How Do I Get My Roofing Sales Team to Sell Full-System Upgrades?

Full-system selling versus the alternatives most roofing shops try first

Before committing to the inspection-plus-tiers-plus-comp rebuild, it's worth being honest about the cheaper interventions most owners reach for first, because you have probably already tried one or two of them and watched them fade inside a month.

The pep-talk approach. Monday morning meeting, whiteboard, "we're leaving money on the table, everybody attach ventilation this week." Attach rate ticks up for eight to ten days and then reverts. The reason is mechanical, not motivational: nothing about the rep's day actually changed. Same inspection habits, same one-line proposal template, same commission percentage. You changed the exhortation, not the incentive gradient. Every consultant who has ever run a sales-effectiveness engagement in home services will tell you the same thing — behavior reverts to whatever the system rewards within about two pay cycles.

The product-training approach. Bring the GAF or Owens Corning rep in for a lunch-and-learn on underlayment classes and warranty tiers. This is genuinely useful and you should do it, but on its own it solves only the *knowledge* constraint. A rep who now understands synthetic underlayment perfectly well still won't present it if presenting it means a higher number against three competing bids and no additional commission. Training addresses "can't." Most attach-rate problems are "won't-because-it-doesn't-pay."

The mandate approach. "Every proposal must include the ventilation line." Compliance theater follows immediately: reps add the line, quote it high enough that the homeowner declines, and go back to the shingle-only close with a paper trail proving they offered. You've generated documentation, not margin. Mandates without measurement of *acceptance* — not just *presentation* — reliably produce this.

The hire-your-way-out approach. Recruit two experienced reps from a competitor who "already sell systems." Sometimes this works. More often the new hires regress toward your shop's norms within a quarter, because they're operating inside your comp plan and your proposal template. Culture is downstream of structure. Importing people into an unchanged structure imports them into the old behavior.

The price-increase approach. Just raise the shingle-only price so the margin problem solves itself. This fails against the market: roofing is one of the most bid-out home services in existence, homeowners routinely collect three to five estimates, and a naked price increase without a scope increase makes you the expensive version of the same product. You lose the deal and learn nothing.

The full-system rebuild is meaningfully harder than any of these — it touches the inspection checklist, the proposal artifact, the commission plan, and the weekly coaching cadence simultaneously. That's precisely why it holds. It changes the gradient rather than fighting it. And here is the adjacent observation worth carrying: this is not a roofing problem. HVAC shops selling IAQ accessories instead of bare box swaps, plumbing shops selling whole-home repipe versus spot repair, solar sellers attaching batteries and critter guard, even SaaS teams attaching implementation and premium support — it's structurally identical. The lesson generalizes: attach rate is a comp-and-artifact problem wearing a training-problem costume.

Why the shingle-only bid wins by default

Reps don't strip proposals because they're lazy. The stripped bid is the lowest-friction path to a commission check, and every pressure you haven't deliberately removed pushes them toward it.

Price anxiety in a comparison-shopping market. A rep who has lost three deals in a row learns to lead with the smallest defensible number to stay alive. The fastest route to a small number is shingles and labor. The full system gets dropped not from disbelief but from anticipated flinch — the rep is pre-negotiating against a homeowner objection that hasn't happened yet.

Cognitive load. Presenting a full system means explaining underlayment classes, ice-and-water coverage zones, net free ventilation area, and warranty tiers — a real fifteen-minute conversation requiring technical fluency. Presenting shingles means color and price, roughly four minutes. Under time pressure and with three more appointments booked, reps default to the pitch they can deliver confidently. This hits newer reps hardest, which means your attach rate silently degrades every time you grow headcount.

Misaligned comp. If a rep earns the same percentage of gross regardless of what's in the job, and the stripped deal closes faster, then on a dollars-per-selling-hour basis the stripped deal is the *rational* choice for the rep even though it's the worst outcome for the company. Most flat-percentage plans reward speed to signature over completeness of assembly. Reps optimize the plan you wrote, not the plan you meant.

No visibility into the gap. Ask a random rep, right now, what their ventilation attach rate was last month. Most shops can't answer that at the company level, let alone per rep. Unmeasured means unmanaged, and the rep genuinely doesn't know they're leaving the entire back half of the assembly — and a substantial share of gross profit — on the table every single week. This is where a light RevOps discipline earns its keep in a trade business: define the metric, instrument it in the CRM, publish it.

