Podcast: How to Rebuilt ASAP Commercial Doors Into a Multi-State Growth Business
In 2016, Tasha Roberts was working in corporate finance when her parents were in a motorcycle accident that left them unable to work. Her parents, Mark and Rochelle, had founded ASAP Commercial Doors in Phoenix in 1999. The company was 17 years old. Tasha had not been part of it. But when the situation required someone to step in, she quit her job and stepped in.
She became the official owner in 2021 and started making significant changes: a full rebrand, a nearly complete team overhaul, and eventually the launch of a second location in Charlotte, North Carolina. Last year, the company grew 40 percent.
On a recent episode of Everyday Excellence, Todd Baldwin sat down with Tasha for a conversation covering the culture reset that made that growth possible, the trust lesson she learned by moving across the country from her own team, the marketing channels that are working in commercial B2B, and her best advice for anyone thinking about starting a commercial service business.
A 26-Year Company Rebuilt From the Inside Out
ASAP Commercial Doors handles all things commercial: roll-up doors, storefront, interior doors, hardware, and automations including automatic doors. Its clients are primarily property managers, general contractors, and facility management teams, keeping commercial buildings safe and compliant. The company has served the Phoenix metro since 1999, and the Charlotte location now covers all of North Carolina and South Carolina.
When Tasha took over officially in 2021, she inherited a company with legacy and history but also with the wrong team in place. What followed was essentially a full rebuild: new core values, a new hiring process built around those values, and a patient effort to find people who aligned with the direction she wanted to take the business.
The one exception: a single employee who had been with the company for 20 years. Everyone else turned over. Tasha does not frame this as a loss. It was a correction. “Strong individuals attract other strong individuals.” Once the culture was established and the right people were in, referrals started filling the team. Half of the current staff came in through people already there. The 40 percent growth year came after that.
As a woman-owned business in the construction sector, ASAP also carries a certification that opens doors that some competitors cannot access. Government contracts, Air Force base work, and diversity-focused procurement opportunities have all benefited from the designation. In an industry where women-owned companies remain uncommon, the differentiation is real and visible.
What They Tried: Fast Growth Before the Right Team Was in Place
Tasha describes attempting to grow quickly before the right team was in position. The results were predictable. Operations began slipping. Quality was inconsistent. The destination was clear but the people on the vehicle were not headed there with her.
The turnover that followed was not an accident or a failure but a necessary course correction. Building toward growth without a culturally aligned team is not a sustainable model, and the experience of watching things break in the early push taught Tasha the lesson that shaped everything that came after.
The expansion to North Carolina added another dimension. Moving across the country and physically separating herself from the Phoenix operation required something she had not fully needed before: the ability to delegate. For years, she had been doing everything herself. Suddenly the business depended on whether she had the right people in the right seats, whether she trusted them enough to let go, and whether those people would uphold the standard when she was not physically present.
That process, uncomfortable and ongoing, produced the general manager in Arizona who is now her right hand on that side of the country, bought into the vision and capable of maintaining it without her oversight.
What’s Working Now: Core Values, Multiple GBPs, and a Proactive Lead System
The culture at ASAP is built around its core values and maintained through consistent reinforcement. New hires are evaluated not just on technical fit but on values fit, explored extensively in the interview process. Monthly recognition events highlight employees who demonstrated a specific value. When performance issues arise and someone has to be written up, Tasha ties the conversation back to which core value was broken. The team knows them, lives by them, and understands that discipline and recognition both flow from the same source.
On the marketing side, ASAP runs a multi-channel approach designed to serve the commercial B2B space, where Google PPC is expensive but necessary because that is where the buyers are. Rather than simply accepting that cost, Tasha’s strategy is to use other channels to reduce the dependency on paid search over time.
Local SEO has been producing strong results. Multiple Google Business Profiles are maintained across the geographic areas ASAP wants to serve, with resources actively building out each profile’s relevance and credibility in that area. The approach requires ongoing investment but has generated a consistent stream of high-intent inbound leads. Email and text marketing, run alongside in-house Meta ads, round out the channel mix.
