Take your roofing estimating skills beyond quantity takeoffs and basic unit pricing.

The Advanced Roofing Estimating Workshop is a two-day live classroom training program taught by John Kenney, designed for experienced roofing estimators, estimating managers, project managers, operations leaders and roofing company owners involved in bidding and preconstruction decisions.

This workshop focuses on the decisions and disciplines that directly affect project profitability. Attendees will work through real-world estimating challenges including bid selection, project risk, labor and productivity assumptions, complete project cost development, scope review, proposal strategy, margin protection and the handoff from estimating to operations.

The training is practical, interactive and built around how roofing companies actually estimate work.

Workshop Topics Include:

• Evaluating opportunities and knowing when to bid, pass or wait
• Reviewing plans, specifications and scope requirements
• Identifying estimating risk before pricing is finalized
• Validating labor, crew size and productivity assumptions
• Developing complete direct and indirect project costs
• Reviewing material, equipment and subcontractor costs
• Protecting margin through proper contingency and cost allocation
• Identifying scope gaps and unclear project requirements
• Developing responsible and competitive bid strategies
• Reviewing estimates before submission
• Preparing a complete estimating-to-operations handoff
• Using completed-project results to improve future estimates

Don't just estimate the job. Learn how to estimate it profitably. Register today.

By John Kenney, Cotney Consulting Group.  

Some projects make your company stronger. Others simply make it busier.

One of the hardest lessons a roofing contractor learns isn't how to estimate a complicated project or manage a difficult customer. It's understanding that not every project your company can win is a project your company should take. Early in our careers, most of us measure success by volume. More bids lead to more contracts. More contracts lead to more revenue. More revenue must mean the business is growing. It's an understandable way to think because growth is easy to see. The schedule fills up. Crews stay busy. The phones keep ringing. 

But somewhere along the way, if you've been in this business long enough, you realize something that isn't nearly as obvious. Some projects make your company stronger. Others simply make it busier. I've met very few contractors who regretted walking away from a project six months later. I've met plenty who wished they had accepted one less job. Looking back, the warning signs were usually there. They weren't viewed as reasons to slow down. 

One thing I've learned over the years is that every roofing project begins consuming company resources long before the first crew arrives on site. Estimators invest hours reviewing drawings, visiting the project, meeting with suppliers, and preparing proposals. Salespeople negotiate contracts. Project managers begin planning. Materials are reserved. Schedules shift. Equipment is allocated. Leadership starts making decisions that affect other work already underway. 

Every project you accept immediately begins competing for your company's most valuable assets. 

Not just money. People. Time. Attention. Leadership. 

Those resources are finite, regardless of how large the company becomes. That is why the strongest roofing contractors don't simply evaluate whether a project can be built. They evaluate whether it should be built. There's an important difference. 

Too often, contractors ask, "Can we do this job?" A better question is, "Can we perform this project at the level our reputation demands without negatively affecting everything else we've already committed to?" That's a much harder question to answer. 

I've always believed that capacity is one of the least understood concepts in the roofing industry. Most companies think about production capacity. They know roughly how many squares their crews can install in a week. They understand equipment availability. They watch backlog closely. 

Far fewer think about management capacity. Every additional project requires estimating support, project management, field supervision, purchasing coordination, customer communication, accounting oversight and executive attention. Those responsibilities don't grow in a straight line. They multiply. At some point, adding one more project doesn't simply add work. It reduces the amount of leadership every existing project receives. 

That's when small issues begin slipping through unnoticed. Communication becomes rushed. Site visits become less frequent. Questions wait another day for answers. Material coordination isn't quite as tight. Change orders sit on someone's desk a little longer than they should.  

None of those decisions seem significant by themselves. Together, they slowly begin changing the outcome of the project. 

I've walked enough jobs over the years to know that operational problems rarely arrive all at once. They usually appear quietly, disguised as small compromises that seem harmless in the moment. A little less planning here. A delayed decision there. A superintendent stretched across one project too many. 

Eventually, the company finds itself working harder than ever while wondering why profitability feels more difficult to achieve. The answer often isn't hidden in the estimate. It's hidden in the decisions made before the estimate was ever accepted. 

Some projects carry warning signs from the very beginning. Incomplete drawings. Unrealistic schedules. Customers whose expectations continue changing throughout the bidding process. Margins that only work if everything goes perfectly. Work outside the company's normal expertise. None of those conditions automatically mean the project is bad. They increase operational risk. 

Experienced contractors learn to recognize those risks before signing the contract rather than discovering them halfway through construction. 

Another lesson experience teaches is that opportunity cost is real, even if it never appears on a financial statement. Every project accepted limits your ability to pursue another one. Every superintendent assigned to a difficult project isn't available somewhere else. Every project manager consumed by one demanding customer has less time for five others. Sometimes the real cost of accepting one project is the opportunity you unknowingly gave away. 

The strongest contractors I've worked with understand this instinctively. They don't evaluate projects solely by potential revenue. They evaluate them by strategic fit. Does the work align with the company's strengths? Does it fit with current staffing? Can it be executed without sacrificing quality or customer service elsewhere? Does the anticipated reward justify the operational demands it will place on the organization? Those questions require discipline because saying no is rarely comfortable. 

I've also found that confidence plays a role. Companies that understand who they are—and just as importantly, who they are not—tend to make better decisions. They don't chase every opportunity simply because it exists. They pursue work that fits their capabilities, supports their long-term goals, and allows their people to perform at a high level. 

That discipline doesn't limit growth. It protects it. 

One observation has stayed with me throughout my career. Companies rarely fail because they didn't have enough opportunities. More often, they struggle because they accepted opportunities they weren't prepared to execute successfully. 

There's a difference between building backlog and building a business. Backlog measures work you've sold. A business is measured by the consistency with which you deliver it. As contractors continue navigating changing markets, labor challenges, and increasing customer expectations, the pressure to keep crews busy will always exist. There will always be another project to pursue and another opportunity to grow. 

But growth without discipline has a way of exposing weaknesses that were previously hidden. The companies that continue outperforming their competitors aren't necessarily the ones winning the most work. They're the ones making better decisions about the work they choose to pursue. 

Because sometimes the most profitable project you'll ever be involved with...is the one you never accept. 

By Emma Peterson. 

Industry veteran John Kenney explains how stronger connections between Canadian and American contractors can drive innovation, education and long-term industry growth. 

