Building Beyond Profits : How Roofing Companies Can Drive Social Impact

Building Beyond Profits: How Roofing Materials Companies Can Drive Social Impact

Three weeks ago, I visited Rabuor Primary School in rural Kisumu County. The school serves 340 students from families where daily income averages less than KES 200 per person.

I wasn't there to sell roofing materials.

I was there because six months earlier, we'd provided cost-price roofing for their classroom block—a project that meant the difference between children learning in buildings with leaking roofs or studying in dry, dignified spaces.

As I walked through those classrooms, listening to the headteacher explain how attendance had improved and how teachers could now store books without fear of water damage, something crystallized for me:

Our business isn't really about selling roofing materials. It's about improving the quality of life through better shelter.

Every sheet of metal we sell, every roof we help install, every contractor we train—these aren't just commercial transactions. They're interventions in the fundamental human need for safe, dry, comfortable shelter.

This realization has fundamentally reshaped how I think about business success.

Today, I want to share why I believe businesses—even "ordinary" businesses like roofing materials companies—have both the opportunity and the responsibility to drive meaningful social impact. And why doing so isn't a distraction from profit, but a path to more sustainable, fulfilling business success.

The Traditional View: Profit vs. Purpose

The conventional wisdom about business and social impact goes something like this:

Perspective 1: "The Business of Business Is Business"

This view holds that:

• Companies should maximize shareholder returns

• Social impact is the job of governments and NGOs

• Mixing profit and purpose dilutes both

• Effective businesses create jobs and pay taxes—that's their social contribution

Perspective 2: "Corporate Social Responsibility"

This softer version suggests:

• Companies should be profitable first

• Use some profits for charitable activities

• CSR is nice but secondary to business performance

• Social programs are about reputation management and "giving back"

Both perspectives assume a fundamental separation: Business over here. Social impact over there.

I've come to believe this is not just wrong—it's a massive missed opportunity.

The Integrated View: Profit Through Purpose

What if social impact isn't separate from business success but integral to it?

At Skysail, we're building a model where:

• Social impact drives business strategy, not just PR

• Purpose creates competitive advantage, not just good feelings

• Stakeholder success generates profit, not trades off against it

• Community transformation is the business model, not a side project

This isn't naive idealism. It's pragmatic business strategy that happens to align with our values.

Let me show you how this works in practice.

The Seven Dimensions of Social Impact in Our Business

Dimension 1: Housing Quality as Health Intervention

The Problem: Poor quality housing is a public health crisis in Kenya:

• Leaking roofs create moisture that breeds mold, causing respiratory illness

• Inadequate thermal protection leads to heat stress and cold exposure

• Structural failures cause injuries and deaths

• Water damage destroys possessions, creating economic stress that affects health

Our Intervention: Every roof we help customers do right is a health intervention:

• Proper materials and installation prevent leaks → reduced respiratory illness

• Quality roofing with thermal management → better sleep and comfort → improved health outcomes

• Structural integrity → safety and peace of mind → reduced stress

Measured Impact: While we can't quantify every health benefit, we track:

• Zero structural failures in our installations (safety)

• <2% leak complaints vs. 15-20% industry average (moisture prevention)

• 78% of customers report "significantly better" comfort compared to previous roofing (thermal improvement)

Business Link: This quality focus is why we have 70% referral rate. Good health outcomes create loyal, referring customers.

Dimension 2: Economic Empowerment Through Skills Development

The Problem: Youth unemployment in the Lake Basin region exceeds 25%. Many young people lack marketable skills and access to quality training.

Roofing installation is a valuable trade skill, but most fundis (contractors) learn through informal apprenticeship with varying quality.

