By Emma Peterson. 

Articles of interest from June 2026. 

As the second fiscal quarter of the year comes to a close, it’s hard to believe we’re coming up on the halfway point of 2026. And the number of articles The Coffee Shops™ crew has published in that time (over 2,300 across all sites) can attest to how busy of a year it’s been. Of those thousands of articles, over 350 of them were posted in June alone. So, to help you keep up with all the news and information, we’ve rounded up the top ten articles from June.  

Our list starts off with an article highlighting Adams and Reese’s Trent Cotney’s May 2026 construction law updates and an article diving into a new Workforce Pell Grants that “could help roofing contractors recruit, train and grow the next generation of skilled workers.” 

From there, we have a wide variety of articles highlighting everything from the National Women in Roofing (NWIR) Oregon Council’s work coordinating a roof replacement for a Portland homeowner in need to how metal roofing protects against wildfires and the role of the Metal Construction Association (MCA) in the industry. 

Rounding out our list is our top three articles of June. In third place is an article our friends at Roof Hub wrote all about optimizing operational efficiency by using AI Smart Templates. Second goes to an article I wrote about how contractors can build trust and generate leads in a digital world. And first goes to Cotney Consulting Group’s article sharing a 5-year readiness playbook for roofing contractors. 

Top 10 articles from June 2026 

10 - Construction law insights and updates from May 2026 by Emma Peterson. 

9 - Workforce Pell Program could strengthen roofing’s workforce pipeline by Heidi J. Ellsworth. 

8 - Why government affairs matter to every roofing professional by Heidi J. Ellsworth. 

7 - Roofing community rallies for Oregon homeowner by The Coffee Shops™. 

6 - Maximizing fire resistance with metal by Anna Lockhart. 

5 - MCA advances technical leadership, expands market opportunities and builds momentum for 2026 by Heidi J. Ellsworth. 

4 - Navigating a new normal by Emma Peterson. 

3 - AI smart templates by RoofHub. 

2 - Word of mouth still works – It just looks different by Emma Peterson. 

1 - A 5-year readiness playbook for roofing contractors by Cotney Consulting Group. 

By Emma Peterson. 

Learn how Cotney Consulting Group’s training elevates individuals, businesses and the industry as a whole.  

Having a properly trained team is one of the biggest factors in not only promoting individual growth but also long-term business success. But, in the busy world of roofing, it can be hard to find time for training. To solve this problem, John Kenney and the team at Cotney Consulting Group have developed online training courses that help train everyone from estimators to project managers and superintendents. To learn more about this, Megan Ellsworth sat down with John for an episode of Roofing Road Trips®. 

John started by sharing some philosophy behind Cotney’s training courses: 

Most field leaders are promoted because they're great roofers. You do your job very well and you go into the next position. What we realized is that when they make that jump, they don’t always get the training they need to succeed. So, our programs were built to help bridge that gap...The goal is to give these leaders confidence and structure so they're not reacting all day and they're actually managing proactively.  

By switching to proactive management strategies, not only will the individuals getting trained find more success in their new position, the entire business and roofing industry will benefit as well. John explained, “From an individual standpoint, training and certifications create pride, credibility and a clear growth path; all of which are important for retaining good people. That retention helps businesses and having those skilled and credible folks in in the roofing world standardizes the industry.” 

And you don’t have to take John’s word alone for the benefits of Cotney’s proactive management training. Contractors and professionals who have taken the courses find that their communication improves greatly, and they finally understand why things went wrong on past jobs and how to prevent problems from continuing.  

Interested in signing up for training? Visit www.shopcotneycg.com to see available course! Want to hear more from John? Listen to the whole Roofing Road Trip podcast!

By Cotney Consulting Group. 

Contractors who focus on readiness today won’t need to scramble tomorrow. They’ll lead. 

Over the course of this series, we’ve examined how humanoid robotics and physical automation are evolving, why construction presents unique challenges, where these systems are most likely to enter roofing operations first, how workforce integration must be handled carefully and why operations, not technology, will be the primary breaking point.

