Panda Vision

Panda Exteriors

Panda Vision is the official podcast of Panda Exteriors, where we spotlight the people, projects, and passion that power our team. From rooftop stories and behind-the-scenes insights to conversations with team members who are shaping the future of roofing, siding, and solar, this show brings you closer to the heart of Panda. Each episode dives into the experiences of our crew—whether it’s learning from leaders who’ve been in the industry for decades, hearing about standout transformations on job sites, or celebrating the voices of new team members making their mark. Panda Vision isn’t just about what we build—it’s about who we are. Tune in to connect with the Panda family, discover what drives us, and see how we’re raising the standard in our industry and our community.

Episodes

  1. 09/11/2025 ·  VIDEO

    Tony Talks Talent

    [00:00:00] [00:00:00] Welcome to another episode of PandaVision. I'm your host Rob Winters and today I am joined by Tony Valenti, who is our talent interview. no, that is not right. who is our selection interview specialist, and that just made the blooper reel. All right, Tony, thank you so much for being here. [00:00:20] Thanks for having me. And for fixing my flub. Oh, God. [00:00:25] So we share an office hallway, so I kind of get to listen in a little bit on, you know, what goes on day to day. You definitely have what I would consider a job I can't do, but you seem very passionate about it, which I love. A lot of people I don't think get to see, you know, you behind the kind of behind the magic or behind the curtain. [00:00:54] So what's something that, you know, maybe other pandas would be surprised to learn about you. Well, I mean, I guess one kind of fun factoid, I'm a twin. I'm a twin sister named Tiffany. [00:01:08] She's two and a half minutes older and I was actually born with a tooth. So it's kind of like a fun fact that tends to either make people go interesting or hopefully not freak them out. That is kind of interesting that you actually were born with a tooth. [00:01:28] So I like that you came out biting. See, they thought I was going to be a twin, but I was just born really fat. So my poor mother. [00:01:39] OK, so you are the first point of contact for almost everybody coming into Panda. What is the secret or what is it that it takes for somebody to actually get through you and, you know, make it onto the team. Well, they have to have the drive for sales and the passion for sales and obviously wanting to really help people because that's what Panda is about is helping people. [00:02:08] So they have to check those boxes. They have to communicate well, present well. Would I open my door to this person I'm talking to. [00:02:18] And then through a series of interview questions, I peel away some layers. But one that I, you know, really look for someone who's an ideal team player. They're humble, they're hungry, they're people smart and they're coachable and even enthusiastic because we need to kind of have all those inside of one embodied in one person. [00:02:40] And I think they would probably be a really great fit if they can check all those boxes. Got it. And for a selection interview specialist, what does that all encompass. [00:02:53] Is it just the interviews or are you also having to go through the resumes and what does it all entail. Great question. It's going through the ATS or applicant system, Breezy, looking at resumes. [00:03:07] It's also doing some outsourcing on Indeed via Boolean searches and mining Indeed for some diamonds that might be out there in the rough. So that's usually like the first part of the process is that then reaching out and scheduling a phone screen or getting them on the phone and screening them right there to kind of make sure they're okay with the pay, responsibilities, day in the life, what it's like to be a BDR rep. And then from there, we schedule a video interview. [00:03:42] And that's when I get to really see the person, see how they present, how they're coming off vibe wise. And then just through the interview, be able to kind of deduce, is this person a panda or is this person not a panda. And of course, those who are not pandas, we refer to our competitors, I'm sure. [00:04:05] No, just kidding. Very good. So I know you guys have recently added some AI tools to your process, which I think is very cool. [00:04:15] Is that enhancing the process overall, making it easier or harder. What's that been like. Well, it's making it a lot easier, actually. [00:04:24] It's been pretty cool. They apply, they get pinged to sign up for the webinar. Ryan does an incredible webinar for them, great slides. [00:04:34] Then they're pinged to schedule an interview with me on video, schedule the interview on video, take them through it. And then at the end of the interview, have them meet with one of our directors and then see about bringing them on board to the team. It's been great because when it comes to the interview, they're texted about the interview being scheduled. [00:05:00] They're texted the morning of the interview, an hour before the interview, 30 minutes before the interview, 10 minutes, and then five minutes. So the constant reminders have been a huge help for people actually showing up to the