The Roofing Alliance approved thirteen new Melvin Kruger Endowed Scholarship recipients.

The Scholarship program offers three scholarship opportunities, and all categories are open to employees of roofing industry companies, their spouses and dependent children. It is also open to construction management students enrolled in undergraduate level or students enrolled in CTE programs or schools, regardless of industry affiliation.

The Roofing Alliance approved thirteen new Melvin Kruger Endowed Scholarship recipients, including:

• Garrett Beckstead, studying Construction Management, Louisiana State University
• Nasheed Benjamin, studying Construction Science Management, Tuskegee University
• Jaleni Diaz De Leon, studying Construction Science Management, Colorado State University
• Carter Dominique, studying Construction Management, Ohio State University
• Tanner Gawith, studying Construction Science Management, Tuskegee University
• Sascha Oliveira, studying Sports Management, Penn State York
• Rylee Raukits, studying Construction Management, University of Florida
• Yahir Reyes-Morga, studying Architectural Technology – 3D Scanning & Building Information Modeling, Forsyth Technical Community College
• Alessandro Rignanese, studying Construction Management, Florida International University
• Ashwin Varadhan, studying Architecture, Auburn University
• Norman Warcholik, studying Business Management, Arizona State University
• Austin Ziringer, studying Civil Engineering, Columbus State Community College
• Kyle Ziringer, studying Construction Systems Management and Business Administration, Ohio State University

“Scholarships are one of the most meaningful ways we can invest in the future of our industry. By supporting students pursuing careers in construction management and related fields, we're not only helping them achieve their educational goals, we're strengthening the workforce and ensuring the roofing industry has the talented leaders it needs for tomorrow,” said Roofing Alliance Executive Director, Alison LaValley.

A total of $59,000 was awarded for new scholarships with an additional $55,000 for 12 renewal scholarships. To date, a total of 186 students have received $1,366,500 in scholarship awards.

Details for the 2027-28 Melvin Kruger Scholarship program and the application guidelines will be available in early October. For more information about the Melvin Kruger Scholarship Program and the Roofing Alliance, contact Alison L. LaValley, CAE, executive director, at alavalley@nrca.net or visit roofingalliance.net.

About the Roofing Alliance

The Roofing Alliance unites a powerful network of more than 210 forward-thinking industry leaders committed to advancing and shaping the future of the roofing industry. Through strategic investments, collaboration, and industry partnerships, the Roofing Alliance funds high-impact initiatives focused on education, cutting-edge research, workforce development, and philanthropic outreach that strengthens communities across the country. From supporting the next generation of roofing professionals through scholarships, university partnerships, and career development programs to driving innovation through industry research its Center for Roofing Innovation and Leadership, the Roofing Alliance serves as a catalyst for long-term growth, leadership, and excellence across the roofing industry. For more information, please contact Alison L. LaValley, Executive Director, at alavalley@nrca.net.

Oregon roof earns Mountaintop Metal top honors in MRA's Best Residential Metal Roofing Competition.

A grand roof for a 9,000 square foot home in Lake Oswego, Oregon, has earned installer Mountaintop Metal and manufacturer The Aluminum Shingle Company top honors in the Metal Roofing Alliance’s (MRA) Best Residential Metal Roofing Project competition for the second quarter of 2026.

Massive in scale, the original composite asphalt roof on the home built in 2005 was discolored, stained and had lost many of its granules, detracting from the home’s beautiful appearance and worse, putting its performance at risk. The homeowners chose a gorgeous new metal roof that has the rich appearance of slate, adding stunning curb appeal while also helping reflect heat in the hot weather season to keep the home cooler.

The judges were impressed by the tremendous complexity of this re-roofing project and the craftsmanship demonstrated by the installer. It took Mountaintop Metal just three weeks to complete this project, which comprised of 76 facets and two rounded turrets. Metal turned out to be an excellent choice for the customized fabrication needed for this project, and to give the homeowners a lifetime roof that also promises excellent performance. Additionally, the new roof will require much lower maintenance in a region that receives a good deal of rainfall, as well as falling leaves and debris from towering trees that surround the home. “This re-roofing project is beyond impressive and shows off the skills demonstrated by our outstanding member companies,” said Renee Ramey, MRA executive director. “No doubt the new metal roof adds incredible style to this amazing home that will also stand the test of time.”