That brings us to a practical question. What should roofing contractors actually be doing over the next several years to prepare, without chasing hype or overinvesting too early? The answer is not a checklist of equipment or vendors. It’s a readiness playbook grounded in fundamentals that matter regardless of how quickly automation advances. 

What contractors should avoid first 

Before talking about preparation, it’s worth addressing what usually derails it. Many contractors rush toward early-stage technology without the operational discipline to support it. Others assume automation will fix inefficiency that already exists. Some frame robotics as a workforce-replacement strategy, orshift responsibility entirely onto IT or equipment teams. Others wait until competitors force a reaction. 

None of those approaches delivers a long-term advantage. They introduce risk without readiness. Being first rarely matters. Being prepared does. 

Years one and two: Fix the foundation 

The first phase of readiness has nothing to do with robots. It’s about operational clarity. 

Work needs to be documented. Workflows should be standardized where possible. Variability between crews has to be reduced. Responsibility for tasks, assets and outcomes must be clear. Job costing needs to reflect real activity, not just totals. Safety documentation has to be enforced consistently. 

These efforts almost always uncover inefficiencies that can be addressed immediately. They deliver value long before automation enters the picture. Contractors who skip this phase don’t fail because of technology. They struggle because the foundation was never solid. 

Years two and three: Build leadership capacity 

As operations stabilize, attention has to shift to the people responsible for execution. Supervisors and managers will increasingly be asked to coordinate structured workflows, oversee safety in more complex environments, interpret performance data and manage both people and systems simultaneously. 

That doesn’t happen by accident. It requires intentional development. 

Training at this stage should focus on decision-making, communication, accountability and situational awareness, not robotics controls or technical detail. Companies that invest early in leadership capacity reduce resistance later and create internal credibility when change arrives. 

Years three and four: Get serious about data 

Automation magnifies the impact of data quality. Poor data leads to poor decisions, no matter how advanced the technology is. 

At this stage, contractors need to ensure that job costing reflects actual activity, that asset usage and maintenance are tracked consistently, that performance metrics are meaningful, that documentation standards are enforced and that safety data aligns with operational data. This is often the point where companies realize something important. Better information improves profitability even without automation. Robotics raises the stakes. 

Years four and five: Pilot carefully 

Only after operational discipline, leadership capacity and data governance are in place should contractors begin exploring automation pilots. Those pilots should be limited, controlled and intentional. They belong in service operations, yards, warehouses or prefab environments where risk is manageable and learning is the goal. Ownership must be clear, and success criteria must be defined before work begins. 

The objective is not scale. It’s understanding. Contractors who treat pilots as experiments tend to extract value. Those who treat them as transformations tend to disrupt their own operations. 

Throughout the process: Own the narrative 

One of the most overlooked elements of readiness is communication. 

Leaders have to explain why the company is preparing, how technology aligns with safety and sustainability, what it means and does not mean for the workforce and why people remain central to success. When leadership owns the narrative, uncertainty drops. When it avoids the conversation, speculation fills the gap. 

Preparation is as much about trust as it is about systems. 

Preparation over prediction 

No one can accurately predict when humanoid robotics will become common in roofing. Timelines will vary by market, company size and operational maturity. What can be predicted is this. Contractors with disciplined operations, strong leadership and clear accountability will have options. Those without them will feel pressure. 

This playbook isn’t about automation. It’s about building organizations that can adapt without disruption. 

Final thought 

The future of roofing will not be defined by machines alone. It will be shaped by how well leaders prepare their organizations to integrate change thoughtfully, safely and responsibly.

Contractors who focus on readiness today won’t need to scramble tomorrow. They’ll lead. 

That’s not a technology advantage. That’s a competitive one. 

By Emma Peterson. 

Why succession planning is about more than retirement — it’s about people, knowledge and culture. 

For many small business owners, the goal is to create a legacy in their business that succeeds long after they retire. But the spot where many of these owners encounter issues is when it comes to planning for their retirement and the company’s future. To learn more about this, we worked with John Kenney of Cotney Consulting Group and hosted an affinity webinar focusing on proper succession planning. 