interview. Pre the AI system, Camilla and myself and Oscar, we would text the candidates in the morning, hey, can't wait to meet with you, see you around this time or right before the interview just to confirm they would show. [00:05:31] And we were having some success with that, but we were still having a lot more, I think, people not show up. But with the new system, I've already seen a difference of people showing up for the interview. That's awesome. [00:05:47] Yeah, you can't really use the excuse, I didn't get the message. And if you did, it's like, well, you know, that's somebody who's not going to be a candidate. Exactly. [00:06:00] I like that. I also love automation. OK, so you are seeing a huge swath of people who I imagine come through from the good, the bad to the ugly. [00:06:12] What would be somebody who maybe you're talking to for the first time. Is there something that would stand out to be like, wow, this is somebody who's going to be a superstar. Like, is there a trait that you can identify or that you just kind of have a sixth sense for. [00:06:33] It's just since I've been doing this since 02 and recruiting in TA, and I think it's just it helps hearing them. I can hear things in their voice. So I know when someone's interest goes from 100 to zero. [00:06:48] So there's certain things I can pick up with my ears. It's even better when you're in front of the person because that's when it's raw. It's organic and there's no hiding. [00:07:01] And there have been some pretty interesting situations of me watching people on camera. In fact, I signed on to the video and I had a candidate. She was in the middle of cleaning her bathroom. [00:07:15] I'm not sure why it was an opportune time to clean the bathroom. But, yeah, I mean, when you get situations like that, you're like, OK, this is not going to work out. But usually upon first glance, if I don't see them smile, it's already kind of a red flag. [00:07:36] And then just see how they are through the cadence of the interview. And I can usually tell by how they answer certain questions. Like someone even who has no experience at all today, in fact, comes from the health care arena, was a CNA. [00:07:53] He's going to be great for North Carolina. He's going to be amazing. Definitely leader qualities. [00:08:00] Someone asked him, what are you doing at the door. And someone says, no. How do you continue the conversation. [00:08:08] And he crushed the answer. For someone that's never been in this world, his answer was perfect. The only thing that I fine-tuned was, you did great. [00:08:19] Just pose those questions and it's going to happen. So when you get someone and they can answer a question and you can feel the click, this is going to be a great fit. And I have to go back to the person cleaning their bathroom because I'm never going to get the opportunity ever again to make this joke. [00:08:43] But what a s****y interview. I've got to take the opportunity. You're welcome. [00:08:48] Thank you. That just made my whole day. Well done. [00:08:52] Yeah, we can end the day now and cut it out from here. But kind of going on that theme, when you meet somebody, is there ever a time where you're like, this is just a candidate that we need to kind of end this interview now and I'm going to move on to the next. What are those traits that maybe pop out. [00:09:17] Yeah, well, and not to discount the person too much because it's a bit of a heartbreaker. Because at the end of the day, I like helping people and getting people jobs because bills and children. And that's the sad thing. [00:09:34] And when you have situations like the one I explained, it's like, oh boy, here we go moment. But then it's also, when I think about it, it's almost a parenting fail because their parents or parents or whoever's raising them didn't go, hey, this is what you do for an interview. Because my parents instilled that in me. [00:09:57] So it is kind of a sad moment when you just see it just go right down because it's like there's no recovering from it. Sure. But what you had asked me, yeah, I mean, there's usually just there's things that will happen that when someone doesn't give me enough context, if they're giving me an answer and I'm only getting like eight words out of them, I'm like, oh boy. [00:10:26] So that's one right there. Another one could be where just kind of the appearance. You know, again, it goes back to just that sad, you know, systematic breakdown in society where someone will show up with a white, just a white T-shirt you wear under a dress shirt. [00:10:45] And it's just, it's things like that. It's like, and we tell people, hey, listen, it's an interview or business casual dress. So think of that for the interview and think of that when you're out there, if we hire you. [00:11:02] And even conveying that, it just, and when you're at the other, and then it's like, well, you know, it's not going to probably work out. So there's social takes more than kind of anything else. But the physical does kind of come in because you want to be able to open the door to Tony and go, yeah, I want to talk to this guy. [00:11:28] Right. You know what I mean. So there's a few things, but not many, because usually it just takes one thing. [00:11:37] And that's what's kind of sa