With this phase of the competition now closed, the search is on for MRA’s Best Residential Metal Roofing project for the third quarter of 2026. Open to U.S. and Canada homeowners, contractors, installers and manufacturers, honors are awarded for project appearance, performance and originality/use of materials. Interested participants can find information about how to enter and competition rules online at https://www.metalroofing.com/mra-contest-form.

About the MRA

Representing the residential metal roofing industry in the United States and Canada, the Metal Roofing Alliance (MRA) was formed to help educate consumers about the many benefits of metal roofing. For more information about MRA membership, residential metal roofing resources and tools, visit MRA at www.metalroofing.com.

By Jesse Sanchez. 

Roofing contractors can improve profitability by equipping field leaders to manage labor, sequencing, communication and jobsite expectations. 

Florida Roofing and Sheet Metal Contractors Association (FRSA) emphasizes the importance of strong field leadership as roofing contractors invest significant time into estimating, production reports, gross margin analysis and overhead absorption. Those numbers matter, but they do not install roofing systems. Field crews do, and their daily performance is largely shaped by crew leaders. 

Strong field leaders are more than experienced installers. They manage time, labor, sequencing, safety, quality, crew morale and client expectations while protecting the project margin. Their decisions about tear-off timing, material staging, labor assignments and scope concerns can directly affect profitability. As John Kenney, CEO of Cotney Consulting Group, states, “A strong foreman can outperform an average estimate, and a weak foreman can erode a strong one.” 

Effective field leadership begins with clarity. When crew leaders understand budgeted labor hours, scope boundaries and the installation sequence, crews can work with purpose. Without that context, even experienced teams may complete quality work while exceeding the labor budget. By the time an overrun appears in a cost report, the opportunity to correct it may already be gone. 

Contractors often promote their best installers without providing leadership training. However, technical ability and operational leadership require different skills. Field leaders need practical financial literacy, production planning, conflict resolution and consistent documentation habits. 

The most disciplined crew leaders establish a production rhythm, identify delays early and adjust crew assignments before inefficiencies grow. They also protect workflow through thoughtful staging and sequencing. Poorly positioned materials, excessive walking and tear-off that advances too far ahead of installation can waste time and increase jobsite exposure. 

Communication is equally important. Field leaders who raise concerns early, clarify uncertain scope and document jobsite conditions help prevent crews from performing work outside the contract. Their professionalism also shapes how general contractors, building owners and inspectors view the company. 

Contractors seeking sustainable growth should treat field leadership development as a structured business priority. Regular feedback, budget visibility, training and post-project reviews can help crew leaders reproduce disciplined performance across multiple teams. 

Learn more about Cotney Consulting Group’s training, technology and business advisory services!

By John Kenney, Cotney Consulting Group.  

The strongest roofing contractors are the ones who see the problems coming and prepare accordingly. 

After more than 45 years in the roofing industry, I have learned that many project failures do not begin on site. They begin weeks earlier, when a decision was delayed, an order was not placed, access was not confirmed or information was not chased soon enough. 

By the time the issue becomes visible, the opportunity to manage it properly may already be gone. A material has not arrived, the planned area is not available, the client has changed the sequence, the site team is waiting, additional plant is required or a delivery must be rearranged. The business then moves into recovery mode; people work harder, calls become more urgent and costs begin to increase. 

The problem may appear to be today’s problem, but it was usually created by a lack of planning several weeks earlier. That is why planning is one of the most important operational disciplines a roofing contractor can develop. 

Planning is more than producing a programme. 

Most contractors have a project programme, but that does not necessarily mean they are planning effectively. 

A programme may show when work is expected to begin and finish, but true planning goes much further. It considers the sequence of activities, availability of labour, material lead times, access arrangements, plant requirements, approvals, temporary protection, coordination with other trades and the effect of weather on the work. 

