By Emma Peterson. 

April showers bring...a lot of interesting articles to The Coffee Shops™!  

As we leave the month of April behind and look towards May’s summer sunshine and peak construction season, we wanted to take a moment to look back at all the articles we published in the last month that captured our readers’ interests. And there were a lot – over 300 in fact! To make it easier to look back at the highlights, we’ve put together this list of the top ten!  

One such article shared a huge announcement from The Coffee Shops™ – We’re partnering with International Federation of the Roofing Trade (IFD)! This partnership is part of our international initiative and goal of fostering global collaboration on our sites. As Gary Howes, IFD board member explained, “By working together, [The Coffee Shops and IFD are] creating more opportunities for contractors, manufacturers and young professionals to connect, learn from one another and strengthen the future of the roofing industry on a truly international level.”  

Also on the top ten list were a variety of articles about the importance of community care and giving back! Writer Jenny Yu shared two heartwarming stories of roofers using their workmanship and talent for good! One highlighted the joint efforts between Rebuilding Together Philadelphia and a local contractor to fix the roof of a family’s home. The other was about YellowBall Roofing and Solar's donation of a new roof to Cherly and Marty Ash of Billings, Montana.  

In addition to these individual stories, Dani Sheehan wrote an article based on our Contractor Outlook Newscast with Ronald McDonald House Global President & CEO Katie Fitzgerald. Dani’s article dives into how contractors are working with Ronald McDonald House to donate their time, skills or resources to families in need. 

The top ten articles of April 2026 

10 - How contractors are supporting families through partnership with Ronald McDonald House by Dani Sheehan 

9 - Turning new hires into long-term talent by Emma Peterson 

8 - The importance of thinking outside the box by Emma Peterson 

7 - 4 practical takeaways on what AI use looks like in practice 

6 - What first-time attendees can expect at Roofing Day by Dani Sheehan 

5 - RoofersCoffeeShop® partners with International Federation of the Roofing Trade to strengthen global roofing connections 

4 - Improving performance in products and processes by Emma Peterson 

3 - Veteran surprised with free new roof by Jenny Yu 

2 - Neighbors helping neighbors by Jenny Yu 

1 - Extension cord safety for roofers by Cotney Consulting Group

By Cotney Consulting Group.

Why most roofing companies are not ready for humanoid robotics.

Throughout this series, one theme has surfaced repeatedly: Technology will not be the limiting factor in the adoption of humanoid robotics. Operations will. 

In earlier articles, we discussed why robotics is moving from digital systems into physical execution, why construction is one of the most challenging environments for automation, where robotics is most likely to enter roofing operations first and how workforce integration will hinge on leadership and culture. All of those factors matter. But none of them will derail adoption faster than weak operational foundations.

Humanoid robotics does not introduce new problems. It exposes existing ones. 

Technology rarely fails. First systems do 

When technology initiatives fail in construction, the explanation often points to cost, complexity or timing. In reality, those are usually symptoms, not causes. Robotics, such as AI tools, estimating platforms or project management systems, depends on structured inputs, clear ownership and consistent execution. Where those elements are missing, performance breaks down quickly.

In many roofing companies, workflows vary from crew to crew and expectations are understood rather than documented. Job costing captures totals, but not the activities that actually drive labor and risk. Equipment ownership is often informal, and maintenance is reactive. Safety practices rely heavily on experience and good intentions rather than consistent, defined processes. 

Those conditions are manageable today. They become exposed when automation enters the picture. These gaps can be managed when humans adapt on the fly. Robotics does not adapt the same way. 

The SOP gap: When process lives only in people’s heads 

Standard operating procedures are often discussed but rarely enforced. In many roofing organizations, processes exist that are informally passed down through experience rather than documented and standardized. 

That approach works — until it doesn’t. 

Humanoid robotics requires clarity. Tasks must be defined. Start and stop points have to be clear. Responsibility for outcomes cannot be assumed. When conditions change, there has to be a known response. If those questions cannot be answered consistently today, automation will struggle tomorrow. Robots require defined workflows, not because they are rigid, but because accountability has to be explicit. 

Companies that rely heavily on tribal knowledge will find that robotics exposes inconsistency rather than correcting it. 

Job costing: The blind spot that will undermine ROI 

One of the most overlooked challenges in automation is job costing. 

