roofing companies.
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The best way to read the work is to start with the two posts that name the central problem: an owner who is also the estimator, salesperson, production manager and problem solver becomes the ceiling on the business, and recruiting strong people is the daily habit that lifts it.
From there, move to the field-visit post about a 7,200-square-foot re-roof, where he argues that a materials supplier should be on job sites learning how contractors operate, then to the posts on consistency and on adopting AI without dropping customer focus.
Most posts end with a direct question to readers, so the comments are part of the material.
Topics to explore here are roofing business growth, reducing owner dependency, recruiting, leadership development, customer experience, supplier-contractor relationships, and AI in the trades; the format is short LinkedIn posts, often built on a contrast such as working in the business versus on it, or talking about quality versus watching it happen.
Readers who want the same subjects covered differently can look to a commercial roofing contractor writing technical service case studies, a recruiter teaching repeatable hiring systems, or a leadership writer explaining communication across large organizations.
Roofing business growthReducing owner dependencyRecruiting and hiringLeadership developmentConsistency and daily habitsCustomer experienceAI adoption in the tradesSupplier and contractor partnershipsRoofing industryBusiness coaching and peer eventsLinkedIn postsQuestion-led postsJob-site storiesEvent promotionRoofing contractorsRoofing business ownersConstruction and trades leaders
Lee Banton
Both use LinkedIn to talk directly to the roofing trade, and both turn a single piece of real work into a lesson: Banton walks readers through a manufacturing-plant leak repaired in Roanoke and explains why a 20-year manufacturer warranty does not mean 20 problem-free years.
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Like Martin, the writing is short, specific and aimed at building owners, contractors and facility managers rather than a general audience.
Banton writes as a commercial roofing contractor doing technical, service-level case studies and warranty education, so the value is in the detail of what was repaired and what the paperwork actually covers. Martin writes as a roofing materials supplier arguing about leadership and business systems, so the value is in the management principle rather than the repair method.
Martin argues that hiring is a daily leadership habit rather than an emergency; Wojcik builds a session and a recruiting model around the same premise that reactive hiring fails and a repeatable system works better, drawing on a stated 15 years of hiring experience.
Wojcik teaches hiring as a structured discipline with role profiles, sourcing routines and interview decisions, and posts about staffing and recruiter roles; Martin keeps hiring at the level of a leadership principle and ties it to the wider goal of a business that stops depending on its owner. Different industries too: Wojcik speaks to HR and hiring managers across sectors, Martin to roofing contractors.
Edelman argues that leaders who always need to be the smartest person in the room become an obstacle, and that most workplace problems are communication problems; Martin makes a close argument that the quality of a business never outperforms the quality of its team, and that the owner must build people and systems rather than do every job.
Edelman writes longer reflective essays about leadership, communication and trust across very different organizations, with no industry setting. Martin grounds the same ideas in roofing: named crews, job sites, supplier relationships and the practical test of taking two weeks away without the work stalling.
On LinkedIn, Martin Pettigrew's following is the one measured audience figure in the packet: the profile listed about 19,618 followers when observed on 9 October 2026.
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That is enough to tell a buyer the content reaches a sizable LinkedIn audience, but not enough to tell you who is in it.
The posts supplied cover leadership, recruiting, systems, and roofing-contractor business growth, so the audience that engages with this material is most plausibly roofing owners, contractors, and trades operators interested in scaling a company — a reasonable starting assumption for a leadership-focused collaboration or advisory role with a roofing supply company, but an assumption, not a measurement.
Nothing in the packet verifies employer, job title, seniority, or geography.
For a leadership advisory brief, ask Martin for audience survey results or another documented demographic source, and for recent results on comparable posts (topic, depth, length) — the follower count alone does not show how a leadership message would land or who would see it.
The material reviewed contains no sponsorship policy, rate card, media kit, or stated partnership terms for Martin Pettigrew, and no official partnership inquiry route was verified.