A programme tells the team what should happen. Planning determines whether it can happen. 

A roofing project may be shown as starting on a particular date, but has the insulation been approved? Have the rooflights been ordered? Is the scaffolding complete? Are lifting arrangements confirmed? Has the client released the work area? Are the required operatives available? Has the substrate been inspected? Are the design details complete? 

If those questions have not been answered, the start date is only an intention. The most successful roofing contractors test the programme against reality. 

Materials should be managed before they become urgent 

Material planning has always been important, but delays, transport disruption, manufacturing constraints and changing product availability have made it even more critical. Not every material creates the same risk. Some products can be obtained locally with short notice, while others require technical approval, fabrication, colour selection, design input or scheduled manufacturing. The project team should understand that difference from the beginning. 

A standard roll of membrane should not be managed in the same way as a bespoke metal flashing, rooflight, tapered insulation scheme or specialist edge detail. Critical materials need to be identified during the handover and tracked separately. 

The contractor should know what information is required before each item can be released, who is responsible for providing it and when the order must be placed to protect the programme. Waiting until the material is needed is too late. 

Many procurement problems arise because the team assumes there is more time than there actually is. The contractor may be waiting for a technical submission, final dimensions, colour approval or client instruction and each delay shortens the available manufacturing window. 

By the time the order is finally released, the supplier is blamed for a lead time that should have been planned from the start. Planning does not eliminate every delay, but it gives the contractor more options. That alone has value.

Labour planning requires a wider view

Labour is often managed one week at a time — the company reviews which sites are active, which team is available and where the greatest pressure exists. That may be necessary for daily operations, but it is not enough for long-term control. 

Roofing contractors need to look several weeks ahead. They need to understand which projects are expected to start, which are likely to finish, where labour demand will peak and which jobs require specific skills or supervision. Without that wider view, one delayed project can disrupt the entire labour plan. 

A project that was expected to finish on Friday may continue for another two weeks, even though the same operatives have already been allocated to another site. The contractor then has to move people, delay a start, use unfamiliar labour or divide a team that should remain together. 

The result is usually lower productivity. 

Labour planning should also account for more than total numbers. The question is not simply how many operatives are available. The business needs to know which people are suitable for the work, who can supervise the project, who is familiar with the system and whether the planned team can achieve the output assumed in the tender. 

A team of six is not automatically more productive than a team of four. Too many people in a restricted area can reduce output rather than improve it. The correct labour plan depends on the project, sequence, access and available workface. That is why planning must begin with more than a headcount. 

Plant and access can control the entire project

Many roofing projects are delayed because plant and access are treated as secondary issues. 

They are not secondary. They often control whether the work can proceed at all. 

Scaffolding, hoists, cranes, telehandlers, mobile elevating work platforms, loading areas and material storage all affect productivity and programme. If the contractor does not confirm these arrangements early, the site team may arrive ready to work but unable to move materials to the roof. 

Additional handling is one of the most common forms of hidden labour loss. Materials are delivered to the wrong location, moved once for storage, moved again for access and moved a third time before installation. 

Each movement consumes labour and increases the risk of damage. The contractor may not notice the cost because it is spread across the project, but it is still there. 

Good planning asks practical questions before mobilisation. Where will materials be delivered? How will they reach the roof? How much storage is available? Which areas must remain clear? Who is responsible for booking plant? What happens if access is shared with another trade? Are there restrictions on delivery times? Will the same access arrangement be available throughout the project? 

These questions are operational, but they are also financial. Poor access planning quickly becomes a labour problem. 

Weather must be part of the plan 

Roofing will always be affected by weather. 

The challenge is not predicting every condition perfectly. The challenge is building enough flexibility into the plan to respond when conditions change. 

A realistic programme should consider the time of year, the type of roofing system, the sequence of stripping and covering, temporary protection and the consequences of leaving areas exposed. It should also consider which work can continue if the planned activity cannot proceed. 

