By John Kenney, Cotney Consulting Group. 

Sometimes improvement doesn't require new technology or expensive equipment. Sometimes it starts with asking a question. 

One of the things I've always appreciated about bringing a new employee onto a roofing crew is the questions they ask. Sometimes those questions seem simple.Sometimes they're inconvenient because they interrupt the routine. Occasionally they even make experienced employees smile because the answer appears so obvious. 

Over the years, though, I've learned something interesting. Those questions often point out things the rest of us stopped noticing a long time ago. 

That's one of the great ironies of experience. The longer we work in this industry, the more efficient we become. We learn how to solve problems quickly, recognize patternsand perform tasks almost without thinking. Those are valuable skills that only come from years in the field. But every advantage comes with a tradeoff. Familiarity changes the way we look at the jobsite. Eventually, we stop seeing certain things because they've become part of the background. 

A new employee doesn't have that luxury. Everything is new. Every process is unfamiliar. Every piece of equipment raises another question. Every morning they look at the project with a completely different perspective than someone who has been roofing for twenty years. 

I've often watched a new employee ask why materials were staged a certain way or why one access point was being used instead of another. Most of the time, there was a perfectly reasonable explanation. Now and then, however, the question caused everyone else to stop and think. The answer wasn't nearly as obvious as they first believed. 

Those moments have always fascinated me because they remind us how easily routine shapes our thinking. We become accustomed to doing things a certain way, andeventually we stop asking ourselves whether it's still the best way. That isn't carelessness. It's human nature. 

I've seen companies continue using the same material handling process simply because that's how it had always been done. Nobody had ever questioned it because it seemed to work. Then a newer employee suggested moving the staging area a little closer to the hoist to reduce unnecessary carrying. 

It wasn't a revolutionary idea. It was simply a fresh perspective. The result was fewer trips across the roof, less manual handling and a safer work area.  

Sometimes improvement doesn't require new technology or expensive equipment. Sometimes it starts with someone asking a question everyone else stopped asking years ago. The best foremen I've worked with understood that. 

They never acted as though experience meant having all the answers. Instead, they created an environment where questions were welcomed. They understood that a crew member who asks why usually isn't challenging authority. They're trying to understand. That's exactly the thinking every company should encourage. 

I've found that crews become stronger when experienced roofers and newer employees learn from each other. The veteran brings years of practical knowledge that can't be taught in a classroom. The newer employee brings something just as valuable — A fresh set of eyes. Together, those perspectives often identify opportunities neither person would have recognized alone. 

That's one of the reasons I encourage foremen to spend time listening instead of doing all the talking. Leadership isn't measured by how many instructions you give during the morning meeting. Sometimes it's measured by the question you choose to ask before work begins. 

What are you seeing that I might have missed?

That's a powerful question. It tells the crew their observations matter. It encourages people to pay attention. It reinforces that one person doesn't own safety. It's something everyone contributes to throughout the day. 

I've often said that the strongest safety cultures aren't built on compliance alone. They're built on communication. When people feel comfortable speaking up, small problems are identified while they're still easy to correct. When they don't, those same problems have a way of growing quietly until they become incidents nobody expected. 

Looking back over my career, I can think of countless improvements that started with a simple conversation. A better way to stage materials. A safer access route. A different sequence for completing the work. None of those changes came from a regulation. They came from people paying attention. 

That's why I believe curiosity is one of the most underrated qualities in our industry. Curious people continue learning. They continue asking questions. They continue looking for better ways to perform the work. 

The day we stop asking questions is often the day we stop improving. That applies to safety just as much as it applies to quality, production or leadership. After forty-five years in roofing, I still find myself learning from people with far less experience than I have. Not because they know more about roofing, but because they sometimes notice things I've stopped seeing.  

I've come to appreciate those moments. They remind me that experience should never close our minds. It should make us more willing to listen, more willing to learn andmore willing to challenge the routines we've developed over a lifetime. 

The safest roofing companies I've known aren't built around the idea that one person has all the answers. They're built around the belief that everyone has something worth noticing. Sometimes the most valuable observation on the entire jobsite comes from the person who has been there the shortest amount of time. The smartest companies recognize that before everyone else does. 

By Cotney Consulting Group. 

Learn about planning roof work around an occupied building. 

When a building remains occupied during a roofing project, the work can affect employees, tenants, customers, residents, deliveries, parking, access and normal day-to-day operations. Noise, dust, odors, equipment movement and temporary closures can create problems even when the roofing installation itself is being completed correctly. 

That is why a successful project requires more than an installation plan. It also requires a plan for protecting the people and activities beneath the roof. 

Whether the property is an office, school, retail center, healthcare facility, apartment building or private home, the owner and roofing contractor should discuss how the work will affect occupants before the project begins. Good planning may not eliminate every inconvenience, but it can reduce disruption, improve safety and prevent unnecessary conflict. 

Begin with a preconstruction meeting 

A preconstruction meeting allows the property owner, manager and roofing contractor to review how the project will be performed. The discussion should include the proposed start date, anticipated duration, daily work hours, staging areas, material deliveries, equipment locations, access restrictions and communication procedures. 