Our Intervention: The Skysail Fundi Partnership Program (detailed in Article 5):

• Free comprehensive training for roofing installers

• Certification that increases earning potential

• Business development support

• Ongoing learning and community

Measured Impact:

• 120+ fundis certified across 8 counties

• Average income increase of 45% within 6 months of certification

• 23 certified fundis have hired apprentices, extending impact

• Estimated 500+ dependents benefiting from increased fundi incomes

Individual Stories:

• Joseph Omondi: From KES 400/day casual labor to running 3-person crew earning KES 80,000-100,000/month

• Grace Akinyi: First female certified installer in Siaya County, now training other women

• David Ouma: Using certification and increased income to put three children through secondary school

Business Link: Trained fundis generate better installations, fewer warranty claims, and more referrals. Their success is our success.

Dimension 3: Local Economic Multipliers

The Problem: Kenya's economic growth is geographically uneven. Rural and peri-urban areas often see wealth extracted to cities without local value creation.

Our Intervention: By manufacturing in Kisumu rather than importing from Nairobi or abroad:

• Creating 17-20 direct manufacturing jobs in Lake Basin

• Supporting 35-50 indirect jobs (suppliers, logistics, services)

• Keeping value creation local (profits reinvested in region)

• Demonstrating viability of regional manufacturing

Measured Impact:

• KES 65.5M investment in Lake Basin manufacturing

• Projected KES 2.8-3.5M annual payroll within 3 years

• Local content sourcing: 40-50% of raw materials from within Kenya

• Tax revenue to county governments: KES 800K-1.2M annually

Multiplier Effect: Economic research suggests every manufacturing job creates 2-3 additional service sector jobs. Our 17-20 manufacturing positions could generate 40-60 total jobs regionally.

Business Link: Local manufacturing gives us supply chain control, cost advantages, and strong community support.

Dimension 4: Environmental Responsibility

The Problem: Construction industry has significant environmental impact:

• Material waste from poor planning and quality

• Energy consumption in production and transport

• End-of-life disposal issues

• Climate impact from inefficient buildings

Our Intervention:

Waste Reduction:

• Proper measurement and planning reduces over-ordering by 12-15%

• Quality materials last 2-3x longer, reducing replacement frequency

• Training fundis in efficient cutting and installation minimizes material waste

Sustainable Production:

• Manufacturing facility designed for recycled steel feedstock (60-70% recycled content target)

• Energy-efficient production processes

• Waste heat recovery for facility heating

• Water recycling systems

Circular Economy:

• Old roofing material buy-back program (launching 2026)

• 100% of our steel products are recyclable

• Partnership with local recyclers for end-of-life management

Energy Efficiency:

• Promoting cool roof technologies that reduce building energy needs

• Education on thermal performance and ventilation

• Integration with solar-ready roofing designs

Measured Impact:

• Estimated 300-400 tons of material waste prevented annually through better planning

• 70-80% of end-of-life roofing from our major projects goes to recycling vs. landfill

• Cool roof adoptions reducing building cooling loads by 15-25%

Business Link: Environmental responsibility aligns with climate resilience focus (Article 7), creating premium positioning and attracting conscious consumers.

Dimension 5: Knowledge Democratization

The Problem: Information asymmetry in construction allows exploitation:

• Homeowners don't know what questions to ask

• Poor advice leads to expensive mistakes

• Quality standards aren't understood

• Construction knowledge concentrated among professionals

Our Intervention: Education-first business model (detailed in Article 1):

• Free consultations for all customers (even non-buyers)

• Educational content and resources

• Transparent pricing and specifications

• This article series sharing industry knowledge

Measured Impact:

• 700+ in-depth educational consultations conducted

• 15,000+ people reached through educational content

• 120+ fundis trained in technical knowledge

• Zero-cost knowledge sharing benefiting entire construction ecosystem

Ripple Effect: Customers we educate share knowledge with others. Fundis we train apply best practices across all projects. Content we create reaches people who never become customers but make better decisions.

Business Link: Education-first approach is foundation of our 70% referral rate and 54:1 CLTV:CAC ratio (Article 9).