Can prefabrication continue? Can materials be distributed? Can internal work be completed? Can another area be released? Can inspections or quality checks be brought forward? Contractors that plan alternatives lose less time. Those that plan only one sequence are more vulnerable. Weather delays become especially expensive when the business has already committed labour, plant and deliveries to one activity with no secondary plan. 

The most prepared contractors do not assume the weather will cooperate. They build options. 

Communication must happen before the problem 

One of the clearest signs of weak planning is late communication. 

The client is told about a delay after the date has already been missed. The supplier is contacted when the material is urgently required. The site team is informed of a sequence change after arriving on site. The commercial team hears about additional work after it has been completed. At that point, the conversation becomes more difficult. 

Early communication creates choices. Late communication creates explanations. A client may be willing to adjust the sequence if the issue is raised early enough. A supplier may be able to prioritise an order if given proper notice. A project manager may be able to move labour to another area if the team knows access will not be available. 

The earlier the information is shared, the more options remain. That does not mean communicating every minor concern as though it is a crisis. It means identifying issues with enough time to manage them professionally. 

Good communication is part of planning because it gives the entire project team time to respond. 

Cash flow is affected by operational planning. 

Planning is not limited to site performance. It also affects cash flow. Materials may require deposits or early payment. Labour costs begin before the contractor receives payment. Plant hire continues even when work is delayed. Late variations may not be included in the next payment application. 

An operationally disorganised project often becomes financially disorganised as well. The business may carry more cost than expected because procurement happened too early or too late. It may miss valuation opportunities because additional work was not recorded promptly. It may continue paying for labour and plant while waiting for access or information. 

The project manager and commercial team should therefore plan together. What costs will be incurred before the next payment cycle? Which materials require early commitment? What information is needed to support the application? Which variations must be valued now? Are delays affecting cost recovery? 

Operational decisions create financial consequences. The strongest contractors understand that connection. 

Short planning meetings can create long-term control 

Planning does not require endless meetings. It requires disciplined conversations held regularly. 

A weekly planning review can identify upcoming risks before they become urgent. The team should look beyond the current week and ask what must happen over the next three, six or even 12 weeks.

 Which projects are starting? Which are finishing? Which materials are critical? Which approvals are outstanding? Where will labour demand increase? What plant must be booked? Which clients need updated information? Which commercial issues require action? 

The purpose is not to create a perfect forecast. Construction changes too quickly for that. The purpose is to keep the business looking ahead. A contractor that reviews only what happened last week is managing history. A contractor that reviews what must happen next month is managing operations. 

Both are necessary, but only one protects the future. 

Planning further ahead protects margin 

Many contractors associate margin loss with poor estimating. Sometimes the estimate is the problem. 

Often, however, the estimate was reasonable, and the delivery process allowed small inefficiencies to accumulate. Additional carriage is paid, plant is extended, labour waits, materials are handled repeatedly, work is completed out of sequence, supervision is required for longer than planned and variations are submitted late. 

None of these costs may be large enough to attract immediate attention, but together they reduce profitability. Planning protects margin by reducing avoidable disruption. It allows the contractor to order more strategically, schedule labour more accurately, coordinate plant properly and communicate changes before they become emergencies. 

The business becomes less reactive. That is the real advantage. 

Better planning creates a more predictable business 

Roofing contractors cannot control every event that affects a project. They cannot control the weather, manufacturing capacity, client decisions or every condition found on site. They can control how early they look for risk, how quickly they respond, whether responsibilities are clear and whether important information is reviewed every week or left until someone remembers it. 

The most successful roofing contractors are not those that avoid every problem. They are the ones that give themselves more time to manage problems properly. They plan materials before they become urgent, plan labour before teams become overcommitted, confirm access before operatives arrive, communicate before dates are missed and review commercial issues before costs are forgotten. 

Planning further ahead does not make roofing predictable in every detail. It makes the business more prepared. That preparation improves productivity, communication, cash flow and margin. It also gives the contractor something every business needs. 

More control over what happens next. 

Learn more about Cotney Consulting Group in their Coffee Shop Directory or visit www.cotneyconsulting.com.