There's a fifth pressure worth naming because it's the one owners resist hearing: the estimate template itself. If your proposal software emits a single total with an optional add-ons section at the bottom, the artifact is doing the stripping for you. Reps present what the document is shaped to present.

What the full system actually includes

You cannot train or comp on the full system until every rep shares one concrete definition. A homeowner thinks a roof is shingles. A professional knows it's a layered assembly, and each layer is a legitimate line to inspect, justify, and sell.

Deck and decking repair. Sheathing, usually plywood or OSB. Reroofs routinely uncover soft, delaminated, or rotted decking around penetrations and valleys. Replacing it isn't an upsell trick — leaving it is a callback with a delay fuse. Price a per-sheet allowance transparently and show the homeowner the number before the tear-off so it never reads as a surprise change order.

Underlayment. The layer over the deck. Traditional felt is steadily being displaced by synthetic underlayment: lighter, tougher, more tear- and water-resistant. This is the easiest base-versus-better distinction to sell because the performance difference is real, visible, and explainable in one sentence.

Ice-and-water shield. Self-adhering waterproof membrane at eaves, valleys, and penetrations, stopping ice-dam and wind-driven-rain intrusion. In cold climates it is frequently required by code — the International Residential Code specifies an ice barrier in regions with a history of ice damming. That converts it from an upsell into a compliance item no rep should ever omit, which is a much stronger selling position.

Ventilation. The single most under-sold and most valuable component. A balanced system pairs intake (soffit vents) with exhaust (ridge vents), sized to attic floor area. Inadequate ventilation cooks shingles from below, contributes to ice damming and attic moisture, and can void manufacturer coverage outright. Reps who learn the net-free-area math on site can justify a ridge-and-intake upgrade on the large majority of older homes.

Flashing and edge metal. Drip edge, step flashing at walls, valley metal, chimney and pipe flashing. Aged flashing is a leading leak source, and "reuse the existing flashing" is exactly the corner a cheap competing bid cuts. Reps should photograph tar-patched flashing every single time — it's the most persuasive image in the folder.

Gutters and guards. Frequently installed by the same crew during a reroof while access is already staged. A natural attach with real labor efficiency behind it, which means you can price it competitively and still make money.

The manufacturer warranty tier. The linchpin. Major manufacturers — GAF, Owens Corning, CertainTeed, IKO — offer enhanced system warranties (GAF's Golden Pledge, Owens Corning's Platinum, CertainTeed's SureStart PLUS) that activate only when a certified contractor installs the full complement of that manufacturer's matched components. You literally cannot deliver the strongest warranty on a shingle-only job. That's the cleanest possible reason the system must be sold as a unit.

Once a rep internalizes that a roof is seven layers plus a warranty rather than one product, "upgrade" reframes as "installing the roof correctly." That's dramatically easier to say and dramatically harder for a low-baller to compete against.

How to choose your sequence — which lever to pull first

You cannot rebuild inspection, proposal, and comp in the same week without breaking something. The choice of first lever depends on where your specific constraint sits, and diagnosing that honestly takes about an hour with your CRM data.

If close rate is healthy but average job value is flat, your constraint is the *artifact*. Reps are winning deals; the deals are just thin. Start with the three-tier proposal template. It's the cheapest change — a document redesign, not a plan renegotiation — and it moves average job value within one selling cycle.

If close rate is low and job values are also low, your constraint is the *inspection*. Reps are showing up as quoters and getting treated as quoters. Start with the diagnostic checklist and attic-entry requirement. This takes longer to show up in revenue (four to eight weeks) because it's a skill build, but nothing downstream works without it.

If reps demonstrably know the system and present it but acceptance is poor, your constraint is either *tier structure* (no recommendation, so homeowners default to cheapest) or *comp* (reps present without conviction because they're indifferent to the outcome). Ask two reps privately whether attaching ventilation is worth the extra thirty minutes. Their answer tells you which.

If tenured reps are your worst attach performers, your constraint is *comp*, unambiguously. Tenured reps have the most refined sense of effort-to-payout ratio. When your best-informed people optimize away from the system, the plan is telling them to.

The sequencing rule underneath all four branches: fix the constraint that is currently binding, ship it, measure for one full cycle, then move to the next. Shops that rebuild everything simultaneously can't attribute what worked, and when results wobble in week three they roll all of it back.