Many roofing companies track labor broadly, hours worked, crews assigned and totals per job, but lack visibility into where time is actually spent. Staging, material handling, inspection, documentation and rework are often buried inside production numbers. 

Robotics forces a more granular view. 

If a robotic system assists with staging or inspection, how is that time valued? How is it allocated? How does it affect crew productivity metrics? Without accurate activity-based costing, it becomes impossible to evaluate return on investment or make informed decisions. 

This is not a robotics problem. It is a costing discipline problem that automation makes visible. 

Asset ownership and maintenance responsibility 

Another operational weakness robotics will expose is asset management. In many roofing companies, responsibility for equipment is loosely defined. Tools and machinery are shared, maintained reactively and replaced as needed. That approach may be manageable with conventional equipment. It becomes risky with advanced robotic systems. 

Robotics requires clear ownership. Maintenance cannot be reactive, and usage has to be tracked. Downtime must be accounted for and addressed, not worked around. When those structures are missing, reliability suffers and the risk of safety increases. The technology doesn’t fail. The system around it does. 

Safety governance in a shared work environment 

Safety has been a recurring theme throughout this series, and for good reason. Humanoid robotics introduces shared work zones in which humans and machines operate in proximity. That environment demands more than general safety awareness. Interaction protocols must be defined. The stop-work authority has to be clear. Incident response cannot be improvised. Supervisor oversight must be proactive, not reactive. 

Companies relying primarily on experience-based safety culture will need to supplement it with formal governance. Robotics does not eliminate human judgment; it increases the need for it. 

Why disciplined operations will win 

The introduction of humanoid robotics will not level the playing field. It will widen gaps. Companies with disciplined operations, clear workflows, intense supervision, accurate costing and formal safety practices will be able to evaluate automation thoughtfully. They will pilot, adjust and integrate at a pace that matches their business. 

Companies operating with inconsistent processes and informal controls will struggle to extract value. For them, robotics will feel expensive, disruptive and risky, not because it is, but because their systems are unprepared. As emphasized earlier in this series, automation does not create discipline. It rewards it. 

What roofing leaders should focus on now 

Preparing for robotics does not start with equipment. It begins with fundamentals. Work has to be documented. Workflows need to be standardized where possible. Job costing must reflect activities, not just totals. Asset ownership has to be clear. Safety governance must be strengthened, and supervisors must be developed. 

These steps deliver value today, regardless of automation timelines. They also determine whether future technology becomes an advantage or a liability. 

What this series will explore next 

In the following article, we will look forward by examining how roles within roofing organizations will evolve as automation increases. Specifically, we will discuss new supervisory, operational and support roles that will emerge, not to replace people, but to help manage the growing interactions among human crews, data and intelligent machines. 

Understanding these shifts early allows contractors to plan deliberately rather than reactively. 

By Emma Peterson. 

Robotics and automation are coming to the jobsite. Are you prepared?  

Robotics and automation have long been a part of manufacturing processes. But where these two pieces of technology have historically played behind-the-scenes roles, that norm is quickly changing. Both in our personal and professional lives, we are seeing the integration of robotics and automations, whether that’s a robot bartender in Las Vegas or a delivery robot on a college campus. With this shift into day-to-day uses, it’s not hard to imagine how these technologies will be introduced into other roles, such as on the jobsite. 

To learn more about robotics and automation, and how they might influence the construction industry, Karen Edwards will be hosting a Read Listen Watch® (RLW) with John Kenney of Cotney Consulting Group about the topic on May 21, 2026.  

John is the perfect guest for this conversation as he comes with over 45 years of experience in the roofing and construction industries. He started his career as a laborer in a family-run construction business and eventually worked up to being a COO of a commercial contracting firm. Today, John is CEO and co-founder of Cotney Consulting Group; a board member of Roofing Technology Think Tank (RT3); an active part of the National Women in Roofing (NWIR)’s membership committee; and a member of countless other international and national technical associations.  

Each of these experiences have granted him insights into the roles technology has and will continue to play across the building envelope and the trades. From changing the ways businesses operate to how contractors can begin familiarizing themselves with the evolving robotic and automation developments without disrupting crews or culture, he has great advice for navigating these changes. 