In our first-ever Roofing Road Trip® Canada edition, John Kenney and Karol Weyman discuss how the launch of RoofersCoffeeShop.ca will help build bonds between the Canadian and American roofing markets. John is the CEO of Cotney Consulting Group and a roofing veteran with decades of field experience. In his own words, “I started in the roofing industry more than four decades ago and working on the roof and learning the trade from the ground up. From there, I moved through estimating, project management operations and eventually executive leadership. Those experiences gave me a practical understanding of nearly every part of the roofing company.” 

And over the course of that storied career, John has experienced the value of collaboration between Canadian and American professionals firsthand:  

As my consulting and training work expanded, I began receiving more opportunities to work with contractors and manufacturers and also industry organizations like the Canadian Roofing Contractors Association (CRCA) throughout Canada. Working further north was a natural progression and I've learned just as much from the Canadian contractors as I hope they have learned from me as every market and every company offers a different perspective. 

It is experiences like John’s that the RoofersCoffeeShop.ca microsite aims to foster. Because when we all learn from each other, we all grow stronger. John shared some insights related to this, saying, “The roofing industry definitely becomes stronger when we take the time to learn from one another. The challenges contractors face don't stop at any kind of national borders or provincial borders, but each market does approach solving them differently based on their environments and cultures.”  

By building a space where contractors can build relationships with their peers in a different country, RoofersCoffeeShop.ca is helping share ideas and solutions that benefit everyone. In John’s words, “The more we openly share ideas, I think the stronger the entire industry becomes.” 

Check out the whole episode to learn more about how the launch of RoofersCoffeeShop.ca is fostering industry-growing relationships.

By Cotney Consulting Group.  

Fix the process. Standardize the work. Define ownership. Then use AI. 

Artificial intelligence can help contractors work faster, organize information and reduce administrative effort. What it cannot do is repair a business process that was never clearly defined in the first place. 

A contractor with inconsistent estimating, weak project handoffs, poor field documentation or unclear accountability may be tempted to believe that new technology will solve those problems. In reality, AI often exposes the weakness of the process more quickly. 

If the information entering the system is incomplete, inconsistent or inaccurate, the output will reflect the same problems. If responsibilities are unclear, AI will not decide who owns the result. If a company does not know what a successful process should look like, the technology cannot create that discipline on its own. 

AI can accelerate a good operation. It can also accelerate confusion. 

Technology does not create discipline 

Contractors have faced this issue before. A company purchases new estimating software, project management software or a customer relationship management platform with the expectation that performance will improve immediately. The software may be capable, but the company has not agreed on how information should be entered, who is responsible for updating it or how the data will be used. 

When employees use different systems, enter information inconsistently or create workarounds, the technology becomes another layer of confusion rather than a source of control. Some people use the system, while others continue to rely on spreadsheets, text messages or memory. Reports become incomplete. Management loses confidence in the information, and the tool is blamed for problems that began with the process. 

AI will not change that pattern. If the company has not defined its workflow, adding AI may create another point where information is entered, summarized or misunderstood. Technology does not create discipline. It reveals whether discipline already exists. 

Start with the process, not the tool 

Before introducing AI into any area of the business, contractors should be able to explain the current process end-to-end. Who begins the task? What information is required? Where is that information stored? Who reviews it? What decision is made from it? What happens next? 

If the company cannot answer those questions clearly, the process is not ready for automation. A process should be clear enough that two qualified employees can follow it and produce substantially the same result. That does not mean the process has to be perfect. It does mean the contractor should understand how the work is supposed to flow before asking technology to make it faster. 

For example, AI may help summarize a project handoff meeting, but it cannot determine which information the meeting should include. The company must first define the required scope of review, production assumptions, material needs, scheduling concerns, customer expectations and known risks. 

Once that structure exists, AI can help organize the discussion and capture the follow-up. Without the structure, the summary may be polished but incomplete. 

Broken estimating processes produce faster mistakes 

Estimating is one of the areas where contractors are most interested in AI. That interest is understandable. Estimators manage large amounts of information, work under deadlines and make decisions that directly affect profitability. 

AI can assist with document review, scope comparison, clarifying questions and proposal preparation. But it cannot overcome an estimating system that does not use reliable labor data, accurate material pricing or consistent assumptions. 

If production rates are estimated, AI may help produce the estimate faster, but the number is still a guess. If exclusions are not reviewed, the final proposal may sound more professional while still leaving the contractor exposed. If the estimator does not account for access, mobilization, equipment, supervision, cleanup or project risk, technology will not automatically correct the omission. 

Speed has no value if the estimate is built on weak assumptions. The process must first define what information is required, how costs are calculated and who reviews the final number. AI can then support that structure. 

A weak handoff remains a weak handoff 

Many projects lose profitability between when they are sold and when they reach the field. The estimate may contain important assumptions, but those assumptions are never clearly communicated to the project manager or field supervisor. Known risks may remain in the estimator’s notes. Customer commitments may not be documented. Production is left to discover the scope one problem at a time. 

If critical information exists only in the estimator’s memory, it is not part of the company’s operating system. AI cannot repair a handoff that never happens. It may summarize the information provided, but it cannot identify every missing conversation or unwritten commitment. If the estimate, proposal, schedule and customer expectations are not brought together in a structured review, the project team will still begin with incomplete information. 

A strong handoff requires a defined agenda, the right participants and clear accountability for unresolved items. Once those pieces are in place, AI may help capture decisions, assign follow-up tasks and produce a useful project summary. The technology can improve the handoff. It cannot replace the meeting. 

Poor field documentation cannot be automated away. 

Field documentation is another area where AI can provide significant assistance. Voice notes can be organized into daily reports. Photos can be connected withdescriptions. Observations can be summarized for project managers and customers. But AI cannot report what the field never captured.  

If workers do not document delays, changed conditions, extra work, damaged materials or customer requests, the technology has nothing reliable to organize. The field should know exactly what must be documented, when it must be submitted and who reviews it. 

A company that wants better AI-supported documentation must first define what information the field is expected to provide. Crews need to know when photos are required, which delays must be recorded, how extra work is reported and when the information must be submitted. 

The reporting process also has to be realistic. If the company asks field employees to complete long, complicated reports after an exhausting day, compliance will remain inconsistent regardless of the technology. 

A better process captures the right information at the right time with the least unnecessary burden. Because AI can make that information more useful, but it cannot create the original observation. 