    18 min
  2. 07/23/2025 ·  VIDEO

    Turbocharging Growth: AI Innovation and Panda's Billion-Dollar Vision

    Scott Tucker: [00:00:00] Welcome, everyone, to Episode 2 of PandaVision. I am your host, Scott Tucker, and today we're going to be diving into the theme of the company and personal growth. Before we start, I wanted to give a quick company update. We have a software tool, it's AI-driven, it's called TurboClaims, and we've been working with this tool for a few months now, and actually seems to be exceeding our expectations, processing claims 30% faster than the previous quarter, and our office TVs are now showcasing the new branded content to keep all our teams aligned and inspired. Scott Tucker: [00:01:00] And real quickly about TurboClaims, I just wanted to share this with you, give a little bit more background. A lot of you may know that Xactimate is really the primary estimating software tool that is used in the insurance industry, and some of the higher-ups actually left Xactimate, they opened up a new company called TurboClaims, and they've been bringing a lot of their knowledge, experience, and know-how, taking it into the AI world to look at ways to enhance, to not only turn our claims faster, but to make sure that we're getting the maximum allowable dollars per claim based on the work that's being done. So super happy to see that progress, more to come, but let's get to your questions and some of the stuff that's been coming up. Scott Tucker: [00:02:00] Our first question is from Tony V, and Tony is asking, what does the company growth plan look like as far as office expansion, and where in the country will that begin and end with that 10-year plan? And is there a timetable on when new offices will start opening? Well, I would say we are in the 10-year plan now. There's actually something called the VTO, which stands for the Vision Traction Organizer, and it speaks specifically to that. This is something that I think we are working on as well. I believe Rob actually worked on the VTO and getting it into a more readily and easily available setup, and I believe that's being emailed out or sent out. If it hasn't been, it's something we plan to get out and something that will start running through the TVs and the broadcasting that we're doing. Scott Tucker: [00:03:00] And that's another really good point, is how do we continue to work to get everyone onto the same page? As in terms of expansion, as you know, Tampa, Florida is our newest office that's fully up and operational, and we are still working to expand that office. We have a small satellite office right now in Northern New Jersey, and our plan is to expand that into a fully operational location, much like you would see in Southern New Jersey in our Marlton office or King of Prussia. Now I can't say right now is that we're so far out, we know where that will end in terms of what's the last location. What I can tell you is the majority of those locations would be up and down the Eastern Seaboard. Our South Carolina license has now come on board. We have our Florida license. I would need to add our Georgia license would be another area of interest. We're also, I already have our license set up in Massachusetts. We have a small presence up in the Boston, Massachusetts market, and we plan on wanting to expand that. That's a very exciting market for us. Scott Tucker: [00:04:00] But our next office, the Northern New Jersey office could be looking to expand literally at the end of this year. So very soon. Very good question. Next question is coming from Nan, and Nan would like to know, what difficulties did you have when you were first starting off your business and how did you manage to overcome them? And how do you balance overseeing multiple departments? So to the first part, difficulties did you, what difficulty? We had a lot of difficulties to say the least. I mean, if you really go back to the beginning, we were trying to figure out how we wash people's homes without killing their plants. And how did we fix that? We turned down the amount of bleach that we were using. I'm sure that's not what you're really asking, but when we get back to the early problems, they are very, very different than the types of problems that we deal with today. Number one problem for any new business, it doesn't matter what it is or what you're doing is how do I get customers to buy my product or service, right? Scott Tucker: [00:05:00] Ultimately, if I was to break down what is a business, a business only exists because it solves a problem. So you need to identify what problem you are actually solving. Then how do you deliver the solution to that problem? And how do you, and how is your customer valuing your solution? And that determines how much you're able to get compensated for doing that. And then it's, you know, wash, rinse, repeat. How do we get more and more of that to happen? So, you know, you've got to go to a multitude of places. I would tell you, it gets very grassroots in the beginning. Call your friends, call your family, do