The conversation will take on this topic that is often mired in fear and speculation, instead approaching it with an outlook that centers on the importance of awareness and preparation. John and Karen will not only discuss the emergence of new robotics and automations but also dive into how contractors can prepare their operations for the changes these tools bring.  

Want to learn more about how robotics will work in the world of roofing? Tune into the live Read Listen Watch® (RLW) on May 21, 2026! Register to save your spot.  

By Cotney Consulting Group.

An extension cord is a simple piece of equipment, but like everything on a roof, it can hurt you if you are careless with it.

Every roofing crew uses extension cords for power tools, compressors and generators. But they’re also one of the most overlooked hazards on a jobsite. A damaged or misplaced cord can shock, trip or start a fire faster than most people realize. The key is treating cords like the lifelines they are, not disposable accessories. 

Inspect before every use 

Start each morning with a quick inspection. Check cords for cuts, cracks or frayed insulation. Look closely at plug ends; the cord is unsafe if a grounding pin is missing or prongs are bent. Damaged cords should be tagged and removed from service immediately. 

Don’t wrap exposed areas in tape or “make it work.” Tape hides damage and traps heat, turning a minor defect into a serious electrical hazard. 

Use the right cord for the right tool 

Roofing equipment draws serious power. Underrated cords overheat quickly, especially in the summer sun. Match the cord gauge to the load: 

• 14-gauge for light hand tools 
• 12-gauge for standard roofing tools 
• 10-gauge for long runs or heavy-duty equipment 

Always choose cords rated for outdoor use marked with a W or W-A on the jacket and use GFCI protection on every circuit. 

If you’re running multiple tools, split them across outlets instead of daisy-chaining cords together. That practice overheats wiring and blows breakers. 

Manage cord placement 

Trips cause more injuries on roofing sites than most realize. Keep cords out of main walk paths, off ladders and away from roof edges. When possible, elevate cords or secure them with hooks and cord clips. If a cord must cross a walkway, tape it flat or use a cord cover. Never leave coils in piles where someone can snag a boot or step into a loop. Unplug cords and coil them loosely before leaving for lunch or the end of the day to prevent damage. 

Keep it dry and cool 

Moisture and electricity are a deadly mix. Never lay cords in puddles, damp grass or across wet insulation. When rain hits, shut down tools and store cords off the ground. 

Avoid running cords under hot tar lines or exposed to direct heat; the insulation can melt, leaving the copper bare. When not used, hang cords on hooks or wrap them neatly inside a dry, shaded area. 

Train your crew 

Make cord safety part of your toolbox talks. Many younger workers assume an extension cord is indestructible. Teach them to inspect, plug in correctly and report damage. Emphasize that electrical safety isn’t about fear, it’s about respect. An extension cord is a simple piece of equipment, but like everything on a roof, it can hurt you if you are careless with it. 

Final word 

Don’t trip, don’t fry and don’t take shortcuts. The right cord, used correctly, powers productivity. The wrong one turns into a hazard you’ll never forget. Good crews treat cords as tools, not clutter, checked, cleaned and always under control. 

MCS Influencer John Kenney says that attracting talent is important, but keeping it is what really drives long-term success. 

Labor isn’t a new problem in construction, but the way it’s showing up today is different. It’s not just about finding people anymore. It’s about finding people who stay, who care about the work and who continue to improve over time. In the metal roofing and sheet metal world, especially, where skill and precision matter, the difference between a crew that’s just filling a spot and one that’s building a career shows up quickly on the jobsite. 

I’ve been around this industry long enough to see both sides. Companies that treat labor as a revolving door are always hiring, always training and always dealing with inconsistent results. On the other hand, the companies that invest in people — really invest in them — tend to have stronger crews, better quality and far less disruption in their operations. 

It starts with how the work is presented. Too many contractors still position field roles as something temporary. “Come work with us” doesn’t carry much weight if there’s no clear path forward. Skilled trades, especially metalwork, offer more than just a paycheck. They offer a long-term career in which someone can build real expertise, earn a strong living and take pride in what they produce. 

But that message has to be backed up by structure. You can’t just say it’s a career — you have to show it. That’s where mentorship and apprenticeship programs come into play. The best companies I’ve worked with don’t leave training to chance. They pair less experienced workers with seasoned crew members who understand not just how to do the work, but how to teach it. 