AI cannot assign accountability 

Contractors often focus on the task without defining ownership. A report may need to be completed, a change order prepared or a customer updated, but no single person is clearly responsible for ensuring it happens. 

AI can produce reminders and action lists. It can summarize who said what in a meeting. It cannot accept responsibility for the result. Every AI-supported process still needs a person who owns the outcome. 

If a project update is generated, someone must verify the information before it reaches the customer. If AI identifies a possible scope gap, someone must decide whether it affects pricing. If a meeting summary includes unresolved items, someone must follow through. 

Automation does not eliminate accountability. It makes accountability more important. 

Bad data creates confident answers 

AI works from the information it receives. If job-cost data is incomplete, the analysis will be incomplete. If labor hours are charged to the wrong project, the production conclusions will be unreliable. If customer records are outdated, the communication may contain incorrect information. 

If labor hours are not entered correctly, an AI-based productivity analysis may confidently point management in the wrong direction. The output may still look polished. That is what makes poor data especially dangerous in an AI-supported system. The presentation can appear more accurate than the information behind it. 

Contractors should not introduce advanced analysis into an area where basic data is not trusted. Before using AI to identify trends, compare performance or recommend action, the company should review how the underlying information is collected. Timekeeping, material tracking, project status, change orders and customer records must be reasonably accurate and consistently maintained. 

AI does not improve the truth of the data. It improves the speed at which the data can be processed. 

Standardization must come before automation 

Contractors often resist standardization because every project is different. Projects differ, but many of the processes used to manage them should remain consistent. 

Every estimate should address labor, materials, equipment, access, supervision and risk. Every handoff should review scope, schedule, customer commitments and known concerns. Every project should have a defined reporting process. Every closeout should confirm completion, documentation, billing and lessons learned. 

Standardization does not eliminate professional judgment. It ensures that judgment is applied to the same critical areas each time. AI performs best when it is working within a defined structure. A standard checklist, report format or workflow gives the technology a clear framework. 

Without that framework, the company may receive different results from similar situations simply because employees provided information in different ways. Consistency in the process creates consistency in the output. 

Do not automate waste 

One of the most important questions contractors should ask is whether the current task should exist in its present form. Companies sometimes automate reports that no one reads, approvals that add no value or duplicate data entry that developed over time. Making a wasteful task faster does not make it useful. 

Before introducing AI, management should review the process and remove unnecessary steps. Does the information need to be entered more than once? Does every approval serve a purpose? Is the report helping someone make a decision? Is the same update being created in several formats for different people? 

The first improvement may not be automation. It may be elimination. Eliminate what adds no value, simplify what remains and automate only after the process makes sense. A shorter, clearer workflow is easier to train, manage and automate responsibly. 

Management must define the expected result 

Employees cannot use AI consistently if management has not defined what constitutes good work. A project update may be considered complete by one manager and inadequate by another. One estimator may expect a detailed scope review while another relies on a summary. A supervisor may document delays differently from every other supervisor. 

AI cannot produce consistent work from inconsistent expectations. Management must establish the required content, level of detail, review standard and approval process. 

This is especially important when AI creates first drafts. Employees need to understand that a draft is not automatically a finished product. They must know what to verify and who approves the final version. The clearer the expected result, the more useful the technology becomes. 

Fix the process before expanding the technology 

Contractors do not need to delay every use of AI until the entire company is perfect. They should, however, avoid placing AI into a process they do not understand or trust. 

A practical approach is to choose one process, map how it currently works and identify where information is lost, duplicated or delayed. The company can then simplify the workflow, define responsibilities and establish the expected result. 

Only after that should management decide where AI can add value. It may help create a report, summarize a meeting, compare documents or prepare a communication. The use should be specific, controlled and reviewed. 

Once the process works consistently, the company can expand the technology into another area. That approach may feel slower than purchasing several tools at once, but it produces stronger results and less disruption. 

AI rewards operational maturity 

Artificial intelligence will become more common in contractor operations. It will appear inside estimating platforms, project management systems, customer communication tools and field applications. 

The contractors who gain the greatest value from AI will not be the ones who adopt the most tools. They will be the companies that understand how their work should flow, trust the information entering their systems and hold people accountable for the outcome. 

AI can reduce administrative effort, improve consistency and help management see patterns more quickly. But it cannot repair unclear expectations, missing information or weak accountability. 

Fix the process. Standardize the work. Define ownership. Then use AI to build a better system faster and more effectively. 

By Cotney Consulting Group.

By working together, employers and employees can create a culture of safety that ensures everyone returns home safely at the end of the day.

Workplace safety rules are put in place to protect employees from potential hazards and risks. However, despite these rules being implemented, employees may not always follow them. This can result in serious consequences, including accidents, injuries and even death. In this article, we will explore the topic of employees not following workplace safety rules. We will discuss the reasons why employees may not follow these rules, the potential consequences of non-compliance, strategies for encouraging compliance and how to address non-compliance. By understanding these issues and taking proactive steps to address non-compliance, employers can create a safer work environment for everyone involved. 

There are several reasons why employees may not follow workplace safety rules, and understanding these reasons is important for developing effective strategies for promoting compliance. Some common reasons why employees may not follow safety rules include: 

1. Lack of training: Employees may not follow safety rules if they are not properly trained on how to do so. Without sufficient training, employees may not understand the importance of safety rules or how to follow them correctly. 
2. Complacency: Over time, employees may become complacent and start to take safety rules for granted. This can result in employees taking shortcuts or ignoring safety rules altogether. 
3. Pressure to meet deadlines: Employees may feel pressure to complete tasks quickly and may prioritize speed over safety. This can lead to employees taking risks or cutting corners to get the job done faster. 
4. Lack of consequences: If there are no consequences for not following safety rules, employees may be more likely to take risks or ignore safety rules altogether. 

Each of these reasons can contribute to non-compliance with safety rules in different ways. For example: 

1. Lack of training: Without proper training, employees may not understand the importance of safety rules or how to follow them correctly. This can lead to employees taking risks or not following safety rules altogether. 
2. Complacency: Over time, employees may become complacent and start to take safety rules for granted. This can result in employees taking shortcuts or ignoring safety rules altogether, as they may not see the importance of following them. 
3. Pressure to meet deadlines: When employees feel pressure to meet deadlines, they may prioritize speed over safety. This can lead to employees taking risks or cutting corners to get the job done faster, which can result in accidents or injuries. 
4. Lack of consequences: If there are no consequences for not following safety rules, employees may be more likely to take risks or ignore safety rules altogether. This can lead to a culture of non-compliance, where employees do not see the importance of following safety rules. 