Maintaining knowledge 

Beyond the legal and operational parts of succession planning, a big hurdle is making sure that knowledge is not lost in a handover. Heidi J. Ellsworth, president/CEO of The Coffee Shops™, explained, “When you have certain, knowledgeable people of a generation who you know are going to retire, you have to do succession planning. Because you don’t want that knowledge to leave the entire company when they retire.”  

John’s solution for avoiding this? Good systems and proper documentation. He explained:  

A lot of people, when they get into succession planning, they think about it as a valuation of their company. That's more of being ready for sale. Succession planning, truly, when you boil it down to what matters to be successful for all that other stuff to happen, is building a strong team through systems and documentation that continues to bring in new talent and grow positively, even if team members retire. 

Retaining culture  

The other aspect of succession planning that is too often forgotten is making sure culture remains strong even in a transition period. Heidi explained the importance of this, sharing, “We don’t hear a lot about it, but culture is often equally important to employee retention and company growth as systems and processes.” John echoed her point, saying, “I see a lot of deals that were put together very well and they're moving forward, but then they fall apart because people forget about culture.”  

So, how do you make sure your company’s culture is strong enough to outlast your career as their leader? The first step is defining your vision. John explained, “If your people that are working for you don't have any idea what your vision is there is a lack of trust and investment from them and the culture suffers.” He went on, “The best thing you can do is allow your team to grow, even if they make mistakes. That will happen when people are learning skills. But, going back to those systems and documents, if you give them operating instructions and knowledge, they will learn and grow. And then in them your culture and business will live on.” 

Check out the entire Affinity Webinar to learn more about succession planning.

By Emma Peterson. 

Whether you’re new to the industry or a veteran, Cotney Consulting Group has online training that can help you grow.  

In the roofing industry, training is the key to sustainable growth, both for individual careers and for businesses on the whole. But finding time to fit that training into a busy schedule can be difficult. Luckily, Cotney Consulting Group, a leading roofing business consulting firm, has developed training courses that can be taken at your own pace from your own office. 

These online training courses are a great opportunity for roofers to improve their skills and increase their profitability. As John Kenney, CEO of Cotney puts it, “Cotney Consulting Group helps roofing contractors find success by focusing on the operational review of their companies combined with industry-specific online and in-person training resources...Each client’s journey is different, but the destination is always the same: successful transformation [that increases] revenues and profitability.” 

Cotney has trainings for every role in your business, from your estimator to your foreman, marketing specialist and service team. Here are a few of their offerings:  

• Roofing Estimator Advanced Training: Designed for those who want to refresh or improve upon existing estimating skills, this specialized course will take anyone’s roofing estimation acumen to the next level.  
• Director of Estimating Training: This one-on-one training opportunity is perfect for individuals who want to develop both their career and their business. 
• Roofing Project Manager Training: Dynamic and self-paced, this course takes participants through the essentials of managing roofing construction projects, both from organizational and strategic perspectives. More than an educational experience, this training course is a game changer for those looking to climb the roofing managerial career ladder. 
• Roofing Superintendent Training: This course equips attendees with the skills needed to run efficient jobsites. Covering topics like construction contract basics, project organization, subcontractor collaboration, claims management, quality control and effective communication, this is a must-attend session for those looking to rise to the position of roofing superintendent. 

All of these trainings from Cotney are based on real-world learning, as John explained:  

We did not learn business consulting from a book but with real-world experience. CCG brings 45+ years of experience running eight-figure, multi-million-dollar roofing companies. This positions us ahead of other business consultants solving the problems roofing contractors face daily. 

Get started with Cotney Consulting Group's online training today!

By Cotney Consulting Group.

Crews take their cues from the top. If you bring structure, clarity and expectations, they bring performance.

You can tell a high-performing roofing crew within the first thirty minutes of arriving on a job. It’s not about who moves the fastest or who makes the most noise. It’s the order. The pace. The tone. The way they step onto the deck with purpose instead of wandering around waiting for direction. After 45 years in this industry — from laborer to operations manager to consultant — I’ve watched thousands of crews work, in every system, every climate and every level of complexity. And the best crews, regardless of the job or the market, share the same habits. 