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The posts show him writing as someone at Maverick Metal & Roof Supply who works with roofing contractors on growth — for example, describing a supplier visit to a Rice Roofing job site and his attendance at a Martel AI Summit.
Those mentions read as ordinary business relationships rather than disclosed paid placements, and no post describes how he handles paid work, what he charges, or how a brand would engage him.
A brand considering a leadership-focused collaboration or advisory role should treat any arrangement as bespoke and confirm scope, deliverables, disclosure, and terms directly with him.
Brief: a roofing-supply company wants a 90-day leadership content collaboration with Martin Pettigrew, built around helping contractor customers reduce owner dependency — the exact brief this record was opened for.
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This is a strong fit, and the reasons are specific rather than generic.
The argument already exists in his own words.
In the longest of the six posts reviewed, Martin Pettigrew describes the ceiling most roofing companies hit: the owner becomes the estimator, salesperson, production manager, purchasing department, problem solver and customer service team at once, and working in the business instead of on it does not scale.
That post names five things growing companies invest in — recruiting, consistent training, strong processes, reliable supplier partnerships, and a culture that develops leaders — and closes with a challenge and a comment prompt ("what's the one system your business is missing?") that a collaboration can answer directly.
He returns to the same territory elsewhere: one post argues recruiting is a daily leadership habit rather than an emergency response, with the line that a business never outperforms the quality of its team.
So a series on delegation, hiring and systems is a continuation of what he already publishes, not a subject he would have to adopt.\n\nThe commercial relationship is also already the subject of his content, which matters when the sponsor is a supplier.
One post describes a colleague spending a day on a roofing crew's job site during a 7,200 sq. ft. re-roof, and uses the visit to say the job is not only selling materials but helping contractors take on bigger projects and win more work.
A supplier-sponsored series can sit inside that framing — supplier and contractor success linked, shown through field visits and customer stories — without reading as an abrupt pitch.
He also shows he will point an audience toward a sign-up when there is one: the shortest post builds to an event registration link and "let's win more jobs."
A workshop, live session or advisory cohort therefore matches existing behaviour rather than inventing a new one.
His AI-summit post adds a usable adjacent angle, framing technology as a way to make a team more efficient without sacrificing customer experience — a caution worth heeding if the supplier's pitch is efficiency for its own sake.\n\nThe constraints are real and should shape the deal.
No sponsorship policy, rate card, media kit or verified partnership inquiry route was found in the reviewed material, so terms, deliverables and disclosure have to be agreed directly and treated as bespoke.
The one audience figure available is a LinkedIn follower count of about 19,618, observed on 9 October 2026; nothing in the packet verifies who those followers are by employer, role, seniority or geography.
For a leadership message aimed at roofing owners that is a plausible audience, but it is an assumption.
Before committing budget, ask for an audience survey or for results on comparable leadership posts, and confirm that the audience is the contractor decision-maker the supplier wants to reach.
When to choose a specialist
Brief: a national home-services consumer brand wants a paid short-form video campaign that drives homeowner leads, with audience-demographic targeting, a fixed posting calendar and performance benchmarks reported against spend.
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This is a poor fit, for reasons that are about evidence and format rather than about the person's ability.\n\nFirst, the reviewed material is written owner-to-owner, not to homeowners.
The posts address roofing business owners and contractors — how to build a company that runs without them, how to treat recruiting, what a supplier should take from a job-site visit.
The AI-summit post does mention helping roofing contractors serve homeowners, but that is one clause describing the contractor's customer, not homeowner-directed content.
A consumer brand buying homeowner attention would be reaching an audience the content was not built for, and the packet contains nothing showing how consumer-facing work performs.\n\nSecond, the requested format and measurement are absent.
Only written LinkedIn posts were supplied: six of them, all text.
No video, no transcripts, no other channels and no short-form content were provided, so a video-first brief cannot be assessed on evidence — a video title would not be a transcript, and none of the posts are video.
There are no performance figures of any kind: no reach, engagement, click or lead data, and no comparable-post results.