Dimension 6: Gender Inclusion

The Problem: Construction and technical trades in Kenya are heavily male-dominated:

• Women face barriers entering skilled trades

• Female fundis often not taken seriously by customers

• Construction businesses rarely have women in leadership

Our Intervention:

Fundi Program Inclusion:

• Actively recruiting women for certification program

• Currently 18% of certified installers are women (vs. <2% industry average)

• Providing support systems for female fundis (mentoring, peer networks)

• Showcasing successful female installers to challenge stereotypes

Business Leadership:

• Janet (Kisumu Operations Manager) and Marion (Kisii Branch Manager) in key leadership roles

• Intentional gender balance in hiring (currently 35% women across all positions)

• Equal pay for equal roles (tracked and enforced)

Customer Service:

• Many customers specifically request female staff for consultations

• Women often better at patient, educational approach we value

Measured Impact:

• 21 female certified installers (from 3 two years ago)

• 7 women-led installation crews operating in Lake Basin

• 35% female representation on Skysail team

Stories:

• Grace Akinyi's success as Siaya's first certified female installer, now training 4 female apprentices

• Marion growing Kisii branch to KES 2.3M quarterly revenue

• Janet's 78% customer referral rate leading all team members

Business Link: Gender diversity strengthens our team, expands our talent pool, and improves customer service quality.

Dimension 7: Community Infrastructure Investment

The Problem: Many schools, health facilities, and community buildings in rural Lake Basin operate with substandard infrastructure, limiting service quality.

Our Intervention:

Subsidized Community Projects:

• Cost-price roofing for schools and health facilities

• Technical consultation at no charge

• Priority scheduling for community projects

• Coordination with county governments and NGOs

Completed Projects (2023-2024):

• Rabuor Primary School: 3 classroom blocks

• Nyabondo Mission Hospital: Staff housing renovation

• Kisumu Youth Polytechnic: Workshop building

• 8 rural health facilities: Roof repairs and renovations

Investment:

• ~KES 3.5M in subsidized materials and services

• ~400 hours of technical consultation

• Estimated 4,500 direct beneficiaries (students, patients, staff)

Selection Criteria: We prioritize projects that:

• Serve vulnerable or underserved populations

• Have genuine need (not just budget constraint)

• Demonstrate community commitment (matching contributions)

• Create visible impact we can document

Business Link: Community projects build brand recognition, generate goodwill, provide training opportunities for fundis, and sometimes lead to paid referrals from project participants.

The Business Case for Social Impact

Now let me address the skeptical business leader: "This all sounds nice, but what about profits?"

Fair question. Here's the business case:

1. Differentiation in Commodity Markets

Roofing materials are partially commoditized. Quality variations exist, but most suppliers can source similar products. Price competition is brutal.

Social impact creates differentiation:

• Customers choose us because of our values and community commitment

• Our story resonates, creating emotional connection beyond price

• Purpose-driven positioning commands premium (modest, but meaningful)

Result: We compete on value and trust, not just price.

2. Customer Acquisition Economics

Traditional CSR: Spend profits on good causes, hope for positive PR.

Integrated social impact: Social impact is the business model.

Our experience:

• 70% referral rate partially driven by customers' pride in supporting purpose-driven business

• "You're the company that helps schools" is a common reason customers choose us

• Social impact stories are our most shared content

Result: Lower customer acquisition costs, stronger brand, better word-of-mouth.

3. Talent Attraction and Retention

People want meaningful work:

• Job applicants mention our social mission in interviews

• Team members take pride in community impact projects

• Turnover is 40% lower than industry average

Quality of talent:

• Purpose attracts people who care about quality and customer success

• Values-aligned team members are more engaged and productive

Result: Better team, lower recruiting costs, higher productivity.

4. Community Support and Goodwill

Practical benefits:

• County governments prioritize us for tenders because of community work

• Community leaders recommend us to residents

• Easier to recruit fundis for certification program

• Stronger local partnerships (suppliers, logistics, services)

Crisis resilience:

• When we face challenges, community supports us

• Strong local relationships buffer against competitive threats

Result: Social capital that has tangible business value.

