The state of roofing operations in 2026

By Cotney Consulting Group. 

Trends every contractor should be preparing for. 

Most contractors agree on one thing: Roofing operations are changing faster than most companies can adapt. The industry has ridden through labor shortages, supply-chain swings, technology shifts and rising customer expectations. Now 2026 is shaping up to be another year where operational strength determines who grows and who struggles to hold ground. 

This isn’t about predictions or buzzwords. It’s about the conditions contractors will actually face in the field, in the office and with their clients. After four and a half decades in this industry, you start to see patterns long before they show up in the data. And right now, several trends deserve a contractor’s attention. 

Material volatility hasn’t disappeared — it has changed shape. Prices may be more stable than they were during the 2020–2022 surge, but lead times still fluctuate based on region, demand and manufacturer scheduling. Contractors that rely on last year’s production assumptions will find themselves scrambling to adjust delivery dates or staging plans. The companies that stay ahead are the ones building closer communication with suppliers, forecasting their project loads earlier and protecting their margins through disciplined procurement practices. 

Labor remains the hardest operational challenge in roofing, and 2026 will be no different. Contractors are being forced to think differently about crew development because the old model — waiting for experience to walk through the door — simply isn’t happening anymore. Foremen need leadership training, apprentices need structure and every job needs a production plan that doesn’t assume “everyone knows their role.” The companies with the strongest operational performance tend to be the ones who invest in people, not just equipment. 

Speaking of equipment, jobsite technology is gaining speed. Drones, measurement tools, production-tracking apps and digital safety systems are no longer “future ideas.” Contractors who have already adopted them are pulling ahead with better documentation, smoother inspections and fewer callbacks. But real success with technology doesn’t come from buying software — it comes from integrating those tools into daily operations. A jobsite app doesn’t help if the foreman doesn’t use it. A drone inspection means nothing if the data never reaches the estimator or project manager. Contractors must focus on adoption, not just acquisition. 

Scheduling is another area where I expect to see significant difficulty in 2026. Weather volatility is trending up in multiple regions, and contractors are juggling tighter customer timelines and more complex roofing systems. Companies that are still scheduling the way they did a decade ago — week-to-week instead of rolling three- to four-week forecasts — will get squeezed. Operations teams need to build schedules that flex with weather, staffing levels and material deliveries while still keeping commitments to clients. 

Customer expectations are changing as well. Building owners and property managers are demanding more transparency, clearer communication and more proof of performance. They want photos, updates and real-time information. They want roofing companies that can speak their language and demonstrate control over the job. In 2026, a contractor’s communication process will matter just as much as their production rate. Those who ignore this shift will feel it in their repeat-business numbers. 

Finally, business models themselves are evolving. More companies are investing in service divisions because they’ve realized how valuable recurring revenue is. Others are tightening their estimating processes or modernizing their project management systems because the old ways are no longer keeping up with demand. I expect to see more contractors rethinking overhead, adding administrative roles to support growth and improving their financial reporting so leadership gets a real picture of what’s happening in the field. 

The theme for 2026 is simple: operations will reward the contractors who are organized, proactive and willing to adapt. Those who continue doing things the same way — hoping for the best — will struggle. The companies that take control of their processes will find opportunities that others miss. 

Roofing doesn’t get easier. But with the right structure, the right people and the willingness to evolve, it becomes far more manageable. Contractors who prepare now will be the ones positioned to grow in the year ahead.