everything you can, fight, kick, scream, and figure out how you get more of that business to come in. So anyway, very good question. Hopefully that answers it. Scott Tucker: [00:06:00] Next question is coming from Cameron M. Cameron is asking, Is Scott okay with regular reps sending him ideas on how we can better push our products no matter how out there the idea is? Could be a loaded question, right? What I want to tell you is that I'm very happy. I say it all the time. I do mean it. We want reps. I don't care who it is, where you are. If you have a thought, if you have an idea, I would love to hear from you. When you say things like no matter how far out the idea is, I don't know exactly where that's going, but I would say just go ahead and send it and then let's figure it out together. So happy to receive it. And if you don't know, I'll share it here now. My email address is scotttucker.panda-exteriors.com. So just go ahead and send it. We'll take a look at it. I will definitely respond to you if you send it. Scott Tucker: [00:07:00] All right. Great question. Our next question is from Rock F. And Rock is asking, so at Panda, one of our core values is growth in all ways. As we move on into 2025, what do you see as Panda's biggest opportunity for growth? That is also a very good question. Obviously, when we talk about growth, when we talk about growth in all ways, we say it like that because even when the question is framed this way, what do I see? The biggest opportunity for growth is more leaders, more leadership. We have so much need for just good, smart, creative, hardworking minds and bodies in this company where we're going to be a billion-dollar company at one point. And there's a lot of things that need to be accomplished to get there. Scott Tucker: [00:08:00] In terms of department growth, there's tons of room to be made in all of our sectors. Retail is barely scratching the surface. Commercial is just barely scratching the surface. We have some exciting programs going right now on the commercial side. We're reaching out to property management companies, working with our call center right now, and over the course of a couple weeks, we've been able to add as many as 35 to 40 different management companies that want us to get on their vendors' lists so we can start going after larger projects like we're doing with Marsh Creek, with a large project up in Pennsylvania that's going to be getting started in August, which will be a million-dollar project. We'll have $300,000 or $400,000 just in skylights. So, I think there's massive opportunity for large projects like that as well. So, we're excited about that division. Scott Tucker: [00:09:00] Next question is coming from George W. George wants to know, well, what kind of training is being implemented to ensure all departments are familiar with and are on the same page with workflow and delivery systems to make communication with our customer a better experience? A lot to unpack there. What I would say is that we have training that's going on every day, marketing, training, productions. Our L10 meeting formats is what helps us make sure that we're getting our issues, that we're staying on top of our to-dos, that we're staying on top of our rocks. In terms of what I'm getting, there's getting all the departments, the intra-communication on the same page, and what we like to talk about is rowing together. One of the ways that we've implemented recently to improve upon that is actually kind of our department head L10 that we have set up. And that's where the directors of the different divisions and heads across the company are coming together to talk about the different issues and stuff that are happening, and then how we cross over into the other departments and how we bring that together. Scott Tucker: [00:10:00] But it's so important that we are on the same page as individuals, because if we're not on the same page, to your point, our messaging and what's going out to our customers is definitely not going to be leading to a better experience. So it starts internal, we get that right, and then when we get out to our customers, we definitely have a better opportunity to enhance that experience. So very good question. And our final question is from Madeline. And Madeline would like to know, how does Panda aim to leave a mark in the communities we serve beyond roofs and repairs? Well, for starters, how we leave our mark. One, I want to start internal for a second. When we talk about upwards of 60% of our company has health care. We have real insurance and workers' compensation protection. We have had situations where, unfortunately, employees have been hurt, whether it was in a car accident or a roof accident. These things do happen. But we had the right insurance and protections in place, so they were taken care of, and then they were still able to get money through insurance so that they could live, they could feed their families, they could pay their rent, and th

    15 min
  3. 07/10/2025 ·  VIDEO

    Welcome to Panda Vision!