The follower count alone does not support a benchmark commitment, and the packet verifies no audience demographics, so demographic targeting cannot be planned from what was reviewed.\n\nThird, the commercial machinery the brief assumes does not appear in the evidence.
No sponsorship formats, rate card, media kit, disclosure practice or inquiry route were documented.
The supplier and event mentions in the posts read as ordinary business relationships — a visit to a contractor's job site, attendance at an industry summit — not as disclosed paid placements, and payment should never be inferred from a partner hashtag or a brand mention.
A brief that needs a functioning paid-media product with rates, formats and reporting would be asking Martin Pettigrew to supply a commercial offer that the record does not show exists.
The honest position is that this brief should not proceed on the evidence reviewed; if the brand still wants to work with this audience, the leadership-collaboration route is the one the content actually supports.
A worked campaign example
Worked angle: "The Machine That Outgrows You" — a three-part supplier-sponsored series on removing the owner from the centre of a roofing business, with a field-visit episode as the proof segment.\n\nThe premise comes directly from Martin Pettigrew's own framing: a company that delivers the same quality, service and customer experience when the owner is not there.
Part one is an anchor post or short article from him making the owner-dependency case in the words he already uses — owner as estimator, salesperson, production manager, purchasing, problem solver and customer service team — and naming the five investments growing companies make: recruiting, training, processes, supplier partnerships, and a culture that develops leaders.
Part two turns the recruiting argument into a practical piece: recruiting as a daily habit rather than an emergency, with the point that an hour spent finding strong people saves many hours fixing weak ones.
Part three is the supplier's field-visit format, filmed or written on a contractor's job site, showing the crew doing the work and explaining what the supplier learns by being there — the same move he makes in his 7,200 sq. ft. re-roof post, where the visit is used to argue that the supplier's job is helping contractors take on bigger projects.\n\nEach part ends in one action, not a general call to improve.
The anchor piece asks owners to name the single system their business is missing and what it would take to step away for two weeks with confidence.
The recruiting piece asks for the hiring practice that has worked and the one that has not.
The field-visit piece points to a live session or workshop where contractors work through the gap they named — a format he already promotes with a registration link.\n\nWhy this suits the sponsor rather than feeling bolted on: the supplier-contractor relationship is already the subject of his content, so a supply brand appears inside the argument, not beside it.
The deliverable list is deliberately modest and evidenced — written posts, a field visit, a live session — because no video work, no rate card and no sponsorship terms were found in the reviewed material, and nothing here assumes a functioning commercial product.
Judging success should rest on the quality of the comments, the number of owners who name a concrete system, and workshop sign-ups from contractor accounts, not on follower count.
Before the series is commissioned, the supplier should confirm scope, deliverables, disclosure and fees directly with Martin Pettigrew, ask for an audience survey or results on comparable leadership posts, and treat the roughly 19,618 LinkedIn followers observed on 9 October 2026 as reach evidence only, not as proof of who is listening.
Choose Lee Banton when the collaboration's job is to speak to building owners, facility managers and property managers about protecting a roof as an asset, rather than to roofing contractors about how to run their business.
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The two posts tied to this account do exactly that.
One walks through a commercial leak repair at a manufacturing facility where a loose wall panel fell and punctured the membrane in seven places, then frames the value as repairing each puncture, replacing a damaged drain basket, clearing debris and securing the panel so it cannot cause the next failure.
The other explains what a 20-year manufacturer warranty actually covers — materials under specific conditions with documented maintenance, not labor, and not the workmanship or maintenance neglect behind most premature failures — and tells the reader to read the warranty, keep service logs current and schedule annual inspections.
If the roofing-supply brand wanted a series that teaches the building owners its contractor customers serve how to protect a roof investment, this voice addresses that reader directly and with technical credibility.
Those posts are written for the building owner's decision, not the contractor's.
They do not carry the owner-dependency argument this brief is built around — there is no material on delegation, hiring, systems or stepping away from the business.
