Storm Guard franchise unit economics
Storm Guard franchisees sell roofing, siding and gutter jobs one at a time into a territory measured in owner-occupied dwellings. Across 31 franchisees, split into the top and bottom 15%, the average job is $19,378.90, and setting that against each group’s dwelling count resolves the whole system into jobs a week, 5.6 at the top, 0.8 at the bottom.
- Primary source
- Storm Guard Franchise Systems, LLC, 2026 Franchise Disclosure Document
- Items read
- Items 5 and 6 for fees; Item 7 for cost to open; Item 19 for sales and any profit figure
- Population
- 31 of 35 locations
- Our calculations
- Marked on the page with an asterisk. Method
- Last reviewed
- 26 September 2026
Disclosure-based. Not a forecast, not an offer to sell a franchise, and not advice.
Average job size is $19,378.90, and a full profit and loss sits beside it. Divide one into the other and the system resolves into a weekly count: 5.6 jobs a week at the top 15% and 0.8 at the bottom. That is the whole distance between a $1,147,660 year and a $117,045 loss.
- The top 15% completes 5.6 jobs a week and the bottom 15% completes 0.8.292.5 jobs a year against 43.0, at an average job size of $19,378.90. The gap is 250 jobs, about five a week.
- $204,704 of the average $306,650 profit line is owner pay and one-off items added back.After every cost including the owner's own compensation, the average business left $101,946, 4.2% of income *.
- Revenue per owner-occupied dwelling runs $4.07 to $16.97 while territory size varies 1.63 times.So penetration.
- The contract requires $2,000,000 of gross sales from year three; the median franchisee bills $1,746,868.13 jobs short, and the royalty is then charged on $2,000,000 regardless.
- Required local advertising reaches $90,000 a year from year three.The median franchisee reports $42,948 of marketing spend, $47,052 under, with the shortfall payable into the brand fund.
How much does a Storm Guard franchise make?
The average Storm Guard unit reported $2,415,395 of revenue in the 2026 FDD, and the median reported $1,746,868. The brand’s disclosure document puts the profit line at 12.7% of revenue. Fees come off the top first, at about 7% of sales across royalty, brand fund and the rest of the stack. Revenue is not income. Rent, wages, cost of goods and the franchise fees all come out before an owner is paid. The figures for the highest-selling and lowest-selling businesses are below.
Jobs and territory
The whole system in jobs a week.
| Group | Income | Jobs a year | Jobs a week | Owner-occupied dwellings | Standard territories | Revenue per dwelling | Revenue per standard territory |
|---|---|---|---|---|---|---|---|
| Top 15% | $5,668,130 | 292.5 | 5.6 | 334,093 | 3.34 | $16.97 | $1,696,573 |
| Average | $2,415,395 | 124.6 | 2.4 | 255,894 | 2.56 | $9.44 | $943,905 |
| Median | $1,746,868 | 90.1 | 1.7 | 226,985 | 2.27 | $7.70 | $769,596 |
| Bottom 15% | $833,919 | 43.0 | 0.8 | 205,101 | 2.05 | $4.07 | $406,589 |
Income and dwelling counts are as the brand reported it; every other column is marked *.
250 jobs a year separate the top 15% from the bottom 15%. 292.5 against 43.0, about five jobs a week *. At $19,378.90 apiece that is $4,834,211 of income. Every other difference, from the 8.8 points of cost of goods to the $1,264,705 swing in profit, follows from those five jobs.
Revenue per dwelling runs $4.07 to $16.97, 4.2 times, while territory size runs 1.63 times. 205,101 dwellings at the bottom against 334,093 at the top *. The bottom group holds two full standard territories and works them at less than a quarter of the intensity the top group manages. Ground is plentiful here; the constraint is the selling.
The median franchisee earns $7.70 a year from each owner-occupied dwelling. Which makes the planning arithmetic simple: a standard territory of 100,000 dwellings produces $770,000 at the system median, $407,000 at the weak end and $1,697,000 at the strong end *. Multiply the dwelling count on offer by $7.70 before believing anything else.
The median franchisee completes 1.7 substantial jobs a week. 90.1 a year. Against a year-three requirement of $2,000,000 of gross sales, they need 13.1 more *, one extra job every four weeks. Stated that way, the gap between the median business and the contract is a scheduling problem.