About the author 

John Kenney has more than 45 years of experience in the roofing industry. His career has included every level of roofing operations, from field installation and estimating through executive leadership. He is the CEO of Cotney Consulting Group, a partner member of the International Federation for the Roofing Trades. He has earned the MIoR designation from the former Institute of Roofing in the United Kingdom. He works with roofing contractors to improve estimating, project management, operational performance, leadership and profitability. 

A new name that better reflects the company’s long standing expertise in slate roofing, copper craftsmanship and historic home restoration.

Excel Roofing & Siding is proud to announce its new name, Excel Slate & Copper, marking an exciting new chapter for the Haddonfield-based company while continuing the same commitment to quality, service and craftsmanship that homeowners have trusted for more than a decade.

The new name reflects the specialized work that has become the company’s hallmark, slate roofing, custom copper work, cedar roofing and historic home restoration. While the name is changing, customers can expect the same personalized service and the same dedication to protecting and preserving the unique homes that define our historic communities.

Founded in 2012 by Kevin Creighton, Excel Roofing & Siding earned a strong reputation for restoring and maintaining distinctive homes throughout Haddonfield and the surrounding area.

In 2024, the company entered its next chapter when Kevin O'Donnell, owner of O'DonnellRoofing Co., acquired the business. Since then, Excel has continued to serve homeowners with the same trusted team while benefiting from the added resources and nearly century-long legacy of the O'Donnell family of companies.

As the company has grown, its expertise in premium roofing materials and historic restoration has become its defining strength, making the name change a better representation of the work it has always done best.

"Our new name reflects the work our team is most passionate about and the expertise homeowners have come to know us for," said Kevin O'Donnell, owner of Excel Slate & Copper. "While our name is changing, our commitment to our customers, our community and preserving the character of historic homes remains exactly the same."

Today, Excel Slate & Copper is part of the O’Donnell Roofing family of companies, combining the resources of a fourth-generation roofing company with the specialized knowledge and local reputation that have made Excel a trusted name in historic roofing and restoration.From natural slate roofs and handcrafted copper details to cedar roofing and architectural restoration, Excel Slate & Copper specializes in projects that require experience, precision and an appreciation for the craftsmanship of historic homes.

“This isn’t about becoming a different company,“ O’Donnell added. “It’s about choosing a name that better reflects who we are and what we do best. We’re proud of the reputation Excel has built over the years, and we’re excited to continue that legacy under a name that clearly represents our specialty.”

The company will continue providing expert roofing and restoration services throughout South Jersey while remaining committed to the values that have guided it since its founding: exceptional workmanship, honest communication and lasting relationships with every customer.

This is MBMA’s fourth AIA-approved course and is available for free presentation.

The Metal Building Manufacturers Association (MBMA) has released its newest AIA-approved lunch-and-learn CEU course: Using Metal Building Systems to Meet and Exceed the Energy Codes. This is MBMA’s fourth AIA-approved course and is available for free presentation from member companies to architects, engineers and those interested in meeting sustainability goals with metal building systems. Contact MBMA to schedule a free session.

“Compliance with energy codes is an important and necessary part of modern construction,” says Jon-Paul (JP) Cardin, P.E., MBMA’s director of research and engineering. “This new course provides valuable insights into how to meet those codes with metal building systems. In just an hour, architects and engineers can get a good look at these popular buildings while seeing how they can meet their sustainability needs.”

A typical session runs approximately one hour, and architects who take the course will receive 1.0 HSW CEU. At the end of the class, attendees will be able to:

1. Identify the basic characteristics of metal building systems that meet or exceed requirements for energy codes, voluntary programs such as LEED, and above-code adopted regulations.
2. Investigate the design options and strategies that contribute to metal building systems optimizing energy performance and being sustainable.
3. Assess insulated metal roofing and wall system alternatives that contribute to energy savings and overall green building design.
4. Evaluate the potential results of using metal building systems to achieve high levels of energy performance through case studies.

“As an added bonus,” adds Tony Bouquot, MBMA’s general manager, “our members and staff are more than happy to come to a company or organization and present this free course. Having an industry representative there in person to lead and answer questions provides an added resource while making education as convenient as possible. Just get in touch, and we will set something up!”