Non-compliance with workplace safety rules can have serious consequences for both employees and the organization as a whole. The potential consequences of not following workplace safety rules include: 

1. Accidents and injuries: Non-compliance with safety rules can increase the risk of accidents and injuries in the workplace. This can lead to employees being injured, requiring medical attentionand even facing long-term disabilities. 
2. Death: In extreme cases, non-compliance with safety rules can result in the death of an employee. This can have a devastating impact on the employee's family and coworkers. 
3. Increased costs: Accidents and injuries can result in increased costs for the organization, including medical expenses, workers' compensation claims and increased insurance premiums. 
4. Legal liabilities: Non-compliance with safety rules can also result in legal liabilities for the organization. This can include fines and penalties for violating safety regulations, as well as lawsuits filed by injured employees. 

The impact of non-compliance on the organization can be significant. Accidents and injuries can result in increased absenteeism, decreased productivity and increased turnover rates. This can have a negative impact on the organization's bottom line, as well as its reputation.

In addition, non-compliance with safety rules can result in increased costs for the organization. Medical expenses, workers' compensation claims and insurance premiums can all add up quickly, placing a strain on the organization's finances. 

Non-compliance with safety rules can also result in legal liabilities for the organization. Fines and penalties for violating safety regulations can be significant, and lawsuits filed by injured employees can result in large settlements or judgments. 

Encouraging compliance with workplace safety rules is essential for creating a safe work environment. There are several strategies that employers can use to promote compliance with safety rules, including: 

1. Effective training programs: Providing employees with effective training on workplace safety rules is essential for ensuring that they understand the importance of following these rules. Training should be provided on a regular basis, and should be customized to address the specific needs of the workplace. 
2. Positive reinforcement: Providing positive reinforcement for compliant behavior can be an effective way to encourage employees to follow safety rules. This can include recognizing employees for following safety rules, and providing incentives for good safety performance. 
3. Consequences for non-compliance: While positive reinforcement is important, it is also essential to have consequences for non-compliance with safety rules. This can include disciplinary action, such as verbal or written warnings or even termination in extreme cases. 
4. Creating a culture of safety: Creating a culture of safety in the workplace is essential for promoting compliance with safety rules. This involves promoting safety as a top priority, providing employees with the necessary resources and training to follow safety rules, and encouraging employees to speak up about safety concerns. 

It is important to note that creating a culture of safety requires commitment from both employers and employees. Employers must lead by example and demonstrate a commitment to workplace safety, while employees must be willing to follow safety rules and report any safety concerns. 

Effective training programs are an important part of promoting compliance with safety rules. These programs should be customized to address the specific needs of the workplace, and should be provided on a regular basis to ensure that employees have a clear understanding of safety rules and best practices. 

Positive reinforcement can also be an effective way to encourage compliance with safety rules. Recognizing employees for following safety rules, and providing incentives for good safety performance, can help to reinforce positive behavior and encourage employees to continue following safety rules. 

Consequences for non-compliance are also important. While positive reinforcement is essential, consequences for non-compliance can help to ensure that employees take safety rules seriously and understand the importance of following them. 

Creating a culture of safety is essential for promoting compliance with safety rules. This involves promoting safety as a top priority, providing employees with the necessary resources and training to follow safety rules and encouraging employees to speak up about safety concerns. By creating a culture of safety, employers can encourage compliance with safety rules, promote a safer work environment and safeguard the well-being of employees. 

Effective training programs are an important part of promoting compliance with safety rules. These programs should be customized to address the specific needs of the workplace, and should be provided on a regular basis to ensure that employees have a clear understanding of safety rules and best practices. 

Positive reinforcement can also be an effective way to encourage compliance with safety rules. Recognizing employees for following safety rules, and providing incentives for good safety performance, can help to reinforce positive behavior and encourage employees to continue following safety rules. 

In conclusion, employees not following workplace safety rules can have serious consequences for both the individual and the organization as a whole. However, by understanding the reasons why employees may not comply with safety rules, implementing effective strategies for encouraging compliance and addressing non-compliance when it occurs, employers can create a safer work environment for everyone involved. It is essential for employers to prioritize workplace safety and provide employees with the necessary training and resources to follow safety rules. By working together, employers and employees can create a culture of safety in the workplace and ensure that everyone returns home safely at the end of the day. The tips and resources provided in this article can serve as a starting point for employers looking to encourage compliance with workplace safety rules and create a safer work environment for all. 

Check your systems before bringing in new technology. 

I’ve never seen software fix a bad process. I have seen the right technology make a disciplined operation considerably better. That distinction matters in metal construction because contractors have more technology available to them than ever before.

Project management platforms, BIM, mobile field tools, artificial intelligence and automated documentation are all moving deeper into construction workflows in 2026. Industry forecasts point to connected project data, digital project management, AI-assisted planning and greater automation as some of the technologies with the most practical impact on contractors. The problem is that buying software is easy. Getting people to use it consistently and proving that the changes improved the business are entirely different matters.

I’ve worked with contractors who had excellent technology but were still running parts of the company through phone calls, text messages and individual spreadsheets. They had invested in the system without changing the workflow. When that happens, technology becomes another layer of work instead of removing one. Before adopting anything new, I believe contractors should ask a basic question: What problem are we trying to solve?

If field information is reaching project managers too slowly, solve that problem; if drawings and revisions are getting lost between the office, fabrication shop and field, address that. If production data arrives weeks after the work is completed, improve the process. Start with the business issue and then evaluate the technology. not the other way around.

Metal construction especially benefits from connected information because fabrication and installation depend heavily on accuracy. BIM and shared digital models allow design, estimating, fabrication and field teams to work from better-coordinated information. When used correctly, that can reduce conflicts, improve prefabrication and help teams identify problems before material reaches the jobsite. The trend in 2026 is increasingly toward common data environments where project information is centralized rather than scattered across separate systems.

Artificial intelligence is also beginning to move beyond the conversation stage. The more useful applications I see aren’t about replacing project managers or estimators. They’re about helping those people identify schedule risks, procurement concerns, documentation gaps and coordination problems sooner. Emerging construction platforms are also reducing manual data entry through automated field capture and using project information to surface issues before they become expensive. But contractors need to measure whether any of this is actually working.