High-performing crews don’t start the day guessing what they’re doing. They start with a plan. That plan begins long before the truck leaves the yard. A good foreman studies the drawings, walks the job, evaluates access, looks at the weather and reviews safety considerations before the crew ever climbs a ladder. By the time the truck rolls in, the crew already knows the order of work, where materials will be staged, how debris will be managed and what the first hour of production should accomplish. That clarity alone puts them miles ahead of the average crew. 

Most roofing delays aren’t caused by big problems — they’re caused by the first hour of confusion. High-performing crews eliminate that chaos. They unload in a specific sequence. They stage with intention, not convenience. They know that five minutes saved at the start of the day becomes an extra square or two by lunch, and those small gains compound across the entire project. 

Communication is another major difference. On a well-run crew, everyone knows their role and everyone lines up behind the foreman’s direction. You won’t hear shouting matches or long debates. You hear fast, clear direction. You see heads nod, not heads shake. Foremen on high-performing crews don’t bark orders — they establish expectations and keep the team aligned. They review the next steps before the crew finishes the current ones. They stay ahead of the work instead of reacting to it. That steadiness builds trust, and trust builds production. 

Consistency is the habit I see most often in successful crews. They don’t reinvent their process on each job. They set up the same way every morning. They keep walk paths clear. They maintain their tools and keep materials tight to the work area. Nothing is scattered. Nothing is improvised. When you watch them operate, you can see the discipline in every movement. They aren’t rushing, but they aren’t wasting a single step. Roofing is about repetition, and the crews that master their routine produce better, safer and with fewer mistakes. 

Leadership is the invisible engine behind all of it. A high-performing crew is never a coincidence — it’s the reflection of a strong foreman. The foreman sets the pace, the expectations and the culture. They hold the line on quality. They don’t tolerate shortcuts. They correct the small errors before they become big ones. They maintain a calm, steady presence when conditions change. And they care about the people on their crew — not just the work they produce. When a foreman leads well, the crew works well. It’s that simple. 

One of the clearest separators between good crews and great ones is how they handle problems. Every job throws surprises at you: bad decking, missing substrate, incompatible details, equipment failure, weather shifts, overlapping trades or unclear specs. Average crews stop everything and look around for someone else to solve it. High-performing crews don’t panic or freeze. They stabilize the situation, communicate quickly and work through what they can while escalating what requires leadership. That ability to stay productive under pressure is one of the main reasons high-level crews outperform others on jobs with similar labor counts and equipment. 

Another trait you’ll notice is crew chemistry. The best crews have a rhythm. They move like a unit. They don’t step on each other’s tasks. They stay aware of each other’s positions and pace. You can tell when a crew has worked together long enough to anticipate each other’s moves. They look out for each other’s safety, help newer members and share responsibility for the quality of the final product. That chemistry builds loyalty, and loyalty keeps turnover low. When a crew stays together year after year, their performance compounds. 

Training is also a major factor. High-performing crews didn’t get that way by accident — they were invested in, corrected and developed. Contractors who commit to training see the payoff daily: cleaner installations, fewer callbacks, stronger production numbers and safer operations. Crews can’t be expected to perform well if they’ve never been shown the right way. Training isn’t a cost. It’s an accelerant. 

Something else the best crews do differently: they think ahead. They don’t just focus on the square in front of them. They anticipate transitions, foresee conflicts and prepare materials before they’re needed. They don’t wait until the tear-off is complete to think about insulation layout. They don’t wait until the end of the day to organize tools. They operate with tomorrow in mind, not just today. That forward-thinking mindset keeps production smooth and minimizes downtime. 

Another consistent trait: pride. You can see it in the way they seal laps, the way they clean up, the way they handle details and the way they leave the job at the end of the day. High-performing crews take ownership of the roof. They want it to reflect well on them. They know their work is their signature, and they carry themselves accordingly. 

As contractors head into the busy season, it’s worth taking a hard look at your crews. The difference between an average crew and a high-performing one isn’t luck — it’s leadership, training, discipline, communication and culture. These are things you can influence. These are things you can strengthen. 