That mentorship piece is critical. In metal work, details matter. Layout, fastening, flashing, transitions—these are skills that are learned over time. When experienced workers take ownership of developing the next group, you don’t just transfer knowledge; you build a connection. And that connection is one of the strongest drivers of retention. 

Retention, at its core, comes down to whether people feel like they’re part of something. If a worker shows up, does the job and goes home without any real engagement, they’re more likely to leave when the next opportunity comes along. But when they feel like their work matters, when they see their progress and when leadership takes an interest in their development, that’s when loyalty starts to build. 

That doesn’t mean everything has to be formal or complicated. Sometimes it’s as simple as consistent communication. Talking through the job before it starts. Reviewing what went well after it’s complete. Recognizing good work when it happens. Those small actions reinforce that expectations are clear and that performance is noticed. 

Quality is where all of this comes together. You can’t separate workforce development from the quality of the finished product. Crews that are properly trained, understand the systems they’re installing and take ownership of their work will consistently deliver better results. That reduces callbacks, improves customer satisfaction and ultimately strengthens the company’s reputation. 

There’s also a practical side to this. Turnover is expensive. Every time a skilled worker leaves, you’re not just losing labor — you’re losing experience, efficiency and continuity. Then you start over, bringing someone new in and hoping they can get up to speed quickly. That cycle is hard to sustain, especially in a trade where precision matters as much as it does in metal. 

The companies breaking that cycle are the ones building a culture of stability and growth. They’re clear about expectations, invest in training and give people a reason to stay beyond just the next paycheck. Over time, that creates a workforce that’s not only more skilled, but more committed. 

Attracting talent is important, but keeping it is what really drives long-term success. When you create an environment where people can build a career, develop their skills and take pride in their work, you don’t have to chase labor the same way. People start to come to you. 

And in today’s market, that’s one of the strongest competitive advantages a contractor can have. 

By Cotney Consulting Group.

These new roles won't eliminate existing jobs. They build on them.

Throughout this series, we have focused on readiness, operational discipline, realistic entry points for automation, workforce integration and the systems that will either support or undermine future technology adoption. All of those elements converge on one unavoidable reality: as automation increases, roofing organizations will need new roles and expanded responsibilities. 

Not because robots replace people, but because they do not manage themselves. 

The mistake many industries make when adopting new technology is assuming existing roles will absorb new responsibilities without adjustment. In roofing, that assumption has already strained supervisors, managers and operations teams. Humanoid robotics and advanced automation will amplify that strain unless roles evolve intentionally. 

Why new roles emerge before full automation 

Automation does not arrive fully formed. It comes in pieces first as tools, then as systems and eventually as integrated workflows. Each step adds complexity. There is more data to interpret, more assets to manage, more safety exposure and more coordination required between people and technology. 

Early on, those responsibilities are usually absorbed informally across existing staff. Over time, that approach becomes unsustainable. The work still gets done, but accountability blurs and performance suffers. 

This is where new roles begin to take shape, not as replacements, but as stabilizers. 

The evolution of supervision 

One of the first shifts will occur at the supervisory level. Foremen and superintendents will still be responsible for people, quality and productivity. What changes is the scope of oversight. As robotic assistance enters workflows, supervisors must monitor task boundaries between people and machines, safety in shared work zones, workflow sequencing and how exceptions are handled when conditions change. This does not require supervisors to become technologists. It requires them to operate with greater clarity, structure, and situational awareness. 

In many companies, this will feel less like a new role and more like an expanded one. But without proper training and support, it becomes a point of failure. 

The rise of the robotics operations role 

As automation moves beyond isolated pilots, responsibility has to be consolidated. Whether the role carries a formal title or not, someone must be accountable for robotic asset deployment, maintenance coordination, performance tracking, workflow integration and communication between operations, safety and leadership. 

Without clear ownership, automation stalls not because the technology fails, but because no one is empowered to manage it end-to-end. 

In some companies, this role may sit within operations. In others, it may emerge from safety, equipment management or technology functions. What matters is not the title, but the clarity of ownership. Without it, robotics initiatives often stall, not because the technology fails, but because no one is empowered to manage it end-to-end. 

Safety leadership in a shared environment 

Safety roles will also evolve. Traditional safety management focuses on human behavior, equipment condition and environmental hazards. Automation introduces a new variable: interaction. 