The inspection-first process that surfaces the upgrade

The highest-leverage single change is moving the diagnosis before the pitch. When reps lead with a thorough documented inspection, the full-system upgrade stops being something the rep pushes and becomes something the roof condition demands.

Book an inspection, not an estimate. A rep who says "I'll come give you a quote" has already framed the visit as a price event and will be judged on price. A rep who says "I'll run a full inspection and show you exactly what your roof needs and why" has framed it as a diagnosis. This one sentence lowers price anxiety on both sides of the conversation, and it costs nothing to change.

Run a fixed checklist, roof and attic. Standardize so every rep documents the same items every time: shingle condition and granule loss, decking soft spots, existing underlayment type, ice-and-water presence at eaves and valleys, flashing age and type at walls, chimney, and penetrations, and attic ventilation. Going into the attic to photograph blocked soffits, insufficient intake, or moisture staining is the single behavior that separates a professional from a color-and-price salesperson. Make attic entry non-optional and track it as a field in the CRM.

Do the ventilation math out loud. Attic ventilation is sized by net free area relative to attic floor area — the common design ratios are one square foot of net free vent area per 150 square feet of attic, or 1:300 with a balanced, vapor-controlled assembly. A rep who measures the attic, counts existing vents, and says "you're short on intake, which is why the south slope aged faster than the north" has justified a ventilation upgrade with arithmetic instead of opinion. Homeowners argue with opinions. They rarely argue with a tape measure.

Document with photos and short video. Homeowners cannot see their own roofs. Photo evidence of the rotted decking, the tar-patched flashing, the bare valley with no membrane — that evidence *is* the upsell. It relocates the conversation from "your price is high" to "look at what's actually up there." Two minutes of phone video walking the ridge outperforms any brochure ever printed.

Translate findings into consequences, then options. Each finding maps to a consequence — leak risk, warranty void, code non-compliance, premature failure — and each consequence maps to a tier. The rep isn't adding ventilation; the rep is solving the reason the previous roof failed nine years early.

A practical operations note: build the checklist into whatever your reps already carry. If they're on a roofing CRM with a mobile inspection module, configure it there. If they're on paper, a laminated card beats a beautiful system nobody opens on a ladder. The discipline matters more than the tooling, and adjacent trades prove it — the HVAC shops with the highest IAQ attach rates are almost always the ones running a mandatory static-pressure reading, for exactly the same reason.

Packaging tiers reps can actually sell

Even a superb inspection fails if the rep hands over one take-it-or-leave-it number, because that forces a yes/no decision where "no" is always cheaper. Tiered presentation shifts the homeowner from *whether* to spend toward *which* system to buy.

Structure tiers by scope, not by discount. The tiers must differ by what's installed, never by how much you shave:

• Good (base, code-minimum): Quality architectural shingles, synthetic underlayment, code-required ice-and-water, new drip edge, standard workmanship warranty. This is a complete, honest roof — never a deliberately crippled decoy, because your crews have to install it and your reps have to sell it without flinching.
• Better (full system plus enhanced warranty): Everything in Good, plus balanced ridge-and-intake ventilation, ice-and-water extended to valleys and penetrations, new step and wall flashing, and the manufacturer's enhanced system warranty. This is the tier you want most homeowners to buy, so present it as the recommended, best-value option.
• Best (premium): Everything in Better, plus premium or designer shingles, or impact-resistant Class 4 shingles that can earn insurance premium discounts in hail regions, upgraded gutters and guards, and top-tier warranty coverage. This closes genuinely premium buyers and makes Better feel reasonable by comparison.

Anchor high, recommend the middle. Presenting Best first sets a reference point that makes Better read as sensible. Reps should explicitly recommend — "for a house this age with this ventilation situation, this is what I'd put on my own home" — rather than leaving the homeowner to sort it out. An explicit recommendation moves middle-tier take rate far more than an extra column of features does.

Make the warranty the hero. The cleanest differentiator between Good and Better is that the enhanced manufacturer warranty *requires* the matched system. "The only way I can register you for the non-prorated system warranty is to install the matched components — that's what unlocks it." The upgrade reframes as accessing a benefit rather than paying for extras.