    Host: [00:00:00] All right, welcome, everyone, to our first episode of Panda Vision. I'm thrilled to announce that our incredible staff has voted to name this podcast Panda Vision, beating out some of my favorites, Tucker Talks, Panda Perspectives, and Scott's Corner Panda Insights. But everybody came together for Panda Vision, so I'm so happy to get this off the ground. Just want to set the tone a little bit about what's to come, what to expect. We'll be bringing you a new episode every other week. And while we'll focus on answering your questions in some of these early episodes, we're excited to add more content as the show grows. My personal goal for this podcast is to really work on building a stronger connection with our team and community, sharing insights, and fostering some open dialogue. Host: [00:02:00] Before we dive into your questions, I just want to start with the quarterly state of the Panda Union and update you on where we are. Our people right now, employees throughout the company, are really focused on securing their financial futures with some impressive momentum. We've been working with a host of different consultants, and what this has translated into in the second quarter of 2025 is that our employees have really been making contributions into their 401ks. We are actually up over 109% year-over-year comparison to the second quarter of last year, which is awesome, especially when you consider that the major market indexes right now are up 24% since April 8th of this year. They're hitting their all-time highs right now. I know a lot of our employees are super pumped to see the performances on their 401ks, so I just want to say, if you guys are not putting in right now, this is a really good time to get involved. We've had a rough six months; it was a little volatile for a while, but the second half of 2025, people are really, really bullish on, so please come and talk to HR and get that going if you haven't started. Host: [00:04:00] On the other financial fronts, I think a lot of people knew we've been working hard with M&T to increase our credit lines so we could have more access for growth. We really struggled through that in 2024, but coming into 2025, we've been able to get M&T on board, and they've actually doubled our credit facility now, which is going to give us a lot more of what we need for all the growth plans that we have. Outside of the financial components, we've made some other huge investments over the last year from a leadership standpoint. Working with Sheba, Jason Daniel's sister, we've been working with her now for over a year. We've been working with Matt Foss for several years now, who's really helped us lay out the entire landscape that we work from. We had an amazing experience working in Austin, Texas with everyone. We were able to work with another consultant by the name of Steven, working specifically on the five dysfunctions of a team by Patrick Lencioni to really enhance collaboration and work on a host of things from top to bottom to just make us better leaders. Host: [00:06:00] The coaching sessions have included AI-driven components, obviously, and getting Bamboo launched, text-driven lead generation components, TurboClaims tool for streamlined claims management. There really has been a lot going on. Our internal branding right now, I really feel, is thriving. The podcast with PandaVision is looking to become a cornerstone of our connection with you guys. We're also going to be rolling out some consistent content throughout the TVs in all of our offices and just delivering these brand presentations to unify our messaging. I think some of you have seen some of this going on in different offices. You've been checking it out. That's really a quick rundown. Obviously, there's a lot more going on than that, but let's get to your questions. Host: [00:08:00] Getting to some of the questions, our first question comes from Crystal G. Crystal would like to know, what advice would you give an employee that just accomplished their first year in the company? It's a really good question. In the beginning with Panda, if you had been here for a year, you were a grizzled veteran. Now that Panda is coming up on five years, August 8th, so a little plug for Panda there. If you've been here for a year, I would say continue to work and refine your craft and really continue to excel on what's in front of you. I know we're in different times. You know, my grandfather worked at two places in his entire career. I don't know exactly what the math is right now, but it's something like by the time someone is either 25 or by the time they're 30, they've already worked in like seven or eight different jobs somewhere in that. And I think it's we've come into this place where everything just comes right away. We click a button. It shows up. It's your food. It's this. It's instant gratification. And so there's this Irish like I got to grow. I got to move. I got to go to the next thing. Well, growth isn't always about like, well, I need to be this job. I need to be this manager. Right. A lot of times, again, I'd come back to it's like just continue to focus on your craft. How are you better than you were yesterday? So I would say be patient. Right. Continue to excel at where you are. And more opportunities are going to be afforded to you before you know it. The company's