The bottom 15% needs 60 more jobs a year to reach the $2,000,000 requirement. $1,166,081 of income *, more than doubling what they do now. For that group the requirement is the strategic question. The sales line they are already carrying at 16.5% of income says the organization to sell it is largely built.
Top performers
What separates the top Storm Guard performers
Storm Guard splits its locations into groups instead of publishing one average. The best group averaged $5,668,130 a year. The worst averaged $833,919. Both run the same brand, on the same agreement, paying the same fees. The middle location sold $1,746,868. The average was $2,415,395. More than half the system is below the number the brand quotes.
Decided before you open
- Trade area and site.A 6.8× gap between bands is not an operating gap. Catchment, daytime population and what sits next door set the ceiling before the first customer arrives.
- Territory, and how much of it is real.This model sells from a territory rather than a building. Two owners with the same brand and different ground are running different businesses, and density decides how much driving sits between jobs.
- What you spend to open.Opening costs $209,300 to $247,600, a 1.2× range inside one brand. The high end usually buys more capacity, so the cheapest build is not always the cheapest route to the top band.
- Lease economics.Occupancy cost ran 2.6% of sales in this filing. The rent does not fall when sales do, so the same lease is a far heavier line at the bottom of the system than at the top. That is how a weak site compounds into a weak profit line.
Live operating levers
- Cost of what you sell.Products and materials take 52.0% of sales, against 12.7% kept at the end. Buying terms, price discipline and waste are where this is won, and each of them compounds at volume. Small movements here move the result more than anything else, because nothing else in the structure is that large.
- Occupancy, the line that does not flex.Rent and building costs take 2.6% of sales here. Sales per square foot and the hours the space is earning are the only two ways to move it, because the rent itself is fixed at signing.
- Jobs, the operating driver.This model bills on jobs. Every job is won again, so the owner works on how many quotes turn into work and what the average job is worth when it does. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Service and retail mix.Attachment rate on retail, and the share of customers on the higher service tiers, lift what each hour earns without adding an hour or a room. It is the only lever that raises the ceiling without spending capital.
- Fees, and where the minimum bites.Fees run about 7.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Context you underwrite around
- The reporting screen.31 of 35 locations are behind these figures. Locations open less than the full year, brand-owned, or not meeting the reporting criteria are excluded, so the numbers describe locations that cleared that screen, not the system as a whole.
Profit and loss
What the profit line actually holds.
| Line | Average | Share * | Median | Top 15% | Bottom 15% |
|---|---|---|---|---|---|
| Income | $2,415,395 | 100.0% | $1,746,868 | $5,668,130 | $833,919 |
| Materials | $733,503 | 30.4% | $487,019 | $1,692,689 | $283,469 |
| Labor | $571,454 | 23.7% | $402,659 | $1,261,049 | $229,500 |
| Cost of goods sold | $1,257,035 | 52.0% | $896,296 | $2,819,955 | $488,487 |
| Gross profit | $1,158,360 | 48.0% | $781,300 | $2,848,176 | $345,433 |
| Royalty and brand development | $153,815 | 6.4% | $89,759 | $396,180 | $63,636 |
| Sales | $215,941 | 8.9% | $137,923 | $442,552 | $137,632 |
| Production | $90,176 | 3.7% | $75,014 | $169,147 | $30,699 |
| Marketing | $93,161 | 3.9% | $42,948 | $167,437 | $66,138 |
| General and administrative | $304,036 | 12.6% | $234,416 | $622,611 | $161,558 |
| Building costs | $62,852 | 2.6% | $42,898 | $147,917 | $36,722 |
| Other | $136,433 | 5.6% | $105,301 | $172,559 | $79,818 |
| Total expenses | $1,056,414 | 43.7% | $823,081 | $2,118,401 | $576,203 |
| profit plus owner compensation | $306,650 | 12.7% | $146,368 | $1,147,660 | −$117,045 |
| Residual after owner compensation * | $101,946 | 4.2% | n/a | $729,775 | −$230,770 |
| Owner-occupied dwellings | 255,894 | n/a | 226,985 | 334,093 | 205,101 |
Dollar figures are as the brand reported it; the share column and the residual row are marked *.
After every cost including the owner's own pay, the average business left $101,946. 4.2% of income *. The headline $306,650 is that residual plus $204,704 of owner compensation and one-off items added back, two thirds of the figure. Both numbers are useful, but they answer different questions. One is what the job pays an owner-operator, the other is what the business earns on its own.