Don’t measure technology adoption by how many employees log into the system. Measure what changed after implementation. Did estimating time decrease? Are RFIs being resolved faster? Did field-to-office communication improve? Are crews spending less time waiting for information? Did rework decrease? Are project managers getting cost information early enough to make decisions? Those are business results.

Construction research continues to identify substantial time losses from searching for information and correcting rework, which is exactly why connected digital workflows have so much potential when they are implemented properly.

The people side may be the most important piece. A contractor can spend thousands of dollars on technology and lose the entire investment because the rollout consisted of an email saying, “Starting Monday, everyone uses this.” Change doesn’t work that way.

Bring the people doing the work into the process early. Ask project managers, estimators, shop personnel and field supervisors where they see friction. Let them test the system. Listen when they tell you something doesn’t fit the workflow. Then train them on more than which buttons to push. Explain why the change is being made and what problem it is intended to solve. People support change much more quickly when they understand the benefits.

Another lesson I’ve learned is not to digitize a broken process. Fix the process first. Then use technology to make that good process faster, more visible and more repeatable. The technology shaping metal construction will continue changing. AI will improve. BIM will become more connected to field execution. Automated documentation and predictive tools will become increasingly common. But none of those developments change the fundamentals of running a good contracting business.

Technology should give your people better information and more time to make good decisions. If it isn’t improving the workflow, reducing risk or strengthening project results, it isn’t transformation. It’s just another subscription.

By Emma Peterson. 

The importance of strong estimating practices in managing risk, protecting profitability and setting projects up for success. 

Estimating is the foundation of roofing projects – without an accurate assessment of a project, and the costs related to it, it's difficult to expect a project to go smoothly. But making sure your estimate is accurate is also one of the most challenging parts of a roofing project. To learn about how you can level up your estimating skills, we hosted John Kenney of Cotney Consulting Group for an episode of Roofing Road Trips®. 

Across the decades he has spent in the roofing industry, John has seen quite a few professionals struggle to build estimates. He shared the most common issue he sees, saying, “Estimators are taught how to measure roofs, how to price materials, but not how to manage the most important items, which is assumptions, communicate scope and company margins.”  

Why is it important that an estimator is aware of and managing these more abstract factors? As one of the first parts of any project, estimating is also the first step in risk management. John explained, “Estimating is really a decision-making role, not the takeoff one we see it presented as. As an estimator, you are the first to think through the project and make decisions about what will be done. That is directly tied to profitability and the risk.”  

So, how do you ensure you or your estimator are ready to tackle managing risk during the estimating process? Get the right training. John described how he trains estimators to go beyond the measurements and into risk management:  

We help them with estimating with a focus on giving them the skills that they won’t get in the field. So we focus on planning, communication, accountability and problem solving. Our goal is to give these leaders confidence and structure so they're not reacting all day. They're actually managing proactively. 

And managing proactively? That’s what shifts your estimating from just measurements and math to risk management and decision-making. And by making that shift, your company will be set up for successful, smooth projects. 

Want to learn more about estimator’s roles in risk management? Listen to the rest of the podcast!

By John Kenney, Cotney Consulting Group. 

How roofing contractors should plan for slower growth, uneven demand and continued volatility.

If you are having trouble deciding what the economy is telling you right now, you are not alone. The signals do not agree. 

Total nonfarm payroll employment declined by 23,000 jobs in July, while construction added 22,000. The unemployment rate edged down to 4.1%, even as labor-force participation remained at 61.4%. The broader economy is still growing, but not rapidly. Real GDP increased at a 1.5% annual rate in the second quarter, down from 2.1% in the first quarter. 

National construction backlog still looks reasonably healthy, yet architecture billings remain weak. Some contractors are carrying significant amounts of work, while others are telling me their runway is getting noticeably shorter. Data centers and power-related construction continue to perform extremely well, while several traditional commercial and residential markets remain much softer. 

Depending on which number you look at, you can make a case that the economy is still growing, the labor market is weakening or construction is holding up better than other sectors. All three can be true at the same time. 

That is a difficult environment to plan around, but it does not make planning impossible. I do not believe the current data tells us a severe recession is inevitable. I also do not believe it gives roofing contractors much reason to assume everything will work itself out. 

The more prudent position is somewhere in between. For business planning, I would operate on the assumption of slower growth, increasingly uneven demand, continued cost volatility, and elevated policy risk, while maintaining sufficientliquidity and operating flexibility to handle a genuine downturn if several of these pressures converge. 

That may not be the most exciting forecast, but it may be the most useful one. 

The headline economy is not the contractor economy 

One of the biggest mistakes business owners can make is assuming national economic statistics describe what is happening inside their company. They do not. Roofing contractors do not operate at the national average. 

They operate within a specific geographic area, serve a particular customer base, operate in certain market sectors, and depend on specific general contractors, owners, manufacturers, and suppliers. That means two roofing companies located a hundred miles apart can experience completely different economies. 

One contractor may be heavily exposed to data centers, health care, power generation or public-sector work and have more opportunities than the company can reasonably pursue. Another may depend heavily on retail, traditional office, private development or residential construction and find projects moving slower, owners hesitating, and competition becoming much more aggressive. 

Both companies are operating in the same national economy. They are simply experiencing different versions of it. That distinction matters when preparing a business plan. 

The question should not simply be, “How is construction doing?” The better question is, “How are the markets we depend on doing?” 

Construction is splitting into different markets 

The current backlog numbers illustrate the problem. Associated Builders and Contractors reported national construction backlog at 8.8 months in June. On the surface, that appears healthy. Look deeper, and the story becomes more complicated. 

Contractors involved in data-center work reported a backlog of 11.0 months, compared with 8.5 months for contractors without data-center exposure. Earlier in the year, ABC also reported that backlog growth was concentrated among the largest contractors, while smaller revenue groups showed weaker year-over-year results. 

That tells me we do not have one construction market right now. We have several. Data centers remain extremely strong, power-related construction continues to attract significant investment, and certain infrastructure and institutional sectorsremain active. 

At the same time, parts of manufacturing, private commercial development, office construction, and residential activity remain under pressure. Strong markets are becoming even stronger, while weak markets are becoming even weaker. 

The national average sits somewhere between the two and may accurately describe neither. That is why roofing executives need to understand their own market mix much better than they understand the national average. 