5. Long-Term Sustainability

Businesses that only extract value eventually face:

• Community resentment

• Regulatory pressure

• Talent challenges

• Reputational risk

Businesses that create shared value build:

• Community support

• Sustainable growth

• Resilient reputation

• Long-term viability

Result: More durable competitive position.

6. Personal Fulfillment

This isn't directly about profit, but it matters:

Running a purpose-driven business means:

• Pride in your work beyond financial returns

• Meaningful relationships with stakeholders

• Legacy beyond wealth accumulation

• Sustainable motivation during challenges

For me personally: Visiting Rabuor Primary School and seeing those dry classrooms was more fulfilling than any sales report. That fulfillment sustains me through difficult business moments.

The Challenges: Being Honest About Trade-Offs

Social impact integration isn't costless. Let's be honest about challenges:

Challenge 1: Short-Term Profit Sacrifice

Community projects at cost-price mean:

• Revenue we could have earned

• Team time we could have billed

• Resources that could have gone elsewhere

Reality: ~3-5% of our gross margin goes to subsidized community work.

Perspective: This is investment in brand, community relationships, and team morale. But it does reduce short-term profitability.

Challenge 2: Complexity and Decision-Making

Balancing profit and purpose creates complexity:

• Which community requests do we accept/decline?

• How do we maintain social commitments during financial stress?

• Where's the line between impact and naive charity?

Reality: Purpose-driven decisions take more time and deliberation.

Challenge 3: Risk of Perception Problems

Potential issues:

• Seen as using social impact for marketing (authenticity questioned)

• Raised expectations from community (can't help everyone)

• Pressure to do more even when resources constrained

Mitigation: Genuine commitment, transparency, clear criteria for what we can/can't do.

Challenge 4: Measurement Difficulty

Quantifying social impact is hard:

• How do you measure "improved community wellbeing"?

• Attribution is messy (our contribution vs. other factors)

• Long-term impacts are difficult to track

Reality: We do our best with available metrics, but measurement is imperfect.

Challenge 5: Stakeholder Alignment

When bringing on investors:

• Will they support social mission?

• How do we protect impact commitments?

• What happens if financial pressure conflicts with purpose?

Our approach: Explicitly discussing values and impact commitment with potential investors before taking money. Some investors won't be good fits—that's okay.

The Framework: How Any Business Can Drive Social Impact

This isn't unique to Skysail or roofing. Any business can apply these principles:

Step 1: Identify Your Core Impact Potential

Ask yourself:

• What problems does my product/service solve beyond immediate customer need?

• Who's affected by my business beyond customers and employees?

• What broader social or environmental issues connect to my industry?

Examples:

• Food business: Nutrition, food security, farmer livelihoods

• Transport business: Mobility access, safety, air quality

• Financial services: Economic empowerment, financial inclusion

• Technology: Digital divide, education access, productivity

Your core impact should connect to your business naturally, not be bolted on.

Step 2: Integrate Impact into Business Model

Not: Make profit, then use some for charity Instead: Design business model where impact and profit reinforce each other

Questions:

• How can serving underserved populations create business value?

• Can stakeholder empowerment (employees, suppliers, community) strengthen business?

• Does environmental responsibility create operational advantages?

• Can transparency and education build customer trust?

Step 3: Measure and Communicate

Track both:

• Financial metrics (revenue, margins, growth)

• Impact metrics (people served, lives affected, problems solved)

Report regularly:

• Internal: Team sees how their work creates impact

• External: Stakeholders understand your model and results

Be honest:

• Share successes and challenges

• Admit trade-offs and limitations

• Show learning and evolution

Step 4: Embed in Culture

Make impact core to identity:

• Hiring: Assess values alignment

• Training: Teach impact alongside skills

• Recognition: Celebrate impact achievements

• Decision-making: Consider impact in strategy

Create rituals:

• Regular site visits to see impact firsthand

• Team involvement in community projects

• Customer and beneficiary stories shared internally

• Impact reviews alongside financial reviews

Step 5: Build Accountability

Commitments:

• Public goals for impact metrics

• Regular reporting on progress

• Mechanisms to course-correct when falling short

Governance:

• Board-level attention to impact (if you have a board)

• Impact considered in major decisions

• Budget allocation that protects impact work

Step 6: Evolve and Learn

Social impact is a journey:

• Start where you can, even if small

• Learn from what works and doesn't

• Expand as business grows

• Stay humble and open to feedback

Connect with others:

• Learn from other impact-driven businesses

• Share your approach openly

• Contribute to ecosystem of purpose-driven business

The Broader Movement: Business as Force for Good

Skysail's approach is part of a larger movement redefining capitalism:

From: Shareholder primacy, profit maximization To: Stakeholder capitalism, shared value creation

This movement includes:

• B Corps: Certified benefit corporations balancing profit and purpose

• Social enterprises: Businesses primarily focused on social/environmental missions

• Impact investing: Capital specifically seeking social/environmental returns alongside financial

• ESG integration: Environmental, Social, Governance factors in all investment

• Stakeholder governance: Boards considering all stakeholders, not just shareholders

In Africa specifically:

• Businesses addressing development challenges through market-based solutions

• African entrepreneurs building locally-rooted, socially-conscious companies

• Recognition that sustainable development requires business engagement

What excites me:

• Proving that purpose-driven business can be profitable and competitive

• Contributing to redefinition of business success beyond just financial returns

• Building models that other African businesses can learn from and adapt

The Vision: 10 Years from Now

When I imagine Skysail in 2035, here's what success looks like:

Financial Success:

• Multi-country regional presence

• $20-30M annual revenue

• Profitable, sustainable, growing

• Valuable enterprise creating wealth

But also:

Social Impact:

• 50,000+ families in quality housing through our materials and education

• 500+ trained, empowered fundis with increased livelihoods

• 1,000+ jobs created (direct and indirect)

• 100+ community facilities improved

• Measurable health, economic, and environmental benefits across Lake Basin and beyond

Industry Leadership:

• Setting standards for quality and sustainability in East African roofing

• Model that other construction companies study and replicate

• Advocacy shaping policy toward better housing standards

• Voice in regional development conversations

Personal Legacy:

• Built something meaningful that outlasts me

• Contributed to improved quality of life for thousands

• Demonstrated that business can be force for good

• Inspired others to integrate profit and purpose

That's success as I define it.

The Invitation: Join the Movement

Whether you're a business leader, investor, employee, or consumer:

For Business Leaders:

• What social or environmental issue connects to your business?

• How could addressing that issue strengthen your competitive position?

• What would a purpose-driven version of your business look like?

For Investors:

• Seek out and support businesses creating shared value

• Accept that impact and returns can coexist

• Use capital to encourage purpose-driven business models

For Employees:

• Choose employers whose values align with yours

• Advocate for social responsibility in your organization

• Recognize that meaningful work is valuable beyond compensation

For Customers:

• Support businesses that create value beyond their products

• Recognize and reward companies doing right by stakeholders

• Understand that sometimes price reflects values worth paying for

Conclusion: Profit and Purpose Are Not Opposites

When people ask me, "Isn't all this social impact stuff a distraction from building a profitable business?" I tell them:

No. It's the strategy for building a sustainably profitable business.

Our social impact isn't charity. It's not an afterthought. It's not guilt-driven "giving back."

It's the core of our competitive advantage:

• Differentiation in commodity market

• Lower customer acquisition costs

• Stronger talent attraction and retention

• Community support and goodwill

• Long-term resilience and sustainability

And yes, it's also deeply fulfilling. Building something that creates wealth while improving lives, empowering people, and strengthening communities—that's a career worth having.

The choice isn't profit vs. purpose.

The choice is: Will you build a business that extracts value or one that creates it?

At Skysail, we're proving every day that you can do both—and that doing so isn't just possible, it's the path to more sustainable success.

That's building beyond profits.

That's business as a force for good.

And that's the future I'm working toward.