Contact MBMA at mbma@mbma.com to schedule a free lunch and learn presentation.

About MBMA

Founded in 1956, MBMA serves manufacturers and suppliers that work with industry professionals, architects, building designers, educators, building code officials and others to advance the metal building systems industry. The efforts of member volunteers and association staff regularly lead to industry improvements and groundbreaking research. Resources at MBMA.com include technical materials, research reports, videos and design guides. The MBMA News provides the most current research and new ideas to propel the industry. MBMA also provides graduate and undergraduate educational resources at MBMAeducation.org.

By The Coffee Shops™.  

Understanding common retrofit approaches and the risks they can create. 

Building owners looking to extend the life of an existing metal roof are often presented with several retrofit options. Not all approaches provide the structural performance needed to withstand wind uplift, snow drift loads and other demands placed on a modern roofing system. Roof Hugger emphasizes that proper installation and structural design play a critical role in long-term roof performance. 

One common mistake is the use of hat sections installed over existing metal roof ribs. Because only one screw may connect directly to the existing purlin while another fastens into thin metal panels, the system can lack sufficient pull-out strength. Long attachment screws may also be exposed to movement that can contribute to fastener fatigue over time. 

Another frequently seen concern is the use of wood purlins over existing roof ribs. In addition to similar attachment concerns, pressure-treated wood can be corrosive when it comes into contact with metal roofing components. Increased fastener requirements can also add labor and material costs. 

Stand-off clip systems can also present an issue. These systems may face challenges when building codes require tighter purlin spacing in roof corners and edge zones. In those situations, additional structural support may be needed to address higher wind-load requirements. 

Coatings and thermoplastic polyolefin (TPO) systems must also be carefully considered. Coatings do not address updated code requirements for wind or snow loads, while TPO systems require careful attachment design and do not add structural strength to an existing roof. In addition, TPO systems have a shorter service life than metal roofing systems, reducing their long-term value. 

Ultimately, retrofit decisions should be evaluated not only on initial cost but also on structural integrity, code compliance and long-term performance. 

Learn more about metal retrofit roofing approaches and the structural considerations involved.

Metal roofing is exploding across every segment of construction, and contractors who want to grow need to be paying attention. In this MetalTalk ™, sponsored by Sherwin-Williams, we dive into what is driving that demand and how contractors can capitalize on it, whether they are adding metal for the first time or scaling an existing offering. From selling smarter with MetalVue to streamlining estimating with Roofing Passport using precise data from EagleView, this conversation is packed with real strategies to win more metal work. But the real excitement is the MetalVue Road Show, bringing hands-on training, live demos and real-world applications directly to contractors across the country. This is not just another training; it is an immersive experience designed to help crews, sales teams and owners immediately level up their skills and close more business. Join us to see how technology, training and momentum are coming together to power the future of metal roofing.

Listen to the MetalTalk.

Watch the MetalTalk.

By Jesse Sanchez. 

This six-course initiative helps contractors develop Hispanic field leaders and improve communication, safety and retention. 

The National Roofing Contractors Association (NRCA) and The GLO Group have launched the Executive Leadership Bilingual Pilot Program, a six-course initiative focused on strengthening communication between roofing executives and Hispanic field teams. The program was created to help contractors address language differences, cultural disconnects and inconsistent leadership development that can affect productivity, safety, retention and profitability. Its curriculum is intended for owners, executives, operations leaders, human resources professionals and managers responsible for leading diverse teams. 

“One of the biggest misconceptions I see is that communication challenges are simply a language issue. In reality, they're a leadership issue,” said Monica Vornbrock, co-founder and chief innovation and transformation officer of The GLO Group. 

Monica is co-facilitating the program with Lorna Rojas, a specialist in human resources, recruitment, Hispanic training and Occupational Safety and Health Administration (OSHA) safety practices and Chris Navarro, NRCA’s manager of membership sales and Spanish relations. 