Show monthly alongside total where financing exists. A full-system delta feels enormous as a lump sum and modest as a monthly difference. If you offer financing, present tiers with both figures. Present terms honestly — real APR, real duration, no fabricated "special." Nothing torches a roofing brand faster than financing that reads differently on the paperwork than in the driveway.

Standardize the artifact. Every rep presents from the same three-tier template, the middle tier is always flagged recommended, and no rep can quietly revert to a one-line bid. Consistency in the document is what makes the technique survive across a whole team and across new hires. This is the same reason SaaS teams standardize quote templates rather than trusting each AE to construct a good one — the artifact enforces what the meeting can't.

Costs, timelines, and what to expect

Owners want a number before they commit. Here is an honest accounting of what this rebuild actually costs and how long each piece takes to show up in results.

Direct cost is low; opportunity cost is the real expense. The proposal template rebuild is a few days of work in your existing estimating software, or a modest fee if you have someone build it. The inspection checklist is a document. Manufacturer certification for enhanced warranties carries training and volume requirements that vary by program — check directly with GAF, Owens Corning, CertainTeed, or IKO for current terms rather than assuming. The expensive part is selling time: a diagnostic inspection with attic entry and photo documentation runs meaningfully longer than a quote, often forty-five to ninety minutes versus twenty. That's fewer appointments per rep per day, and you need to be willing to trade appointment volume for job value.

Timeline by lever. The proposal template shows up fastest — average job value typically moves within one selling cycle, since the change is in the room immediately. Comp changes take a full pay cycle before reps trust the new math and a second before behavior settles; expect roughly sixty days before you can read the signal cleanly. The inspection skill build is slowest: four to eight weeks of ride-alongs and reps missing steps before it becomes automatic. Scorecard publishing produces a fast, uncomfortable spike of attention in week one and steady behavior change from about week three.

Expect a temporary dip. Close rate usually sags for two to four weeks as reps fumble the longer conversation. This is the moment owners abandon the initiative. Hold the line and tell the team in advance that the dip is expected — naming it beforehand converts it from evidence of failure into a predicted milestone.

What to measure, in order. Presentation rate first (did the rep offer all three tiers?), then acceptance rate per tier, then attach rate per component (ventilation, ice-and-water upgrade, enhanced warranty registration, gutters), then average job value, then gross profit per job. Measuring gross profit alone hides which lever moved. Measuring presentation alone rewards compliance theater. You need the full chain to know where the funnel leaks.

Second-order effects worth anticipating. Callback and warranty-claim rates should decline as fewer roofs go on over failing flashing and starved ventilation — that's real money back to the P&L, usually visible over a season rather than a month. Crew scheduling gets slightly harder because full-system jobs run longer and consume more material SKUs; loop your production manager in before you turn on the comp change, not after. Reviews often improve, since homeowners who received a documented diagnosis feel differently about the company than homeowners who received a number. And expect one or two reps to leave — typically the highest-volume, lowest-attach ones. That's the system working, not breaking.

Comp plans and scorecards that reward the whole system

You can train reps beautifully and still watch them sell stripped deals if the paycheck rewards signatures over systems. Comp and a visible scorecard are the decisive levers.

Pay on margin or components, not flat gross. A flat percentage of contract value treats a full system as merely "bigger," when in fact it typically carries better margin, not just more revenue. Two structures fix this. First, tiered commission on gross profit rather than revenue, so reps feel the margin the system adds directly in their check. Second, component spiffs paying extra for ventilation attach, enhanced-warranty registration, and gutter attach on top of the base rate. The first is cleaner and harder to game; the second is easier to implement mid-year without renegotiating everything, and easier for reps to understand on day one. Many shops run both — gross-profit base with a small spiff layer on the two components they most want to move this quarter.

Build a weighted multi-KPI scorecard. Comp handles money; the scorecard handles behavior and coaching. List the eight or nine things a complete rep produces — shingle tier, ventilation attach, underlayment and ice-and-water upgrade, gutters, enhanced-warranty attach, financing attach, average job value, and inspection-to-close activity — then assign each a weight with leadership and score each rep one through five per line. The composite is the sum of weight times level across every KPI. Weight system attach and average job value heaviest, because that's the margin separating a profitable roof from a race to the bottom.