Backlog may be sending the wrong signal 

I have always paid close attention to backlog. It is one of the most important forward-looking indicators for a roofing company, but backlog must be understood correctly. A contractor can have plenty of work under contract and still have a production problem developing. 

I believe there are really three kinds of backlog. Reported backlog is the work you have under contract. Executable backlog is the work you realistically expect to move into production during the period planned. Profitable backlog is executable work that still meets the company’s margin expectations. 

Those numbers are not always the same. A roofing contractor may have a large project under contract today that is not scheduled to reach the roofing scope for another six months. If financing, permitting, another trade or the general construction schedule pushes that project back another 90 days, the project technically remains in backlog. However, the crew that was supposed to start that roof in October still needs somewhere to work. 

That is the difference between reported backlog and executable backlog. 

In my work with roofing and specialty contractors, I generally consider a quality, executable backlog of six months or more a healthy operating position. When the backlog approaches three months, I want leadership to monitor the bidding pipeline, award timing, and project start dates very closely. When it approaches two months, I become concerned because a single project delay, a lost award or a customer financing issue can quickly create a production gap. 

That is not a published national industry standard. It is an operating benchmark developed from years of managing and advising roofing companies. 

Right now, I am hearing more concern from roofing contractors around the country about shorter backlog visibility, delayed starts, and work that does not feel as certain as it did several months ago. That field feedback deserves attention. 

A contractor with nine months of reported backlog but only four months of reliably executable work has a four-month problem, not a nine-month solution. 

Labor is weakening without becoming easy 

The labor market is sending another mixed signal. National hiring has slowed significantly. May and June payroll gains were revised lower, and total nonfarm employment declined in July. Labor-force participation has also fallen since the beginning of the year. 

Those are legitimate signs of a cooling labor market, but roofing contractors should not assume that means skilled people will suddenly become easy to find. They will not. 

A slower national economy may increase the number of people seeking work, but it does not automatically create experienced roofing estimators, project managers, superintendents, service technicians or foremen. Those skills take years to develop. 

Our industry is also dealing with a generational transition as experienced people retire and companies compete for a limited pool of proven talent. That creates another planning challenge. 

Contractors should be cautious about adding overhead simply because they expect future growth. They should be equally cautious about cutting experienced people too quickly because the economic headlines turn negative. Replacing a strong estimator or project manager twelve months from now may be much more difficult than retaining that person through a slower period. 

The forward pipeline deserves attention 

Backlog tells us what contractors already have. Architecture and design activity can tell us something about what may be coming. That is why I believe the Architecture Billings Index deserves attention. 

The June Architecture Billings Index came in at 47.3, remaining below the 50 level associated with growth. Architecture-firm backlog also declined from 6.6 months in the first quarter to 6.3 months in the second quarter. 

I would not use that information to predict a construction collapse. I would use it as another reason not to become complacent. Design work occurs well before construction, and when design activity remains weak for an extended period, it can eventually result in fewer projects reaching the bidding stage. 

That becomes particularly important as contractors begin developing their 2027 budgets. The work you are installing today was often designed and financed many months ago. The condition of the design pipeline today may tell us more about the opportunities available next year. 

Delays may matter more than cancellations 

There is another issue I believe contractors sometimes underestimate. Projects do not have to disappear to hurt your business. They only need to move. 

Contractor surveys this year have continued to show a significant number of projects postponed, scaled back or canceled. From an operational standpoint, a postponement can sometimes be nearly as disruptive as a cancellation. 

Imagine you have a $2 million roofing project scheduled to begin in October. The owner still intends to build it, the contract still exists, and the project remains in your backlog. But financing problems push the start into February. 

Your backlog report may barely change, while your October production schedule changes dramatically. Now you have crews without the work you expected, equipment sitting idle, overhead continuing, and cash flow shifting. Other jobs may need to be accelerated to fill the hole. 

That is why contractors need to talk with general contractors and owners about more than whether a project is still active. Ask whether the start date is still realistic. That conversation can be far more valuable than simply looking at the backlog report. 

Costs have not returned to normal 

A slowing economy would be easier to manage if costs were declining at the same time. That is not necessarily the environment contractors are operating in. 

July’s inflation reports are a good example of why the headlines can be misleading. Consumer prices rose only 0.1% in July, and the annual inflation rate eased slightly to 3.4%. Producer prices were flat overall for the month. That soundsencouraging, and it is, but it does not mean prices are falling. 

If inflation drops from 4% to 3%, that does not mean prices fell 1%. It means prices are still increasing, just at a slower rate than before. The same distinction matters on the producer side. Even with no overall increase in July, producer prices were still 4.7% higher than a year earlier. 

For construction, the picture was even more important. Construction input prices edged up 0.1% in July and remained 7.4% higher than a year earlier. A lower inflation rate can slow the erosion of margins, but it does not automatically restore them. 

Material prices remain elevated, insurance continues to pressure overhead and skilled labor costs remain high. Fuel and freight can change quickly and recent disruptions involving global refinery capacity and major shipping routes are another reminder that energy costs can move independently of the broader economic cycle. Financing also remains expensive compared with the environment contractors grew accustomed to years ago. 

That creates one of the more difficult combinations for any business. Slower growth reduces pricing power, higher costs squeeze margins, and shorter backlog increases the temptation to chase work. 

That is where discipline matters. The worst response to a weakening market can be filling the schedule with low-margin work simply because everyone is worried about keeping crews busy. 

Busy and profitable are not the same thing. That lesson becomes even more important when the market starts slowing. 

Build a plan that does not require you to be right 

This is the part I believe matters most as contractors prepare for 2027. The best business plan in an uncertain economy is not the one built around the most accurate forecast. It is the one that still works when the forecast is wrong. 

I would build next year’s plan around three scenarios. The base case assumes slower growth, uneven construction demand, and continued cost volatility. The upside case assumes financing improves, project starts accelerate, and demand begins broadening across more construction sectors. 

The downside case assumes several pressures converge at the same time: employment weakens further, financing becomes more difficult, project delays increase, the backlog declines, and cost pressures remain. 

I am not suggesting contractors build three separate companies or three completely different budgets. I am suggesting leadership understand what happens under each scenario. 

What happens to revenue and gross margin? How much backlog and cash do we need? When do we stop hiring or adjust overhead? Which capital expenditures can wait? Which investments continue regardless of conditions? At what point does declining executable backlog trigger a change in strategy? 