When a company commits to building high-performing crews, everything improves: production, quality, morale, safety, profitability and customer satisfaction. Crews take their cues from the top. If you bring structure, clarity and expectations, they bring performance. That’s how strong seasons are built. And that’s how strong companies stay strong. 

MCS Influencer John Kenney says estimating complex jobs isn't about producing the lowest number. It's about producing the most accurate number.

One of the fastest ways to lose money on a metal construction project is to underestimate its complexity. Most estimating mistakes don't happen because someone missed a square or forgot a material item. They happen because the estimator didn't fully understand what it would take to execute the work in the field. 

I've seen contractors win projects only to spend the next several months trying to recover margins that were lost before the job ever started. By the time production discovers the estimate was too aggressive, it's usually too late. The project is underway, commitments have been made and the company is forced into damage-control mode. 

That's why estimating complex jobs has become less about counting materials and more about forecasting execution. 

Today's metal projects are often far more complicated than they were even a decade ago. Building designs are more intricate, schedules are tighter and owners expect greater coordination among trades. Add labor uncertainty, material volatility and evolving project delivery methods and the estimator's role becomes much more strategic than simply preparing a bid. 

One of the biggest improvements I've seen in recent years is the use of technology to visualize projects better before construction begins. Three-dimensional modeling and digital takeoff platforms allow estimators to see details that might have been overlooked on traditional drawings. Complex transitions, elevation changes, material interfaces and sequencing challenges become easier to identify before they become expensive field problems. 

The real value of these tools isn't that they produce numbers faster. The value is that they help estimators ask better questions. 

I've reviewed plenty of estimates where the quantities were accurate, but the labor assumptions were completely wrong. The estimator understood what materials were required but didn't fully appreciate the difficulty of installation. Technology helps bridge that gap by providing a clearer picture of how the work will actually come together. 

That becomes especially important when bidding on projects during periods of labor or material uncertainty. 

For years, contractors could often rely on relatively stable pricing and workforce availability. Today, conditions can change quickly. Material lead times fluctuate, labor availability shifts and project schedules move with little warning. Estimators who rely solely on historical production rates or old pricing data are taking unnecessary risks. 

The best estimators are constantly evaluating current market conditions. They maintain close communication with suppliers, stay informed about labor availability and build contingencies into their thinking. That doesn't mean padding numbers. It means understanding where risk exists and accounting for it appropriately. 

One of the most common causes of project overruns is underestimating labor. Material costs are usually visible and relatively easy to track. Labor is where profitability often disappears. 

I've always believed that estimating labor requires a combination of data and experience. Production history is important, but so is understanding field conditions. Access limitations, weather exposure, congestion from other trades and building complexity all influence productivity. Estimators who spend time with project managers, superintendents and field crews tend to develop more realistic labor forecasts because they understand how projects actually unfold. 

Forecasting also requires looking beyond the bid date. What will material availability look like six months from now? Will manpower be available when the project starts? Are there seasonal factors that could impact production? These questions may not have perfect answers, but they deserve consideration. 

The companies that consistently perform well are usually the ones that closely integrate estimating and operations. Estimators don't work in isolation. They collaborate with production teams, review completed projects and continuously refine assumptions based on actual results. That feedback loop improves forecasting accuracy and reduces surprises. 

Technology certainly plays an important role in modern estimating, but technology alone won't prevent bad bids. Software can generate quantities and models, but it cannot replace judgment. The most successful estimators combine digital tools with practical field knowledge and a clear understanding of project risk. 

At the end of the day, estimating complex jobs isn't about producing the lowest number. It's about producing the most accurate number. Contractors who focus on forecasting execution — not just calculating quantities — position themselves to win profitable work, avoid costly overruns and build stronger businesses over the long term. 

By Cotney Consulting Group.

How toolbox talks shape roofing culture.

If you want to know your company's safety culture, listen to a toolbox talk. This is not the scripted version, where everyone nods politely while thinking about the day ahead, but the honest ones, where supervisors lead by example, crews participate and honest conversations happen.

In roofing, where the work changes daily and conditions can shift by the hour, toolbox talks are more than a compliance requirement. They’re a culture check. Done right, they connect leadership and field crews, reinforce expectations and turn safety from a rule into a routine.