When leads come in, a triage system determines which get prioritized and which can wait. Every incoming call is assigned a level, and the team knows the protocol when volume spikes. The system prevents the reactive scramble that breaks service quality during busy periods and keeps response times where commercial clients expect them to be.
The Lesson: Delegate Early, Demand Communication, and Start With Service
The delegation lesson is one Tasha describes with full ownership of how long it took her to learn it. Before the North Carolina move, she was doing too much. Being present in Phoenix and physically managing everything meant the team never had to build real accountability. Moving forced the issue. She had to give her power away, as she puts it, and find out quickly who was actually capable of holding it.
The agency frustration she describes reflects the same pattern. Her biggest complaint about the digital marketing agencies she has worked with is that the relationship becomes reactive rather than proactive. “My biggest frustration has been me having to coach my digital agency instead of them coming to me with suggestions and solutions.” An agency that disappears after onboarding, waits for the client to notice problems, and only responds when pushed is not adding value. The vendors she wants in her corner are the ones who bring ideas, surface issues before they escalate, and treat the relationship as a genuine partnership.
Communication is her standard for every vendor. Any partner that does not communicate well is a partner she does not keep, because in commercial service, the margin for error is small and client expectations are high.
Her advice for anyone starting a commercial service business today: resist the pull of the big GC contracts. New construction installs look exciting because the revenue numbers are large. But the cash flow is slow, the payment cycles are long, and the variables that can slow or derail a project are numerous. Service and maintenance work produces recurring revenue, shorter payment cycles, and the client relationships that lead to everything else.
At Everyday Media Group, Todd Baldwin and the team work with commercial service businesses like ASAP to build the local SEO, GBP strategy, and content foundation that produces the kind of inbound lead flow Tasha describes: high intent, commercially qualified, and consistent enough to reduce the dependency on paid channels over time.
Key Takeaways
- “You have to have the people or the growth will not happen in a healthy way.” ASAP grew 40 percent after the culture and team were rebuilt, not before. Pursuing growth with a team that is not aligned with the vision does not accelerate the business. It accelerates its breakdown. Getting the people right first is the prerequisite, not the plan for later.
- Strong individuals attract other strong individuals. Once the culture at ASAP was genuine and the right people were in it, referrals started filling the team. The same standard that keeps people accountable is the standard that makes the company worth joining. This is one of the most reliable recruiting strategies available to any growing business: be good, and let the team bring people who want to be around that.
- Start with service and maintenance before chasing installation contracts. Big GC contracts offer large revenue numbers but slow cash flow and high operational complexity. For a new commercial service business, recurring service and maintenance work builds the client relationships, the cash flow stability, and the operational competency that make everything else possible later.
About Tasha Roberts
Tasha Roberts is the owner and CEO of ASAP Commercial Doors, a commercial door service and installation company with locations in North Phoenix, Arizona and Charlotte, North Carolina. She took over the company in 2016 after her parents, who founded it in 1999, were injured in a motorcycle accident, and became the official owner in 2021. Under her leadership, ASAP has rebranded, rebuilt its team, expanded to a second state, and grown 40 percent year over year. The company is a certified woman-owned business and serves property managers, general contractors, and facility management teams across commercial real estate.
Find ASAP Commercial Doors at asapcommercialdoors.com or on Instagram and Facebook at @ASAPCommercialDoorsService.
Is Your Commercial Service Business Getting the Digital Support It Actually Deserves?
Tasha Roberts knows what it feels like to coach your own agency instead of being coached by it. Everyday Media Group works with commercial service businesses to build the local SEO, GBP strategy, and content foundation that brings qualified leads in without constant client-side management. If you want a digital partner who brings the ideas rather than waiting to be asked, schedule a conversation with Todd Baldwin and the team.