Human–machine interaction requires defined protocols, apparent authority to stop work, planned incident response and documentation that accounts for both human and mechanical factors. This does not replace existing safety leadership. It expands it. 

Organizations that already take safety governance seriously will adapt more easily. Those who rely heavily on informal practices will face greater risk as automation increases. 

Data-aware operations support 

Another role many roofing companies are unprepared for is data interpretation. Automation generates information on information usage, performance metrics, downtime records and workflow feedback. Without someone responsible for translating that information into operational decisions, its value is lost. This does not mean every company needs a data scientist. It means someone has to understand what data actually matter, identify trends, support decision-making and provide clear feedback to supervisors and leadership. 

When no one owns that responsibility, data exists, but insight doesn’t. In many cases, this responsibility will grow out of existing operations or estimating roles. But it cannot remain accidental. 

Why these roles are evolutions, not replacements 

A critical point in this discussion is that none of these roles eliminates existing jobs. They build on them. Supervisors become more strategic. Safety leaders gain broader influence. Operations staff gain visibility and impact. Career paths expand rather than contract. 

Handled correctly, this evolution improves retention and professionalism. Handled poorly, it creates confusion and resistance. The difference lies in planning. 

Preparing for role evolution now 

Roofing companies do not need to formalize these roles today. But they do need to recognize where responsibility is already stretching. Leaders should be asking who owns automation-related decisions, who maintains accountability when systems overlap, who supports supervisors as workflows become more complex, and who ensures safety governance keeps pace with change. 

If those answers are unclear, that’s the signal not that robots are coming tomorrow, but that role clarity needs attention now. 

What this series will conclude with 

In the final article of this series, we will bring these themes together into a practical readiness framework. The focus will be on what roofing contractors can do over the next several years to strengthen operations, leadership andculture, regardless of how quickly automation advances. 

The goal is not prediction. It is preparation.

By Cotney Consulting Group.

Roofing crews who take hose safety seriously work faster, cleaner and with fewer surprises.

Roofers work with compressed air and fluid hoses every day, from pneumatic nail guns and spray rigs to compressors and cleaning tools. These hoses make the job faster and more efficient, but they can also become dangerous in an instant. 

When a pressurized hose disconnects or a fitting fails, it doesn’t simply drop; it snaps and whips with violent force. A ½-inch air hose at 120 psi can lash out with hundreds of pounds of energy, swinging metal fittings fast enough to break bones or cause serious head and eye injuries. 

Hose whipping accidents happen fast and almost always without warning. The good news? They’re 100% preventable when you understand the risks, maintain equipment and follow safe handling procedures. 

Understanding the power of pressure 

Compressed air and fluid lines are standard tools on modern roofing jobsites, especially for large-scale production crews. Nail guns, spray adhesives, pressure washers and liquid systems rely on steady, high-pressure connections. The problem arises when that pressure escapes uncontrollably. 

A disconnected or ruptured hose instantly becomes a flexible projectile. If the coupler, clamp or fitting lets go, the energy stored in that hose is released immediately. The result is a whipping motion that can reach several feet in every direction. Workers nearby have no time to react; the heavier the fitting, the greater the damage it can cause. 

This is not a minor hazard. Hose-whip injuries have caused fractured wrists, concussions and even fatalities. Supervisors should treat hose restraint and inspection the same way they treat fall protection non-negotiable. 

Inspect before you connect 

Inspect all hoses and fittings every day before use. Look for cracks, bulges or soft spots in the rubber. Check for damaged threads, bent couplers or missing safety pins. A small air leak might seem harmless, but it’s often the first sign that pressure is working against a weak connection. 

When you find damage, tag and remove the hose from service; do not tape over cracks or leaks. Tape hides problems and gives a false sense of security. If a hose or fitting looks questionable, replace it. A new hose costs nothing compared to an injury or lost work time. 

If you’re using multiple hoses connected, ensure each section is rated for the system’s maximum pressure and that all fittings match in type and thread size. A mismatched coupling can fail even if everything else looks fine. 

Secure it right — Safety cables save lives 

Every pressurized hose should have whip-check cables or restraint systems installed at both ends. These flexible steel cables attach between the hose and the equipment, preventing the line from flailing if the fitting blows. Inspect restraint cables just like you would inspect the hose. If you see corrosion, fraying or broken strands, replace them immediately. A damaged safety cable is no better than none at all. 