Those decisions are much easier to make today than when everyone is already under pressure. 

Liquidity is strategic flexibility 

Cash is sometimes treated as money simply sitting on the balance sheet. During uncertain markets, liquidity is much more valuable than that because it creates options. 

It allows a company to retain a strong employee through a temporary slowdown, purchase materials earlier when there is a legitimate financial advantage, absorb a delayed project, and pursue an opportunity when a competitor cannot. 

Most importantly, liquidity prevents desperation. Companies under financial pressure often make poor decisions because they run out of time. They bid projects they should not bid, accept margins they should not accept, borrow under unfavorable terms, delay necessary investments, and make personnel decisions based on what happens next week rather than where the company needs to be next year. 

Liquidity buys time, and time creates better decisions. 

Do not cut away your ability to grow 

Preparing for slower growth does not mean putting the company into recession mode. That would be another mistake. 

If conditions weaken, contractors should absolutely challenge overhead, delay unnecessary purchases, protect cash, review expenses, and improve collections. But there is a difference between eliminating waste and eliminating capacity. 

Your strongest estimator is capacity. Your best project manager is capacity. Your service department is capacity. Leadership development is capacity. Technology that improves estimating, project visibility, and job costing may also be capacity. 

A contractor can cut so deeply during a slowdown that the company survives the downturn but is unable to take advantage of the recovery. That is why I prefer flexibility over fear. 

Protect the capabilities that make the company stronger. Challenge the expenses that do not. 

What I would be doing going into 2027 

If I were sitting with a roofing contractor today, preparing next year’s business plan, I would begin with the executable backlog rather than the total backlog. 

I would review what is realistically scheduled at 30, 60, 90, 180, and 270 days, then stress-test it. What happens if one large project is delayed by 90 days? What happens if two projects move? Which customers represent the greatest concentration risk? Which jobs still depend on financing or other approvals? Which projects have aggressive margin assumptions? 

I would review the bid pipeline and hit rates. I would increase business development before backlog becomes critical rather than waiting until crews need work. I would watch collections and cash conversion closely, preserve available credit even if I did not expect to use it, challenge major capital expenditures, and protect strong people and productive operating capacity. 

Most importantly, I would establish clear trigger points for when the company changes course. If the executable backlog falls below a predetermined level, what actions are taken? If gross margin misses plan for two consecutive months, what gets reviewed? If accounts receivable starts to stretch, who owns the response? If major projects move, when does labor planning change? 

Those decisions should not be made for the first time during a crisis. The time to make them is now. 

Planning without pretending to know the future 

I do not believe roofing executives should plan as though a recession is inevitable. I also do not believe they should assume today’s economic pressures will work themselves out. 

The more prudent position lies between those two extremes. Build the company around a reasonable expectation of slower growth, increasingly uneven demand and continued cost volatility. Maintain enough liquidity and operating flexibility to withstand a genuine downturn if several pressures converge. 

At the same time, preserve enough capacity to take advantage of opportunity if conditions improve. 

The economic signals may continue to disagree. That does not mean leadership has to be uncertain. We do not need to know exactly what the economy will do next. We need to build roofing companies capable of succeeding under more than one outcome. 

That is not pessimism. It is responsible business planning. 

By Cotney Consulting Group. 

Building a culture that protects crews and companies.

Roofing has never been more demanding or more scrutinized when it comes to safety. Between tighter deadlines, labor shortages and increasing OSHA enforcement, safety programs that once relied on routine box-checking no longer cut it. The best contractors have evolved beyond compliance. They’re building cultures of safety that start at the top and reach every crew member on the roof. 

A safety checklist is still essential, but it’s not just a form anymore; it’s a mindset. The most effective roofing safety programs combine thoughtful planning, daily discipline and strong leadership accountability. When safety becomes part of how you operate rather than what you react to, you don’t just prevent accidents, you build trust, efficiency and long-term profitability. 

Start before the job starts 

Safety doesn’t begin on the roof; it begins in the pre-job phase. Every project should start with a site-specific safety plan that addresses scope, crew size, materials and access points. Too many incidents stem from rushing into production before evaluating the hazards. 

Walk the jobsite before setup and ask: 

• Where are the power lines, skylights or roof openings? 
• How will materials be staged and hoisted? 
• Where will crews access the roof, and is it secure? 

This planning period sets the tone. Supervisors who identify risks upfront demonstrate leadership that values prevention, not reaction. 

Access and setup: Getting there safely 

Falls are still the leading cause of death in construction, and access points are one of the biggest culprits. Every ladder, scaffold and hoist setup must meet OSHA standards and company policy. Ladders should extend at least three feet above the landing and be secured at the top and bottom. Scaffolds require proper decking, guardrails and complete planking, no exceptions, even for “just a quick fix.” 

Crews should be trained to check ladders daily for damage, oil or loose feet. Supervisors must verify stability before work begins. The same goes for roof hatches and temporary stairs; one unsecured access point can lead to disaster. 

Perimeter and fall protection: Non-negotiable safeguards 

Once crews are on the roof, the priority shifts to preventing falls. Guardrails, warning lines and personal fall arrest systems remain the backbone of roofing safety. But they only work when used correctly. 

Every worker must know how to inspect their harness and lanyard before each use. Lifelines should be anchored correctly and free from heat, sharp edges or debris. If the jobsite changes, for example, if a roof section is removed or materials are shifted, fall protection plans must be updated immediately. 

Leadership must set the tone here. When supervisors wear their harnesses and model safe behavior, compliance becomes culture. When they don’t, shortcuts spread like wildfire. 

Material handling and housekeeping 

Clean, organized job sites don’t just look professional; they also prevent injuries. Roofing involves heavy materials, sharp tools and high-traffic zones, and cluttered work areas are breeding grounds for trips, cuts and strains. 

Establish designated areas for materials, tools and debris. Keep pathways clear and mark them if possible. Use debris chutes or containers during tear-offs instead of tossing materials over the edge. Before every break or shift change, take two minutes to clean up. It’s the simplest habit that pays off the most. 

Mechanical lifts and conveyors should be inspected daily. Overloading equipment or hoisting uneven loads can create both safety and structural risks. Make it policy that only trained workers operate powered equipment. 

Weather, environment and personal protective equipment 

Roofers work in extreme conditions. Heat, cold, wind and lightning can all change the risk level in minutes. Supervisors should monitor the weather throughout the day, especially in summer, when dehydration and heat stress peak. 