The top 15% keeps $729,775 after owner pay; the bottom 15% loses $230,770. 12.9% of income against a negative 27.7% *. The lowest single franchisee reported a loss of $209,565 even on the add-backs basis, and the highest reported $1,210,313.
Cost of goods runs 52.0% at the average and 58.6% at the bottom 15%. Against 49.8% at the top. That 8.8-point range is worth $73,385 on the bottom group's own income *, more than half the distance between their loss and break-even. Buying and estimating discipline shows up here before anything else does.
Sales costs $137,632 at the bottom 15% and $137,923 at the median. Near-identical dollars on income of $833,919 against $1,746,868. So the bottom group is carrying a full sales organization on half the revenue, 16.5% of income against 7.9%. Bringing that line to the median share would save $71,752, which is 61% of their $117,045 loss *.
Supplier and manufacturer rebates averaged $42,723 a franchisee. 1.77% of average income, and 41.9% of the $101,946 residual *. The rebates are discretionary and most owners book them inside cost of goods. So anyone tracking gross profit without separating rebate income is measuring buying performance and negotiated rebates as one number.
General and administrative takes 12.6% of income and includes the owner's salary. $304,036 at the average, $622,611 at the top, $161,558 at the bottom. Since owner pay sits inside this line and is then added back above, an owner comparing their own G&A against these figures should confirm they are counting their own compensation the same way.
Fees & the minimum
A rate that falls and a minimum that holds.
| Measure | Detail |
|---|---|
| Royalty, $0 to $4,000,000 of annual gross sales | 6.25% |
| Royalty, $4,000,001 to $7,000,000 | 5.00% |
| Royalty, $7,000,001 to $10,000,000 | 4.00% |
| Royalty, above $10,000,000 | 3.00% |
| Brand development fee | 0.75% of gross sales |
| Annual royalty rebate, $1,000,001 to $2,000,000 of prior-year sales | 0.25% |
| Annual royalty rebate, $2,000,001 to $4,000,000 | 0.50% |
| Year 1 sales requirement | $1,000,000, else royalty of $62,500 * |
| Year 2 sales requirement | $1,500,000, else royalty of $93,750 * |
| Year 3 and beyond sales requirement | $2,000,000, else royalty of $125,000 * |
| Local advertising, year 1 / year 2 / year 3 and beyond | $30,000 / $60,000 / $90,000 a year |
| Technology fee | Up to $200 a month per territory, plus $12 a month per email address |
| Sales app | $29 a month per user |
Rates, requirements and fees are as the brand reported it; the dollar minimum royalties are marked. Applying the 6.25% first-group rate to each stated sales target.
The year-three requirement of $2,000,000 sits $253,132 above the median franchisee's income. Miss it and royalty is charged on $2,000,000 anyway, $125,000 against the $109,179 that 6.25% of actual sales would produce, an extra $15,821 and an effective rate of 7.16% *. The requirement and the minimum royalty are the same number seen twice.
Reported royalty and brand development runs 6.4% of income at the average and 7.6% at the bottom 15%. Against a published schedule of 6.25% plus 0.75%, which is 7.00% on the first $4,000,000. The bottom group pays the highest rate of the four and the median pays the lowest at 5.1%, a range the rebate program and differing agreement vintages would account for. A reason to model the published schedule.
Crossing $4,000,000 of annual sales cuts the marginal rate to 5%. The top 15% averages $5,668,130, so $1,668,130 of their sales sits in the 5% group, worth $20,852 against a flat 6.25% *. In jobs, reaching the group takes 206 a year, which is 4.0 a week.
The rebate pays 0.5% on sales between $2,000,001 and $4,000,000. Worth up to $10,000 a year, and it requires being current on every obligation with zero outstanding balance. That ties a real sum of money to administrative tidiness (reporting on time, paying on time) which is the cheapest money on offer here.
The minimum advertising charge.
| Group | Income | Marketing reported | Share of income | Requirement from year three | Difference * |
|---|---|---|---|---|---|
| Top 15% | $5,668,130 | $167,437 | 2.95% | $90,000 | +$77,437 |
| Average | $2,415,395 | $93,161 | 3.86% | $90,000 | +$3,161 |
| Median | $1,746,868 | $42,948 | 2.46% | $90,000 | −$47,052 |
| Bottom 15% | $833,919 | $66,138 | 7.93% | $90,000 | −$23,862 |
Income and marketing figures are as the brand reported it; the share and difference columns are marked *.