growing super fast. And then I would say thank you for all your hard work and for being here for a year. Host: [00:10:00] Our next question is coming from Andreas. If you made a lateral move as a CEO to another roofing company, what are a few of the skills and the strategies or knowledge you would use to be successful? The second part of the question is, do you think you would be successful? I'm going to answer the second part. Of course, I would be successful. Right. So I think obviously I would draw upon a lot of things that I've learned while I've been here. If I made a lateral move, I think one of the things it's become very clear to me is the absolute importance of having the right people and having the right processes in place. And you're going to need different people and you're going to need different processes as the company moves. And you could even look into the future and say, well, to be successful at this level, I'm going to need this person. I'm going to need this process. But the reality is, is this you're just not in a place to get there yet. Right. You can't bring that person on board yet because that person wouldn't even want to be a part of your company until you've gotten to the right place. So one of the mantras that we've used pretty much since the beginning is what got us here is not going to get us there. And I think I would take that to the next company or any company that I got to or was working with at any level. And just the realization that, hey, this is the way we're operating. This is the way that things were getting done. But if we're going to take it to the next level, we're going to have to have a different set of people and processes there. Host: [00:12:00] Our next question is coming from Brian A. Talk to us about, ask not what your employer can do for you, but what you can do for your employer. I think that was something I said in one of our trainings. So he's putting it back in front of me. So, you know, as we're working on and implementing different processes, whether we're talking about culture or values or work processes or whatever might be going on, we're a community. This is not a top down. Everybody do what I say scenario. We are looking for people in this organization that are willing to hold themselves accountable. They're willing to hold other people accountable. If it's always following on us as the owners to come down and check to see if people are doing the right things. Are you embracing our values? Are you doing this? Are you doing that? Then we're not going to make it to where we're trying to go. Right. So for me, this is about people doing an accounting of themselves and what have they done to invest back into the company versus it coming from the company perspective and us just constantly investing into the employees, which you are happy to do. We will continue to do. And we're always going to be looking to improve upon that. But I honestly believe at this point where Panda is at, we need to get everyone involved in doing the same thing. Host: [00:14:00] Next question is coming from Jason S. They're asking, you know, what specific cultural elements do you believe are the most critical to your long term success? That's a really good question. I don't know if I'm going to look at it from a perspective like my long term success, more like from, you know, Panda's long term success. You know, we have our vision. We have our mission. Those are the things that really define who we are, more importantly, where we're going. You know, I think for the company to have a success for any company to have a success, they really need to have a target. They need to have something that they're working on and heading towards that, in my view, really goes beyond, you know, I'm just going and punching a clock. Like, why are we here? Why are there individuals out there that are so in love with the brand that they would put it on their body? That they would put a Harley-Davidson tattoo on their body, right? You know, the people working in that company and working at Harley-Davidson, you know, have to feel this massive sense of pride that the consumers and the people that they're working with, their customers are so embedded in their brand that they're willing to put it on their bodies for life. Because they believe that they're working on something that's much larger than themselves. So, I think it's important that we continue to work on and embody a culture where we're really focused on working on something bigger than just going and punching a clock. Host: [00:16:00] And w

    16 min

About

Panda Vision is the official podcast of Panda Exteriors, where we spotlight the people, projects, and passion that power our team. From rooftop stories and behind-the-scenes insights to conversations with team members who are shaping the future of roofing, siding, and solar, this show brings you closer to the heart of Panda. Each episode dives into the experiences of our crew—whether it’s learning from leaders who’ve been in the industry for decades, hearing about standout transformations on job sites, or celebrating the voices of new team members making their mark. Panda Vision isn’t just about what we build—it’s about who we are. Tune in to connect with the Panda family, discover what drives us, and see how we’re raising the standard in our industry and our community.