Choosing Lee Banton trades the owner-to-owner leadership message for technical and warranty credibility aimed one level downstream, and the reviewed material shows no existing leadership or coaching thread to build a 90-day collaboration on.
The sample is two posts, neither of which shows a commercial offer, an audience or a partnership route, so the comparison rests on narrow evidence.
Choose Mark Wojcik when the brief narrows to the hiring half of the problem, or when the buyer wants recruiting capability rather than thought leadership.
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One post announces a session titled "Recruit Your Replacement: A Repeatable Hiring System That Outlasts YOU," drawing on 15 years of hiring across hourly through executive roles and promising five core disciplines: stronger role profiles, protected time for hiring, more reliable sourcing routines, and more confident interview and selection decisions.
The other argues the flex-recruiter model is booming and asks for agency-trained, US-based recruiters at one to four hours a day.
Recruiting is the first of the five investments named in the accepted framing for this brief, so if the roofing-supply brand decided its contractor customers most need help building a repeatable hiring system, this is the more specialized voice and it already teaches the subject in a structured way.
Recruiting is one lever, not the whole brief.
The reviewed material does not treat owner dependency as a system — there is nothing on process, training, supplier partnerships or the culture that develops leaders, the other four investments in the brief's own framing — so it would not carry a 90-day series about running a business that no longer depends on the owner.
The framing also speaks to hiring professionals and HR teams (SHRM and HRCI credits, reduced-schedule recruiter roles), and the second post reads as a recruiting-services pitch, so a supply brand may reach talent-acquisition people rather than roofing owners.
Two posts only, with no audience data and no documented commercial offer.
Choose Lloyd Edelman when the requirement is leadership and communication content for a broad leadership audience rather than a roofing- or contractor-specific one.
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Both posts are general leadership commentary.
One argues the authority model of leadership has changed and that the strongest organizations create an environment where the best answers come from anywhere, with leaders hiring people better than them in areas they should not own and building enough trust that people will challenge them.
The other makes the case that most workplace problems are communication problems rather than people problems, and that clarity and listening affect culture, retention, accountability, customer experience and ultimately revenue.
If the same brand's goal shifted to leadership thought leadership aimed at managers across industries, this voice addresses that reader directly and consistently across both posts.
Neither post contains roofing or contractor specifics, and neither shows the systems-and-delegation material the brief is built around — the argument that owner dependency caps a company and that recruiting, training, process and culture are how it gets fixed.
Adopting this alternative means giving up the trade-specific language and the field-visit proof format that suit a supplier, in exchange for broader leadership appeal to a mixed audience.
As with the other alternatives, the sample is two posts, with no audience figures and no evidence of commercial availability, so it cannot be assessed on reach or on whether a supplier relationship is workable.
This page is based on six full written LinkedIn posts published from Martin Pettigrew's account.
The saved copies do not carry usable publication dates, so the ideas are grouped by subject rather than arranged chronologically, and the page makes no claim about which themes are newest.
The posts cover owner dependency and business systems, recruiting, daily consistency, a supplier's on-site visit to a roofing crew, an AI industry summit, and an event invitation; each is a complete short post, read in full rather than judged from a title or opening line.
Comparative statements about similar creators draw on two retained posts each from Lee Banton, Mark Wojcik and Lloyd Edelman, used for contrast rather than as evidence about Martin Pettigrew.
No video, transcripts, other social channels, books or long-form writing were part of the reviewed material, and no employer, job title or credential is asserted beyond what the posts themselves say.
The only audience figure in the record is a LinkedIn follower count of roughly 19,618 observed on 9 October 2026, which measures reach and not who is listening.
No sponsorship policy, rate card, media kit, partnership inquiry route or audience demographics were supplied.
Gaps that remain open and would change a reader's decision: undated material, no performance or engagement data, no verified role at Maverick Metal & Roof Supply, and no evidence of work on other platforms.
Recent engagement
Across their last 6 LinkedIn posts, the median post got 29 reactions and 1 comments. Checked 2026-11-02.
