Challenging economic periods can be daunting for both businesses and consumers. However, it is not the moment to slow down. I launched the first Roof Maxx dealership in 2019, merely a year before the onset of the Covid-19 pandemic. Fast forward to 2025, and the brand is now a well-known name in residential roof restoration, boasting an annual revenue close to $200 million.

Here are five key principles I used to guide my business decisions during those difficult years.

1. Essential problems are more important than aspirational ones

Many entrepreneurs pursue attention-grabbing, grand solutions that make headlines, like taking humans to Mars or developing AGI. Yet, these often address issues that are not pressing or relevant for the everyday person.

Most individuals are not preoccupied with the idea of walking on Mars. Their main concerns revolve around the future of our own planet and their living environments, particularly their homes.

When my brother Todd and I launched our venture, our goal wasn’t as lofty as reaching outer space. We concentrated on a practical solution: prolonging the life of asphalt shingle roofs, which helped reduce unnecessary waste from premature replacements. It was a straightforward issue, but one that affected homeowners across America, thus giving us a large customer base right from the beginning.

2. Affordable alternatives to big-ticket items can create new markets

Initially, one of our primary hurdles was the absence of a market for our solution. While roof restoration was familiar in commercial contexts, it pertained only to metal and flat roofs. In the residential sector, the focus was solely on replacements, with no alternatives for asphalt shingles until we introduced our innovation.

Creating an entirely new market segment is challenging even in prosperous times. However, the financial uncertainty brought on by the pandemic became unexpectedly advantageous. When homeowners learned that our services could save them up to 80% of the expense of replacing their shingles, the pioneering nature of our solution in the residential area became irrelevant. The significant cost savings swayed many to choose our service.

3. Controlling your operating costs reduces your risk

Scaling any business comes with a certain amount of unavoidable risk, which is why many companies tend to be more careful about pursuing growth during times of economic upheaval. But stagnation is an even bigger risk.

Think of it this way: If you’re climbing a volcano and it erupts, your first instinct might be to freeze. But if you stay on your current ledge, you’re probably not going to make it. As scary as it is, you have to move.

The key is to stay agile. If you were the climber, you’d probably ditch your backpack and any non-essential items so that they wouldn’t slow you down. As a business in an uncertain economy, the same principle applies: You want to become financially lean so you can scale with less risk.

For us, that meant setting up a national network of dealers instead of opening and managing new locations ourselves. It didn’t just help us expand into new markets with less overhead; it also allowed us to invest more heavily in providing each dealer with the training resources and materials they needed to succeed. At a time when many Americans were looking for new ways to earn but were nervous about starting their own businesses, this gave everyone a leg up.

We couldn’t afford to take on that kind of risk during a pandemic, but by providing comprehensive training resources and remote support to our partners, we gave them everything they needed to bring the brand across North America.

4. Aging systems and infrastructure are an overlooked but essential market

Time impacts everyone and everything. Even when budgets are tight, things still get old and need maintenance to stay functional.

For some of those things — like rooftops — putting off the work isn’t an option. 29% of asphalt shingle roofs have less than four years of usable life left, and that clock keeps ticking regardless of market conditions.

If you can build your business around servicing assets that are both necessary and depreciating, you can always count on a steady stream of customers. We knew people might defer their landscaping plans during a pandemic, but they wouldn’t let the roofs over their heads degrade to the point where they put their properties at risk.

5. Green solutions can be profitable as well as planet-saving

Last but not least, we have to talk about the value of offering eco-friendly products and services. It’s a mistake to view green solutions as luxuries that people will only want to purchase during times of financial comfort.

During rocky economic periods, the last thing people want to do is waste resources. If they can save money by maintaining something instead of throwing it away, they will. And since many green solutions focus on reducing waste, these services have more appeal when the economy suffers, not less.

With Roof Maxx, we offered homeowners a way to keep their current asphalt shingles in good condition instead of having to pay for a full roof replacement. Not only did it save an average of 3.8 tons of landfill waste per home, but it also cost up to 80% less. The fact that we were eco-friendly wasn’t a bonus; it was a key part of the value we were offering at a time when every saved shingle (and dollar) mattered.

Make your business recession-resistant

The principles that helped my business grow during one of the worst recessions in our lifetimes weren’t rocket science. They were simple:

• Focus on an essential problem

• Offer an affordable alternative to something expensive

• Keep operating costs in check

• Focus on aging systems or infrastructure

• Help customers stay lean and green

You can use these to insulate your business as well. Here’s to sustainable growth, no matter what the future holds.