Keep extra whip-checks in your job box, and ensure new hires know what they’re for. If a hose is pressurized, it needs a restraint period. 

Control the pressure before disconnecting 

One of the most common causes of hose-whip injuries is disconnecting lines that are still under pressure. Before servicing or detaching any hose, always shut down the air or fluid supply at the source and bleed off residual pressure. Use a controlled release valve if the equipment has one. Never assume a hose is empty just because the tool has stopped running. Trapped pressure can linger. And never “crack” a fitting open to release air manually. That’s a recipe for injury. 

Workers should follow the same basic principle in lockout-tagout systems: isolate, release and verify. Only then is it safe to disconnect. 

Stay clear of the line of fire 

Stand to the side when connecting, disconnecting or testing a pressurized hose that is not directly in line with the fitting. Keep coworkers out of the area, too. If a connection fails or bursts, it will move outward in the same direction as the hose path. 

If work requires multiple people handling a line, coordinate your movements. Communication prevents surprises, which cause injuries. Never point or drag a pressurized hose toward another worker, even momentarily. Please treat it with the same respect you would a loaded nail gun. 

Store hoses the right way 

When the workday ends, how you store hoses determines how long they last. Coil them neatly without kinks, and hang them on reels or dedicated hooks, not nails, scaffolding or around sharp edges. Avoid leaving hoses in the sun, across gravel or near heat sources. 

A hose left under tension, twisted or stepped on day after day will eventually fail when you least expect it. That failure usually happens when it’s under pressure. 

Train every crew member 

Most hose-whipping injuries happen to newer or untrained workers who haven’t seen one let go. Don’t wait for a scare to drive the lesson home. Include hose inspection and restraint in every orientation and safety talk. 

Show a short video or a low-pressure example during training to demonstrate what happens when pressure is released. Once a roofer sees that force in action, they’ll respect it. Make it part of your daily checklist alongside PPE and fall protection. 

Supervisors should also enforce consistency. A missing safety cable, a hose lying across a walkway or a coupler showing wear isn’t just bad housekeeping; it’s a hazard waiting to happen. 

Prevent the whip before it starts 

Hose whipping isn’t an accident; it’s a consequence of neglect. The equipment gives warning signs: loose fittings, minor leaks or worn restraints. Please pay attention to them. 

Securing every connection, depressurizing before disconnecting and keeping people clear of active lines are basic, repeatable habits that prevent major injuries. Roofing crews who take hose safety seriously work faster, cleaner and with fewer surprises. 

In short, control the pressure, don’t let it control you.

By Emma Peterson. 

Check out what The Coffee Shops™ readers are clicking on. 

It’s hard to even believe that it’s already April. If your March has been anything like ours has been at The Coffee Shops™, it has been very busy! So, to help our readers keep track of everything that happened in the last month, we put together a list of the top-read articles on RoofersCoffeeShop®, MetalCoffeeShop® and CoatingsCoffeeShop® in March 2026.  

One thing we noticed when looking at the data for our trending article topics was the sheer number of articles focused on workforce development and business advice. For example, Emma Peterson highlighted how SkillsUSA helped two young roofers find a mentor for life and how National Roofing Contractors Association (NRCA) has made workforce development one of their key initiatives.   

Additionally, Jenny Yu shared key information for metal roofers about how Sherwin-Williams' MetalVue program acts as “a comprehensive support system for contractors that connects them to all the tools they might need” to succeed. Additionally, John Kenney of Cotney Consulting Group dove into general construction safety practices and how the fundamentals are key to building a long-lasting, successful business.  

Our top article list from March 2026 

10 - Finding the path to roofing by Emma Peterson 

9 - Navigating a new world of technology by Emma Peterson 

8 - Business-in-a-box for metal roofing by Jenny Yu 

7 - Finding your path through mentorship by Emma Peterson 

6 - Brakes and beyond: Products for efficiency and customization by Jenny Yu 

5 - The state of roofing recruitment and retention by Emma Peterson 

4 - General construction safety principles: The core practices every outdoor trade should follow by John Kenney 

3 - Inspiring the next generation of roofers by Emma Peterson 

2 - A new safety frontier by Emma Peterson 

1 - Level up your team with training by Emma Peterson 

By Emma Peterson. 