The median franchisee reports $42,948 of marketing against a mature requirement of $90,000. Less than half *. Some of that group will still be inside their first two years at the lower figure. Some spend sits in the sales line. But an owner past year two should read $7,500 a month as a minimum with collection behind it.
The bottom 15% spends 7.93% of income on marketing and the top 15% spends 2.95%. $66,138 against $167,437. The top group spends 2.5 times the dollars and less than half the percentage. Is what leverage on a fixed minimum advertising charge looks like. The requirement is the same $90,000 whatever the revenue behind it.
At the median, the minimum advertising charge plus the minimum royalty come to $215,000 a year. 12.3% of income *, against a residual profit line that the median column leaves at $146,368 before owner pay is added back. Both minimums arrive in the third year, and both are set in dollars.
The network and what it costs to open
A system holding at 35.
| Year | Start | Opened | Terminations | Non-renewals | Reacquired | Ceased, other | End | Transfers |
|---|---|---|---|---|---|---|---|---|
| 2023 | 38 | 0 | 4 | 0 | 0 | 0 | 34 | 1 |
| 2024 | 34 | 1 | 0 | 0 | 0 | 0 | 35 | 1 |
| 2025 | 35 | 0 | 0 | 0 | 0 | 0 | 35 | 1 |
As the brand reported it; every row reconciles exactly.
Zero departures in two consecutive years. After four terminations in 2023 took the system from 38 to 34. A network of 35 businesses that kept every one of them across 2024 and 2025 is unusual. It matters here because the reporting population is small enough that a single exit would move every average on this page.
Three agreements sit signed and unopened against zero projected openings. One opening in three years. This is a system consolidating, which for an existing owner means the territory next door is more likely to stay unsold than to arrive as a neighbor.
One business transfers a year. The transfer fee is $12,500 to a new franchisee and $2,500 to an existing one, a fifth of the price. A clear signal about who the franchisor prefers as a buyer. An owner planning an exit should read that gap as part of the valuation conversation.
Buying the ground.
| Item | Low | High |
|---|---|---|
| Additional funds, three months | $75,000 | $75,000 |
| Initial franchise fee | $65,000 | $65,000 |
| Opening package | $40,000 | $50,000 |
| Furniture, fixtures and equipment | $10,000 | $15,000 |
| Professional fees | $5,000 | $7,500 |
| Travel and living while training | $4,000 | $7,000 |
| Vehicles | $4,000 | $7,000 |
| Insurance deposits | $3,000 | $5,000 |
| Licenses, certificates and permits | $0 | $5,000 |
| Building work | $0 | $4,000 |
| Rent deposits | $1,500 | $3,000 |
| Additional signage, equipment and supplies | $1,000 | $2,000 |
| Dues and subscriptions | $500 | $1,500 |
| Utility deposits | $300 | $600 |
| Total | $209,300 | $247,600 |
As the brand reported it, reordered here by size.
The build is 0.12 to 0.14 times the median franchisee's income. $209,300 to $247,600 against $1,746,868 *. Among the lightest entry prices in this library relative to revenue, because it has zero retail space, zero inventory and zero plant. The capital goes into fee, opening package and working cash.
$105,000 to $115,000 of the build goes to the franchisor. The $65,000 fee plus the $40,000 to $50,000 opening package, half of the whole range. The opening package covers signs, clothing, banners, door hangers, brochures, tarping equipment, a vehicle wrap, technology setup and an initial marketing campaign, so it is inventory and launch marketing.
A fifth territory costs $38,000 against $65,000 for a first. 42% less *. Set against the finding that the bottom 15% already holds 2.05 standard territories and works them at $4.07 a dwelling, cheaper ground is the easiest thing to buy here and the hardest to use.
Cash to run the business day to day is a flat $75,000 for three months. Which is $25,000 a month, against a mature advertising requirement of $7,500 a month and a minimum royalty that starts in year three. On a business where the median completes 1.7 jobs a week and collections follow insurance timelines, the three-month framing deserves testing against a slower start.
Questions we get asked
Questions owners ask.
What should a Storm Guard business be billing?