The power of a five-minute conversation

Roofers deal with daily hazards: heights, weather, materials, equipment and fatigue. No amount of paperwork or policy can replace the impact of a five-minute conversation that grounds a crew in the risks they’ll face that morning.

Toolbox talks aren’t about filling time or satisfying OSHA’s documentation trail. They’re about preparing people to make better decisions when it matters. A strong talk reminds everyone why safety matters, what’s changed on the site and the priorities before anyone picks up a tool.

It’s a leadership moment, and the best leaders treat it that way.

The difference between talking and connecting

Every safety professional has seen it happen: someone reads a generic safety sheet word-for-word, the crew stares at the ground and no one remembers a thing afterward. That’s not communication, that’s box-checking.

The best toolbox talks sound different. They’re conversational, relevant and built around shared experience. A good supervisor doesn’t just tell roofers what to do; they tell them why it matters. They ask questions like, “What hazards do you see today?” or “What part of this job feels riskier than usual?” Those simple questions open dialogue, build awareness and turn the talk into teamwork.

When workers contribute, they buy in. And when they buy in, safety becomes part of their thinking, not just what they’re told.

Make it real, not recycled

Crews can tell when a toolbox talk is recycled. Engagement drops fast if they’ve heard the same heat stress speech three times a month. Instead of repeating scripts, rotate topics and connect them to what’s happening on-site. 

For example: 

• If you’re tearing off a roof near power lines, discuss electrical hazards and safe clearances. 
• If you’re using new adhesive products, review chemical safety and PPE. 
• If you’re working under time pressure, focus on planning and pacing instead of shortcuts. 

Relevance builds credibility. A few well-prepared minutes before work saves hours of downtime, rework or injury later. 

Train your trainers 

Not everyone is naturally comfortable speaking in front of a crew. Supervisors need support and practice to deliver practical toolbox talks.

Invest a little time in training your supervisors to communicate clearly and confidently. Provide outlines or talking points, not scripts. Encourage them to share personal stories — a near miss, a lesson learned or a close call from experience. Real examples make safety relatable and show that everyone, even the boss, is learning.

Field leadership training should cover more than production and scheduling; it should also include communication. The most successful roofing companies understand that foremen are more than crew leaders; they’re culture carriers. 

Keep it consistent

Toolbox talks only work when they’re consistent. Sporadic communication sends the wrong message that safety is optional. Whether your crews meet daily or weekly, make sure talks happen on schedule, every time. 

Consistency builds trust. When workers know they’ll get regular updates, reminders and expectations, they stop tuning out and start anticipating the discussion. Over time, that predictability shapes habits, which are the foundation of culture. 

Encourage two-way feedback 

An excellent toolbox talk isn’t one-sided. Encourage questions, feedback and honest discussion. If someone points out a hazard or improvement idea, act on it. Ignoring feedback is the fastest way to destroy credibility. 

When workers see their suggestions lead to change, such as a better staging area, improved signage or safer ladder placement, they understand their voice matters. That’swhen safety becomes shared ownership rather than management oversight. 

The best supervisors don’t dominate the talk; they guide it. 

Document without losing focus 

Documentation is still necessary; it protects the company and proves compliance, but don’t let it overshadow the purpose. Keep sign-in sheets quick and straightforward. Focus on quality, not paperwork. 

A meaningful five-minute conversation backed by a one-page form is far more valuable than a half-hour lecture that nobody remembers. When you treat documentation as proof of engagement, not bureaucracy, your team sees safety as genuine, not forced. 

Evolve with your workforce 

Today’s roofing crews include a mix of generations, languages and experience levels. What connects with one group may miss the mark with another. Adapt your delivery to use visuals, demonstrations or bilingual materials when needed. 

Some topics work best hands-on: fall arrest checks, equipment inspections or ladder setup demonstrations. Others benefit from group input, like discussing near-misses or planning for weather changes. The goal isn’t to impress; it’s to communicate effectively with the people in front of you. 