Hydration stations, shade breaks and weather alerts should be as standard as hard hats and gloves. Ice, frost and wind chill create new challenges in winter, and footwear traction and layered clothing become as critical as harnesses. 

Leadership must eliminate the “optional” mindset regarding PPE. Eye protection, gloves, helmets and hearing protection are as much a part of the trade as a hammer or trowel. If someone refuses PPE, it’s not a conversation; it’s a stop-work moment. 

Emergency readiness: Expect the unexpected 

Every roofing crew should know precisely what to do if something goes wrong. Emergency procedures must be reviewed before the first day on-site. Where’s the nearest hospital? Who calls 911? Who’s trained in CPR and first aid? 

Even with perfect planning, emergencies happen, but confusion should never be part of the response. Keep first-aid kits and fire extinguishers accessible. Train crew leaders to stay calm, communicate clearly and document the incident once everyone is safe. 

Review what happened after every event and adjust your safety program accordingly. Growth comes from reflection, not denial. 

Leadership and accountability 

Safety thrives when leadership is visible, consistent and fair. Foremen and managers who inspect what they expect drive the best safety cultures. Crews notice when leaders walk the job, point out hazards constructively and thank workers for doing things right. 

Accountability doesn’t mean punishment; it means responsibility. Everyone on the crew should know they play a role in making sure everyone goes home safely. When people see that their company takes safety seriously, they follow suit. 

The roofing safety checklist will always be an essential tool, but it’s only as strong as the culture behind it. The real goal isn’t just to avoid OSHA fines or insurance claims; it’s to build teams that work confidently, efficiently and with pride. 

Every safe decision, from ladder setup to harness inspection, compounds into something bigger: a company that protects its people and profits. That’s the accurate measure of safety excellence, starting with leadership that means it. 

By Cotney Consulting Group.

Mental health and suicide prevention in roofing.

Most safety conversations in roofing focus on what you can see: fall hazards, equipment, weather and materials. But some of the most serious risks on a jobsite aren’t visible at all. 

Mental health struggles don’t announce themselves with alarms or warning labels. They show up quietly in behavior changes, missed connections and moments that feel “off” but are easy to dismiss. And in a high-pressure, physically demanding industry like roofing, those warning signs are often overlooked until it’s too late. 

Suicide prevention isn’t about turning supervisors into counselors. It’s about awareness, leadership presence and knowing when something isn’t right. 

Roofing is a high-stress industry — Whether we acknowledge it or not 

Roofing crews deal with more than physical risk. Long hours, seasonal pressure, financial stress, travel, time away from family and constant production demands take a toll. Add heat, fatigue and job insecurity during slow seasons and stress compounds quickly. 

Many roofers are wired to “push through.” That mindset builds tough workers, but it also creates silence. Asking for help is often mistaken for weakness, and personal struggles getburied under work. That’s why leadership awareness matters. Mental health issues don’t stay at home. They show up on the roof, in the truck and in how people work together. 

The warning signs usually aren’t dramatic

One of the biggest misconceptions about mental health crises is that the signs are apparent. In reality, they’re subtle and easy to rationalize away. Familiar warning signs supervisors and coworkers may notice include: 

• Sudden withdrawal from the crew 
• Increased irritability or anger 
• Lack of focus or careless mistakes 
• Changes in attendance or punctuality 
• Noticeable fatigue or loss of motivation 
• Risk-taking behavior that feels out of character 

None of these automatically means someone is in crisis. But when several show up together or represent an apparent change from normal behavior, they deserve attention. Ignoring them is not “staying in your lane.” It’s missing an opportunity to intervene early. 

Why foremen are in the best position to notice changes 

Mental health struggles are rarely visible to upper management. They’re noticed first by the people working closest together, supervisors and crew leaders. Supervisors see: 

• Who’s unusually quiet 
• Who’s snapping over minor issues 
• Who’s disengaged or distracted 
• Who’s pushing themselves recklessly 

This isn’t about diagnosing anyone. It’s about noticing patterns and being willing to check in. A simple, private conversation — “You don’t seem like yourself lately. Everything okay?” — can open a door that’s been closed for a long time. 

What to say — And what not to say 

Most people hesitate to speak up because they’re afraid of saying the wrong thing. The truth is, silence is far more damaging than imperfect words. What helps: 

• Listening without judgment 
• Showing genuine concern 
• Encouraging connection to support resources 
• Taking comments about hopelessness seriously 

What doesn’t help: 

• Minimizing the issue (“Everyone gets stressed”) 
• Offering quick fixes 
• Telling someone to “tough it out.” 
• Ignoring warning signs because work needs to get done 

You don’t need the correct answers. You need the willingness to engage. 

Suicide prevention is a leadership responsibility 

Mental health and suicide prevention are part of safety culture, not separate from it. A company that values its people only when they’re productive sends a clear message. A company that checks in, listens and supports its crews builds loyalty and trust. Leadership sets the tone by: 

• Talking openly about mental health as part of safety 
• Encouraging employees to use support resources 
• Training supervisors on recognizing warning signs 
• Removing stigma from asking for help 

When leadership treats mental health as a legitimate safety concern, crews follow suit. 

Support systems matter more than policies 

Written policies alone won’t protect someone in crisis. What matters is whether people feel safe speaking up. Companies should ensure: 

• Employees know where to turn for help 
• Resources are communicated clearly and regularly 
• Supervisors understand escalation procedures 
• Conversations stay respectful and confidential 

Even something as simple as posting support hotline information in break areas and job trailers sends a message: you matter beyond your output. 

Why this matters on the jobsite 

Mental health struggles don’t stay contained. They affect focus, decision-making and risk awareness. Distraction and emotional overload increase the likelihood of injuries — not just for the individual, but for everyone around them. Caring about mental health isn’t just the right thing to do; it’s a safety issue. Crews that feel supported work more safely, communicate better and watch out for each other. 

That’s authentic safety culture. 

Final thought 

Roofing will always be demanding work. Pressure, deadlines and physical strain are part of the trade. But suffering in silence doesn’t have to be. 

The most crucial safety intervention sometimes isn’t a guardrail or a harness, it’s a conversation. 

Catching the warning signs early, creating space for honest dialogue and leading with awareness can save lives. And in this industry, looking out for each other has always been part of the job.