The interactive courses will address leadership development, psychological safety, cultural trust and the use of modern tools. Topics include “Leadership in Two Languages: Elevating Hispanic Supervisors,” “Psychological Safety and Cultural Trust in Roofing Environments” and “Modern Tools, Traditional Values: AI + People-Centered Leadership.” 

Participants will learn strategies for developing Hispanic supervisors, reducing communication breakdowns, improving employee retention and creating greater consistency across multilingual crews. The program also examines how people-centered leadership can support the adoption of technology, systems and artificial intelligence. 

NRCA and The GLO Group will introduce the curriculum during a complimentary live webinar Thursday, August 20, at 1 p.m. CT. The session will include an overview of the six courses, introductions to the facilitators and a live question-and-answer period. 

Learn more about the Executive Leadership Bilingual Pilot Program and register for the free webinar through The GLO Group!

Residential metal roofing is on track to capture an estimated 16 percent of the total U.S. roofing market within the next four years.

The forecast for residential metal roofing in the U.S. is in growth mode and predicted to outpace the broader economy, according to a joint market study conducted by FMI Consulting and sponsored by the Metal Roofing Alliance (MRA) and the Metal Construction Association (MCA).

That is especially true in the roof replacement category. Residential metal roofing is on track to capture an estimated 16 percent of the total U.S. roofing market within the next four years, with roof replacements predicted to drive 96 percent of that overall share, while new construction accounts for the remaining four percent.

The study shows that residential metal roofing benefits such as longer lifespan, better durability, style and appearance and strong warranties align with top homeowner priorities. Metal roofing systems including standing seam and metal trim categories that are tied to improved performance and efficiency are experiencing growing demand. In hurricane and high wind regions, metal roofing products and pre-manufactured systems that carry all necessary certifications to meet or exceed codes and testing standards will be increasingly adopted.

Other factors forecasted to drive growth for the segment are overall housing trends. Research shows more people are staying in their homes for longer. That’s motivating them to select more durable/high value products that don’t need to be replaced as often, like quality metal roofing.

Standing seam is the clear value leader in residential metal roofing and is expected to account for the majority of shipment value through 2030. Metal shingles represent the next largest opportunity, while through-fastened products continue to hold a meaningful position and IMPs (Insulated Metal Panels) remain a smaller but fast growing niche.

Keys to sustained growth

For all the good news in the residential metal roofing category, there are some areas for improvement. Forecasts show that consumer awareness continues to be essential and efforts by trade groups such as the Metal Roofing Alliance are fundamental to driving familiarity and broad acceptance. As a highly-credible, nonprofit organization focused on providing robust education and information to homeowners as they make their re-roofing decisions, MRA represents the leading metal roofing players in the industry. MRA has become a primary resource to help consumers understand the full value proposition of quality metal roofing.

Those efforts are proving to be key. Like other high quality, longer-lasting products, while cost remains a barrier to entry for some homeowners when it comes to choosing metal roofing, the study shows that continued and sustained education is nearly as important. According to forecasts, leading roof selection factors align well with metal roofing’s benefits, especially lifespan, durability, appearance and strong warranties. The opportunity for the industry is to make these benefits easier for owners, architects and contractors to compare against lower-cost roofing options during early material selection. That includes comprehensive information, tools and resources that MRA makes available at www.metalroofing.com, which attracts thousands of homeowners every year.

“As metal gains market share against traditional industry (sub)-standard roofing material, our goal is to be the number one resource for homeowners to understand the tremendous value proposition of metal roofing and how it compares to other materials they may be more familiar with but deliver far fewer benefits,” said Renee Ramey, MRA executive director. “Clearly, with forecasts looking strong, the collective efforts of our manufacturer and contractor members are needed now more than ever to drive demand for the entire segment of residential metal roofing.”

For more information about MRA, how to get involved and the benefits of membership, visit www.metalroofing.com

About the MRA

Representing the residential metal roofing industry in the United States and Canada, the Metal Roofing Alliance (MRA) was formed to help educate consumers about the many benefits of metal roofing. For more information about MRA membership, residential metal roofing resources and tools, visit MRA at www.metalroofing.com.