From habit to culture 

The best roofing companies don’t see toolbox talks as isolated events; they see them as daily culture-building tools. Every conversation reinforces your standards, valuesand respect for the people doing the work. 

When safety communication becomes a habit, it builds trust. When that trust becomes consistent, it creates culture. 

Toolbox talks are where that happens, one conversation, one morning, one crew at a time. 

The board supports the RT3 mission and leads the organization in its efforts to educate and advance technology in the roofing industry. 

Roofing Technology Think Tank (RT3), a group of progressive roofing professionals focused on technology solutions for the roofing industry, announced Brad Strawbridge, founder & CEO of Capital City Roofing and co-founder and CEO of BuilderLync as its newest board member.

“The roofing industry is at a technology inflection point, and most contractors are still watching from the sideline. RT3 is the room where that gets changed,” said Strawbridge. “As a new board member, I am excited to help shape the next three years of contractor technology, not just sit in on the conversations about it.

Karen Edwards, RT3 executive director, commented, “Brad is bringing his passion for technology and love of the industry to the organization. We are excited to have him be part of our leadership team.”

Other board members continuing their service include:

• Wendy Marvin, Matrix Roofing & Home Solutions, president
• John Kenney, Cotney Consulting Group, treasurer
• Jon Gardner, Owens Corning, board member
• Rich Carroll, Carroll Consulting Group, board member
• Jeremy Dickmann, Apollo Primm Commercial Roofing, board member 

RT3 also extends its gratitude to Thomas Basch, Infinity Home Services, for his commitment to the organization during his term on the board.

Follow RT3 on social media for continuing updates and listen to the RT3 podcast on your favorite listening platform.

About Roofing Technology Think Tank (RT3)

Roofing Technology Think Tank (RT3) strives to find innovative technology solutions to be used within the roofing industry. RT3 provides insights from progressive thought leaders both inside and outside the roofing industry along with practical resources for implementing potential solutions successfully. The organization will encourage and enable contractors to embrace technology as they seek to grow their businesses. With a commitment to disseminate technology advancement information, RT3 will help build the professionalism and appeal of the roofing industry. Learn more at www.rt3thinktank.com.

By Emma Peterson.  

A conversation with John Kenney on preparing for the integration of robotics and automation. 

In a new Read Listen Watch® (RLW), Karen Edwards sat down with John Kenney to talk about robotics and automation in the roofing industry. John is the CEO of Cotney Consulting Group and no stranger to these types of foundational industry shifts, having been in the roofing world for over 45 years as a contractor prior to taking on his current role as a consultant.  

The first thing he emphasized about automation in roofing is that we are not going to be taken over by robots. He shared, “A lot of times when we get into these topics, people start thinking about robots taking over, or some other futuristic science fiction scenario, and that's really not where we're going.” 

So, what are we using robotics for? Many leading manufacturers, such as Hyundai Motor Group and Boston Dynamics, are investing in robotics and automation as long-term, scalable investments. John explained what is motivating these companies to take this step, saying, “We're getting to the point where major manufacturers are trying to solve issues like labor shortages, safety exposures and productivity pressures and the answer they are coming to is robotics.”  

These issues might sound very familiar to roofers, as they are the same issues that our industry has been facing for the last few decades. John shared some thoughts about this crossover of issues:  

Big factories are the proving grounds; they're a controlled environment which gives robotic companies a place to improve reliability, safety, movement, decision making and human interaction. So, the future I see is the further maturing of these systems and then the introduction of them into labor-intensive and high-risk industries with similar issues – like roofing...That doesn't mean that robots suddenly are going to show up replacing crews next year. But it does mean our industry is now officially on the radar, and it's time to start taking robotics and automation seriously.  

What can you do to prepare for the introduction of robotics? John recommends reviewing the core operations and procedures your business is built on. He explained, “You have to ask yourself whether your operations are ready for automation if it becomes practical. Because technologies don't fix chaos, they actually expose it. And that's a big thing people are starting to find out with things like AI...So as I always say, before you worry about things like robots, make sure your own workflows are functioning consistently from estimating all the way up to production.” 

Listen to the whole episode or Watch the recording to learn more about robotics and the roofing industry.