The 31 franchisees who traded the whole of 2025 and supplied usable data averaged $2,415,395 of income with a median of $1,746,868. The highest was $8,110,958 and the lowest $399,879, and 13 of the 31, 42%, reached the average. The top 15%, four businesses, averaged $5,668,130 and the bottom 15%, also four, averaged $833,919. Average job size was $19,378.90 excluding repair jobs under $2,000. That puts the average business at about 125 substantial jobs a year and the median at 90.
What does a Storm Guard profit and loss look like?
On average income of $2,415,395: materials $733,503, labor $571,454, cost of goods sold $1,257,035 (52.0%), gross profit $1,158,360 (48.0%). Then royalty and brand development $153,815, sales $215,941, production $90,176, marketing $93,161, general and administrative $304,036, occupancy cost $62,852 and other $136,433 for total expenses of $1,056,414. That leaves $306,650 of profit plus owner compensation, 12.7% of income. That last figure adds back owner-manager pay, spouse pay above $50,000 and $302,657 of one-off items across three franchisees. Before the add-backs the average business left $101,946, 4.2% of income. 11 of 31 reached the $306,650 average; the highest was $1,210,313 and the lowest a loss of $209,565.
What does the brand take?
Royalty runs on a de-escalating annual scale that resets each January. 6.25% to $4,000,000 of gross sales, 5% to $7,000,000, 4% to $10,000,000 and 3% above, collected weekly. A brand development fee of 0.75% sits alongside it. Minimum sales requirements of $1,000,000, $1,500,000 and $2,000,000 apply in the first, second and third-and-subsequent years. Missing one means royalty is charged on the target, $125,000 from year three. Local advertising must reach $2,500, $5,000 then $7,500 a month, with shortfalls payable into the brand fund. Technology costs up to $200 a month per territory plus $12 per email address, the sales app $29 a month per user, tarp rolls $1,250 each. The annual convention $2,000 per franchisee. An annual royalty rebate pays 0.25% on prior-year sales between $1,000,001 and $2,000,000 and 0.5% between $2,000,001 and $4,000,000, for franchisees current on every obligation.
How is the territory sized?
A standard territory holds 100,000 owner-occupied dwellings, counted by a third-party mapping service. The reporting franchisees held an average of 255,894 dwellings and a median of 226,985, so roughly two and a half territories each. Revenue per dwelling ran $4.07 at the bottom 15% to $16.97 at the top, with the median at $7.70. Makes a standard territory worth $770,000 a year at the system median. Multiple contiguous territories are discounted: $110,000 for two through $190,000 for five, against $65,000 for one.
Who does bookkeeping for a Storm Guard franchise?
Four things here make the close worth doing carefully. Royalty is collected weekly on a rate that steps down as the calendar year accumulates and resets every January. So the accrual rate changes mid-year and the last quarter of a strong year costs less than the first, worth modeling before it happens. The minimum sales requirement turns into a minimum royalty of $125,000 from year three. That has to be accrued from the point a year's pace suggests it will apply. The $7,500 monthly advertising requirement is collectible as a shortfall. Because canvasser pay and sales commissions sit in the sales line, whether a given cost counts toward the requirement is a classification question with cash attached. And supplier rebates, averaging $42,723 a franchisee, are usually booked inside cost of goods. That means gross profit blends buying performance with negotiated rebate income unless the two are separated. Underneath all four sits job-level costing against the $19,378.90 average job. Because at 52.0% cost of goods the difference between a good job and a bad one is most of the year's profit. Averan provides bookkeeping, controller, and fractional CFO support for franchise owners and has Certified QuickBooks ProAdvisors on the team.
Questions worth putting to Storm Guard
The filing answers what it answers. These are the gaps an owner or a buyer should close directly.
- Is the profit figure in Item 19 before or after owner pay, and how many locations sit below it?
- What separates the highest-selling locations from the lowest: trade area, years open, size, or the owner?
- How long does a new location take to reach the average you publish, and what does the build-up look like month by month?
- At what level of sales do the minimum charges stop applying and the percentage take over?
- How many Storm Guard locations closed, were sold, or changed hands last year, and why?
Run your own numbers.
The Franchise Finance Diagnostic runs the same checks on your own numbers. It scores where you stand and compares you with Item 19 of your brand’s FDD. It works out what one location earns and spends, and builds a 13-week cash forecast. Checks whether you are ready to open another one. It is free and it runs in your browser.
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