Explore how early planning, clear processes and documentation prepare your business for its next chapter. 

One of the hardest moments for any business owner or entrepreneur to properly prepare for is when it’s time to take a step back and pass the company on to the next leader. But it is a moment that comes for all of us, and one that you want to be prepared for. When you’ve put years or even decades of work into a company, it becomes your legacy, and that should be protected through proper preparations. To talk about the process of leadership transitions, Heidi J. Ellsworth, Megan Ellsworth and John Kenney (CEO of Cotney Consulting Group) hosted an Affinity Webinar to discuss navigating different forms of succession planning.  

Passing the torch on to family 

Many roofing companies become part of family legacies as they are passed down from parent to child. This is often a great way to make sure your business is cared for by someone who is as invested in its success as you are. But this succession method also comes with some challenges. John explained:  

There’s a saying about the first generation having success, and every generation after that has a higher chance of failure. Why? Oftentimes when companies are passed through families, going from that first to second, or second to third generation, the processes, procedures and understandings aren’t passed down as well. 

What John is pointing out is that, in these family hand-offs, the plan is often to simply hand the company to the next generation, and plans do not extend beyond that. In order to set that next generation up for success, you need to plan beyond who gets the business. As John put it, “There is a lot of planning and even financial type of setting up to do, if you want to set them up for success. At the end of the day, if everything is not in order, the succession's not going to work.”   

Making a sale 

Another form of succession that we see frequently in the roofing industry is sales. This can be to another contractor or private equity. And the main thing to know about this path is that your company might not look the same after the sale. John explained, “Sales happen for two reasons. One is they're buying you out because they're going to flip you and get rid of you, and they don't care. So, you have to think hard about if that’s what you want. Or they come in as a partner.” 

If you want the latter, for your company to become partner of the buyers’ business, there is some groundwork that must be done to prepare for sale. John gave some examples, explaining, “They are going to deep dive into what your current org chart looks like, management structure, what your bench strength looks like and how you have planned for the next 5 to 10 year.” By keeping your records organized and clear, you can show them why your business is worth investing in and keeping as a partner, rather than being flipped completely. 

Navigating a merger 

And last but not least, there are mergers and strategic partnerships. This form of succession has been all over the headlines across the industry. While it may sound fancy or complex, John broke it down, saying, “When you're looking at mergers and strategic partnerships, they absolutely become no different than bringing in a family member. The only difference is it's a family member with money.” 

Why does he say that? Similar to older generations preparing to hand off to a younger family member, the most important part of planning for a merger succession is making sure that structures and processes are established and clear. John explained:  

The company is just the structure, and that structure should be able to go on if you've got it built correctly to put different people in different seats as time progresses...And if you don’t have that in place, your absolute sales price, your buyout price, your stock shares or whatever the deal may be, is going to be lower.”  

Overall advice 

You might have started to notice a pattern in John’s advice – succession planning is all about clear organization. And that’s because that is the key to any successful handoff, whether it's to a family member, another contractor or an investor. As John elaborated:  

The first place to start is to look at yourself and your company. You should start building your initial succession plan years before you want to exit. Within 6 month of starting to plan, you should have something that you're ready to start to kick around, and within a year you should know what the goals are and how to get there. From there, you're having quarterly or biannual review meetings, documenting the growth within the company and adjusting the plan to that.  

With this type of strategy, you can be assured that no matter whether you are looking at a family handover, a sale or a merger, you will have set up your roofing company for succession success.  

Watch the whole webinar to learn more about succession planning.

By Cotney Consulting Group. 

 Robotics do not force change. They expose our readiness.

In the first two articles of this series, we established two foundational points. Humanoid robotics is not a distant concept; it represents artificial intelligence moving from digital decision-making into physical execution. We also established that construction — and roofing in particular — is one of the most challenging environments for that technology to operate safely and reliably. 

Taken together, those realities raise a practical question contractors are already asking, even if they are not asking it out loud: 

Where does this actually touch my business? 

The answer is not everywhere. And it is certainly not all at once. 

Understanding where humanoid robotics is most likely to enter roofing operations — and where it is unlikely to gain traction for years — matters if contractors want to avoid both complacency and overreaction. 