A high-volume rep can score low, and that's the point. A rep who is a five on raw volume but a one on system attach lands a low composite, because the heavily weighted lines are exactly the ones being neglected. The matrix makes that gap impossible to hide and converts it into an obvious coaching move: "you're closing plenty — ventilation attach is what's holding your number down." That's a far more useful conversation than "sell more."

Publish it. The scorecard only changes behavior if every rep sees their own levels and the distance to the next one. Publishing creates healthy transparency, removes any suspicion that scoring is arbitrary, and lets reps self-correct without a manager hovering. Pair it with a weekly one-on-one where manager and rep look at the same numbers on the same screen.

Keep it re-weightable. Priorities move. A hail season makes impact-resistant shingles and insurance-supplement selling suddenly central. A new manufacturer certification makes enhanced-warranty attach the priority for a quarter. A financing-partner change shifts the financing weight. Because the weights are yours, you re-weight and the team re-aims the next day — the composite formula stays constant, only the weights move. Quarterly re-weighting with event-driven exceptions works for most shops; re-weighting monthly prevents anyone from building momentum on any single behavior.

Coach the objection. The most common objection is price. Coach reps to answer with scope and lifespan, never discount: "their number is lower because it's shingles over your existing flashing and a ventilation system that's already failing — mine includes the ventilation fix, new flashing, ice-and-water in the valleys, and the registered system warranty." Reps who hold that line without collapsing into a stripped bid are exactly what the comp-and-scorecard machine exists to produce.

Implementation and handoff details

Rollout sequence and ownership are where most of these initiatives die. Here's the handoff structure that survives contact with a real shop.

Week one — instrument before you change anything. Add the fields you'll need to the CRM: attic entered yes/no, tiers presented, tier accepted, ventilation attached, warranty registered, gross profit per job. You cannot measure improvement against a baseline you never captured, and reps will dispute results from memory unless you have the before-numbers in writing.

Weeks two and three — ship the artifact. Build the three-tier proposal template, flag the middle tier recommended, and lock the ability to send a one-line bid. Train on the document itself, not on the philosophy behind it. Reps adopt a form far faster than they adopt a concept.

Weeks two through eight — build the inspection skill. Ride-alongs, one rep at a time. The sales manager owns this and it is not delegable to a peer rep, because peer coaching on a skill nobody has mastered yet just propagates shortcuts. Score each ride-along against the checklist and hand the rep the scored sheet the same day.

Week five or the start of the next pay period — change comp. Announce the plan with worked examples showing a rep's actual prior-month jobs recalculated under the new plan. Never announce a comp change in the abstract; show three real deals and what each would have paid. Ambiguity in a comp announcement is read as a pay cut regardless of intent.

Week six onward — publish the scorecard weekly. Same day, same format, no exceptions. Consistency of publication matters more than sophistication of the metric.

Ownership map. Sales manager owns the inspection standard and weekly scoring. Owner or GM owns the weights and the comp plan. Whoever runs your CRM — even if that's a part-timer — owns field definitions and report accuracy; this is where a little RevOps thinking pays off disproportionately in a trade business, because a metric nobody trusts is a metric nobody acts on. Production manager owns capacity planning for longer job durations. If one person holds all four hats, sequence the levers further apart, don't compress them.

Handoff to production. Full-system jobs carry more SKUs and longer durations. Give production a two-week lead on the change and a standing weekly sync during rollout. Nothing kills a system-selling initiative faster than sold ventilation upgrades that don't get installed correctly, because the first warranty-registration failure teaches every rep that the upgrade is a liability.

Handoff to the next owner of this process. Document the weights, the KPI definitions, and the scoring rubric in one page. If the sales manager leaves and the rubric lives in their head, attach rate reverts within a quarter — which is the same failure mode as the pep-talk approach, just delayed.

Related questions

How long before attach rate actually moves?

Presentation rate moves in days. Acceptance and attach rate move over roughly 30 to 60 days, once reps trust the comp math and get fluent in the longer conversation. Gross profit per job follows attach. Expect a temporary close-rate dip in weeks two through four.

Should I change comp and the inspection process at the same time?

No. Ship the proposal artifact first, build inspection skill over several weeks, then change comp at a clean pay-period boundary. Simultaneous changes make attribution impossible, and when results wobble you won't know which lever to adjust versus roll back.

Does this work for insurance and storm-restoration work too?

