In this Q&A, Cox talks about building the financial systems and team that made the growth possible, what it takes to break into new markets, and why expansion without profitability is a trap. 

RC: What’s it like knowing you are the youngest female CFO in the country for a company that is $50M or higher and it making national news?

Anna Cox: It’s incredibly humbling, and very exciting. When I stepped into the CFO role at 25, I never imagined my career would receive national recognition. I’m also very aware that I wouldn’t be where I am without the people who believed in me and gave me opportunities early in my career.

I hope my story encourages others to take themselves seriously before anyone else does. You do not need to wait until you feel old enough, experienced enough, or perfectly qualified. A lot of your biggest growth will come because you stepped into rooms and responsibilities that were arguably “too big” for your age and figured them out.

RC: You have been at Hargrove for four years. Tell me about the company's trajectory.

Cox: The growth we've experienced over the past four years has been remarkable. Since I joined Hargrove, we've grown from $30 million to $75 million in annual revenue, expanded from five to 15 locations across four states, and increased from two to seven divisions and revenue streams.

RC: When you started, did you envision this growth?

Anna Cox: Yes and no. I knew the roofing industry was booming, and I saw tremendous potential in Hargrove from the people who were already part of the company. What I didn’t anticipate was just how quickly we would scale. From the start, my priority was building a strong team because I knew that in order for Hargrove to grow, we needed the right people and processes in place to support it. I’ve always believed that investing in your people is one of the most important investments you can make in a business.

Were you intimidated being so young and being in such a large leadership role in a male-dominated industry?

Cox: I remember Billy Hargrove asking me during my interview if I would be intimidated by the older men in the roofing industry, and my answer was an immediate "no."

I knew I was capable, and I was confident that whatever I didn’t know, I could learn. That is not to say that there were (and still are) times when I was completely out of my comfort zone. I was only 25 years old, taking on a tremendous amount of responsibility and liability in an industry I barely knew. I've always believed that growth happens outside of your comfort zone, and that's something I remind my team of often. I took those uncomfortable moments and used them to learn more about the people I was working with, myself, and the business. My advice to anyone in a similar position would be to leave what you know to find out what you know.

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RC: What was the biggest obstacle for you when you started at Hargrove versus now?

Cox: When I first started, my biggest challenge was building a strong finance team and developing the processes and systems Hargrove needed to support its growth. I stepped into the accounting role as a one-person department and quickly realized how important it was to find the right people to build a team around. The company was growing quickly, and we needed to make sure we were scaling responsibly alongside it.

Today, we've grown into a team of 10, and the challenge has shifted from building the foundation to not just keeping up with our growth, but staying ahead of it. As we continue to expand, so do the complexities of our operations, compliance requirements, and the pressures that come with rapid growth. There's a constant balance between moving the company forward and making sure we're doing things the right way, while also ensuring that each new market or division is positioned for long-term success.

RC: What changes have you seen in our industry this past year?

Cox: One of the biggest changes I've noticed this past year is the increasing number of insurance claim denials, which has put additional pressure on profitability across the industry. As a result, it's becoming more important than ever to manage costs, operate efficiently, and find new opportunities for growth.

With our strong presence in Louisiana, we've seen significant opportunities through the Louisiana Department of Insurance's Fortify Homes Program, and we have been fortunate to see opportunities outside of traditional roofing projects, including work associated with Amazon's data centers. I really think the industry is evolving, and traditional roofing companies are being forced to adapt and diversify.

RC: What should other roofers know about expanding into new markets?

Cox: I think the most important thing to understand when expanding into a new market is that growth doesn't always equal profitability, and we have experienced this starting from scratch in some of our markets. There are benefits and limitations to both business models.

Hargrove hasn't been involved in many acquisitions, so I can speak more to the benefits of building a new market from the ground up. Our approach to expansion has always been centered around talent rather than the location. When we identify a potential branch partner who we believe can add value to Hargrove and aligns with our culture and vision, that's when our startup process begins. Starting from scratch gives you more control over building a team and establishing your processes, but it often takes more time and resources to gain traction. 

RC: What has made Hargrove grow revenue every year and be in RC's Top-100 for six years in a row? 

Cox: I think our continued growth comes down to two things: our people and our willingness to adapt while being proactive. Billy has built a company that isn't afraid to take risks, pursue new opportunities, and invest in the people who can help us get there. We've been intentional about finding the right talent, giving them the resources to succeed, and allowing them to grow with the company. We've also continued to diversify our revenue streams and expand into new markets, which has created opportunities for growth year after year. I think what sets Hargrove apart is that we're never content with where we are. We're always looking for ways to improve, evolve, and build on what we've already accomplished.

RC: What do you envision for yourself and Hargrove in the next 5 years?

Cox: In the next five years, I envision Hargrove doubling revenue while continuing to strengthen our footprint in the markets where we're already established. I see my team continuing to grow, both in size and in their professional development, and I hope to continue playing a significant role in Hargrove's leadership and success.

On a personal level, I recently became a mom, so I'm excited to see my personal and professional lives blend together over the next five years. It will be special to watch my daughter grow alongside a company and career that means so much to me, so I am really looking forward to experiencing both.