Why full jobsite production comes last 

Despite the demonstrations and headlines, the first real foothold for humanoid robotics will not be complete production work on active roofing jobsites. Roofing production is highly variable. Roof conditions change. System choices vary. Access is inconsistent. Weather plays a role every day. Much of the work relies on judgment developed over years, not on repeatable motion alone. 

That combination makes it difficult for automation to consistently replicate roofing production.

Add fall hazards, changing elevations and constantly shifting job site conditions, and the complexity increases quickly. This does not mean robots will never touch production work. It means they will not start there. 

As discussed earlier in this series, industries do not need to solve the most complex problems first to realize value from automation. Adoption begins where consistency, safety improvement and cost control can be demonstrated without disrupting core craftsmanship. 

Roofing is no different. 

Service and maintenance operations: The most natural entry point 

If there is one area of roofing that aligns closely with the early adoption of humanoid robotics, it is service and maintenance. In most service divisions we’ve worked with, the patterns are already there — repeat inspections, similar repairs, consistent documentation requirements and tight response expectations. Whether contractors recognize it or not, much of this work is already structured. 

Service workflows depend on process discipline, scheduling efficiency and accurate reporting. Those conditions support automation rather than resist it. In this context, humanoid robotics would not replace technicians. That’s not realistic, and it’s not the goal. 

Instead, robotic assistance could support access, material handling, inspection activity, documentation capture and work in higher-risk zones where exposure can be reduced. The technician still makes the decisions. The robot supports the work. 

For contractors with mature service divisions, this is the lowest-risk environment to evaluate how physical automation fits into real-world operations. 

Warehousing, yards and logistics 

Another likely entry point sits completely outside the jobsite. 

Material handling, staging, loading, unloading and internal logistics consume far more labor than most roofing companies track accurately. These tasks are repetitive, physically demanding and often overlooked in job costing, even though they directly affect productivity and safety. 

Warehouses and yards are also more controlled environments than active jobsites. That makes them a logical bridge between factory deployment and field use. Robotics operating in these settings can demonstrate reliability, safety and return on investment without introducing jobsite-level risk. 

For many contractors, the first meaningful interaction with robotics may happen in their own facilities, not on a roof. 

Prefabrication and controlled work areas 

As prefabrication continues to grow in roofing, controlled work areas become another logical point of entry. Edge details, assemblies and repeatable components benefit from defined processes, consistent materials and clear quality standards. These environments are better suited to robotic assistance than open jobsites. 

Robotics here would not replace skilled craftsmanship. It would support positioning, handling, fastening and inspection, while people remain responsible for quality and final execution. 

It’s also worth noting that contractors investing in prefab often discover something important: operational discipline pays off long before automation enters the picture. Robotics reinforces that lesson. 

Inspection, documentation and hazard-zone tasks 

Inspection and documentation are another area where robotic assistance may add value earlier than expected. Visual inspections, photo capture, measurements and condition reporting are time-consuming but necessary when these tasks involve edges, heights or confined areas, as the risk of exposure increases. 

Robotic assistance in these zones can reduce risk without compromising oversight or accountability. The role remains supportive rather than autonomous. 

That distinction matters. 

Where humanoid robotics is unlikely to lead anytime soon 

Just as important as identifying early entry points is recognizing where adoption is unlikely in the near term. Complex detailing, judgment-driven repairs and highly variable production tasks will remain human-led for the foreseeable future. Roofing is a trade built on experience, and no current robotics platform replicates that depth of situational awareness. 

Contractors should be cautious here. Many claims being made today do not align with how roofing work actually happens. The goal is not to automate craftsmanship. 

It is to support it. 

What roofing leaders should take away 

The takeaway is not that contractors need to plan for robots everywhere; what they should focus on is where operational maturity already exists within their organizations. Service divisions, logistics operations, prefab environments and inspection workflows reveal a great deal about readiness. They show whether processes are standardized, supervision is clear and data is reliable. 

As emphasized throughout this series, robotics does not force change. They expose readiness. 

What this series will explore next 

In the following article, we will shift from tasks and environments to people. 

Specifically, we will examine how roofing companies can integrate emerging automation into their skilled workforce without undermining culture, trust or safety. That discussion will focus on leadership, supervision and the reality of managing people and machines together — an area where preparation matters as much as technology.