Decade inthe Trenches.

Wes entered the roofing and storm restoration industry in June 2016, starting as a canvasser. The freedom of working when he wanted was a foreign concept after eight years of military structure. He struggled with the lack of confidence that door-to-door sales demands. He'll tell you plainly: going door to door felt terrible at first.

After a lackluster June and July, he got a call from the top of the leadership chain — a pay restructuring conversation. His response? "I was surprised y'all hadn't done something sooner." The same week of that call, he hit three jobs. The following week he had four. The week after that, three more. He had figured something out.

What he had wasn't the numbers of the top salespeople — he'd only done it for a couple of months. What he had was leadership experience, and he ran his sales team hard, trained hard, and produced hard. He studied every day. On bad days he wouldn't go home — he'd hit the books and learn the script. By the end of 2016, his team finished with 180 total jobs, including 60 that Wes sold himself.

The thing that separates Wes from most contractors in the Louisville market isn't just experience — it's Xactimate Level 1 Certification. Xactimate is the industry-standard insurance estimating software, and very few contractors in the field know how to use it at a high level. Wes does. He learned it from a dedicated mentor, spent real time studying it, and then proved it in the field — going 8-for-8 in formal appraisals, always getting full scope and Out-of-Pocket.

That's the game most contractors don't even know how to play. Insurance carriers make money by underpaying. Wes knows every line item. He knows what's owed, what's been missed, and how to write a supplement that forces a fair result. His highest supplement written was over $38,000. He's turned claims that were denied into full replacements. He's helped homeowners navigate the appraisal clause — a legal process most contractors have never even heard of.

Wes says it plainly: he came to realize he would never be happy unless he had the final voice and responsibility. Only then would there be no one else to blame. Sales were frustrating. Management was a source of friction. He wanted control — and he decided the time was now.

He's been around the block. He's seen the shady operators, the volume-at-all-costs machines, the guys who feed their salesmen leads and don't care about the homeowner. He's also seen the great ones — the operators with wisdom, foresight, and the willingness to invest in their people. He's taken something from every one of them. VRL is the company he always wanted to work for but never found.

"I have big dreams and big goals. I know how to get what I want — I have to help others get what they want first. God, Family, Community." That's not a marketing line. That's how he operates.