Partly. Scope is constrained by the carrier's approved estimate, so the tier conversation shifts toward supplements, code upgrades the carrier owes, and homeowner-paid betterments like impact-resistant shingles or ventilation. The diagnostic inspection matters even more, since documentation drives supplement approval.

What if my best rep refuses to change?

Show them their own composite score and the gross profit per job gap against the top attacher. If they still refuse after a full pay cycle under the new plan, they're optimizing for a plan you no longer run. Some high-volume, low-attach reps will leave — that outcome is expected.

Do small shops with three reps need a scorecard?

Yes, and it's easier. With three reps you can score by hand in fifteen minutes weekly. The value isn't the software — it's the shared, published definition of what a complete rep produces and where each person currently sits against it.

FAQ

What counts as a full-system upgrade versus a shingle-only job?

A shingle-only job replaces the visible shingles and does the minimum around them. A full-system upgrade addresses the whole assembly: quality shingles, synthetic underlayment, code-required ice-and-water shield at eaves and valleys, balanced ridge-and-intake ventilation, new flashing and drip edge, any needed decking repair, frequently gutters, and — the linchpin — a manufacturer enhanced system warranty that activates only when the full set of matched components is installed by a certified contractor. The assembly is where both the homeowner's real protection and the contractor's margin live.

Why does a high-volume rep sometimes score poorly on the matrix?

Because raw volume is only one KPI and usually not the heaviest one. A rep who signs many stripped deals but rarely attaches ventilation, enhanced warranties, or upgrades scores low on the heavily weighted system-attach and average-job-value lines, which drags the composite down. That's intentional. It surfaces precisely where the rep is leaving margin on the table and converts a vague "sell more" into a specific, coachable gap with an obvious next action.

How do I handle "the other guy is cheaper" without discounting?

Reframe from price to scope and lifespan. The cheaper bid is almost always cheaper because it omits something — reused flashing, no ventilation correction, minimal ice-and-water, no enhanced warranty. Coach reps to itemize what their system includes and what the failure consequence of omitting each piece is: leaks, premature shingle failure, voided coverage, code non-compliance. Selling a complete roof against an incomplete one is a far stronger position than shaving your own number to match an inferior scope.

Won't pushing upgrades feel pushy and hurt close rates?

Not when the upgrade emerges from a genuine diagnostic inspection. When reps document real conditions — starved intake ventilation, rotted decking, missing membrane, tar-patched flashing — with photos and simple arithmetic, the upgrade reads as an honest answer to "what does my roof need," not a tactic. Tiered options further reduce pressure because the homeowner chooses which system rather than being pushed past a single yes/no price. Expect a short dip during the skill build, then recovery.

How should I change comp to reward full-system selling?

Move off a flat percentage of contract revenue, which treats every dollar identically regardless of margin. Two approaches work: pay commission on gross profit so reps feel the extra margin the system carries, or add component spiffs paying extra for ventilation attach, enhanced-warranty registration, financing, and gutters on top of the base rate. Pair either with a published weighted scorecard so the money and the coaching point in the same direction, and announce it with worked examples from real prior-month deals.

How often should I re-weight the scorecard?

Whenever a real priority shifts — commonly seasonally or per program. A hail event makes impact-resistant shingles and insurance-supplement work the priority. A new manufacturer certification makes enhanced-warranty attach central for a quarter. A financing-partner change moves the financing weight. The composite formula, weight times level summed across KPIs, never changes; you adjust weights, publish the update, and the team re-aims the next day. Quarterly with event-driven exceptions suits most shops — re-weighting monthly prevents momentum on any single behavior.

Sources

• National Roofing Contractors Association — industry standards and best practices: https://www.nrca.net
• GAF — roofing system components and enhanced warranty programs: https://www.gaf.com
• Owens Corning — roofing systems and contractor warranty programs: https://www.owenscorning.com/en-us/roofing
• CertainTeed — shingle systems, ventilation, and warranty coverage: https://www.certainteed.com/residential-roofing/
• IKO — roofing system layers and installation guidance: https://www.iko.com/na/
• International Code Council — International Residential Code, ice-barrier and roofing requirements: https://codes.iccsafe.org
• ENERGY STAR — attic ventilation and insulation guidance: https://www.energystar.gov/saveathome/seal_insulate/attic
• U.S. Department of Energy — attic ventilation and moisture control guidance: https://www.energy.gov/energysaver/weatherize

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