The owner should explain how the building is used throughout the day. An office may have peak arrival and departure times. A school may have bus traffic, testing schedules and outdoor activities. A retail property may receive deliveries through the same area the contractor plans to use for equipment and materials. These details can affect the work plan. 

The contractor should identify the activities most likely to cause disruption, including tear-off, deck replacement, mechanical fastening, material loading and work directly above entrances or heavily occupied spaces. The earlier these conditions are discussed, the easier it becomes to develop a realistic plan around them. 

Establish clear points of contact 

Every occupied roofing project should have a clear communication structure. The property owner or manager should designate one person as the primary contact for the contractor. The contractor should also identify the project manager, superintendent or foreman responsible for daily communication. 

This prevents employees, tenants or residents from receiving conflicting information from several different people. The primary contacts should communicate about weather delays, schedule changes, unforeseen conditions, access restrictions and any complaints or concerns that arise during the project. 

For larger properties, department managers, tenant representatives, facility personnel or security teams may also need regular updates. However, the main communication should still move through the designated contacts so decisions remain organized and consistent. 

A good communication process prevents minor concerns from becoming larger problems. 

Plan deliveries and staging carefully 

Roofing materials and equipment require space, and their delivery can affect traffic throughout the property. Shingles, insulation, membranes, metal, dumpsters and lifting equipment may need to be placed close to the building. Delivery trucks can temporarily block entrances, driveways, loading docks or parking areas. The contractor and property owner should agree on delivery and staging locations before materials arrive.  

The plan must account for emergency access, customer traffic, employee parking, tenant access and scheduled deliveries from other vendors. Fire lanes and accessible routes should remain open at all times. Materials should not be staged where they obstruct visibility, create trip hazards or interfere with normal drainage.  

On some projects, deliveries may need to take place early in the morning or during lower-traffic periods. On others, materials may need to arrive in phases because the property cannot safely accommodate everything at once. A controlled delivery plan protects the property and reduces confusion for everyone using the building. 

Protect entrances and pedestrian routes 

People entering and leaving the building should not have to pass through an active roofing work zone. The contractor should identify entrances, exits, sidewalks and common travel routes around the property. Areas exposed to falling debris, equipment movement or overhead roofing activity may require temporary barriers, controlled access, overhead protection or alternate routes. 

Some entrances may need to close temporarily while work is taking place directly above them. When that happens, signs should clearly direct occupants and visitors to a safe alternative. The owner should notify employees, tenants, residents and regular visitors before access changes take effect. 

Accessibility requires particular attention at apartment buildings, senior living properties, medical facilities and other locations used by people with mobility limitations. Temporary routes must remain practical for those using wheelchairs, walkers or other mobility assistance.  

The objective is to separate normal building traffic from the roofing operation as much as reasonably possible. 

Prepare occupants for noise and vibration 

Roof replacement is noisy. Tear-off equipment, nail guns, mechanical fasteners, saws, loading activity and workers moving across the roof can all be heard and felt inside the building. The level of disruption depends on the roof system, deck type and activities being performed. 

Metal and concrete roof decks can transmit sound and vibration across large portions of a building. Fastening insulation or roof membranes may be especially noticeable in the spaces directly below the work. 

The owner should identify noise-sensitive areas before the project begins. These may include conference rooms, classrooms, medical treatment areas, call centers, recording spaces or offices where virtual meetings are common. 

The contractor may be able to sequence the work so the loudest activities occur during less disruptive periods. A school may avoid working above testing areas during scheduled examinations. A medical office may adjust appointments while work is taking place overhead. A business may relocate an important meeting to another part of the building. 

The project will still create noise, but planning allows occupants to make reasonable adjustments. 

Address dust, debris and interior protection 

Removing an existing roofing system can release dust and small debris, particularly when the roof deck contains gaps, openings or deteriorated areas. Loose material may fall into attics, ceiling spaces or occupied rooms below. Vibration can also disturb dust that has accumulated above suspended ceilings. 

Before work begins, the contractor and owner should review what is located directly beneath the roof. Sensitive equipment, merchandise, files, furniture or personal belongings may need temporary protection. Ceiling spaces may require inspection, and attic storage may need to be moved or covered. 

Manufacturing facilities, healthcare properties, food-service operations, laboratories and technology environments may require additional controls because even a small amount of dust can interfere with operations. 

Interior protection should be planned before tear-off begins, not after occupants report material falling from above. 

Discuss roofing odors in advance 

Some roofing materials and installation methods can create noticeable odors. Adhesives, primers, coatings, sealants and asphalt-based products may produce odors that enter the building through outside air intakes, open doors or ventilation systems. 

A noticeable odor does not automatically mean occupants are being exposed to a dangerous condition, but it can still cause discomfort, concern or complaints. The roofing contractor should identify products likely to produce odors and discuss their planned use with the property owner. The locations of outdoor air intakes should also be identified before the work begins. 

Work near an intake may need to be scheduled when the HVAC system can be adjusted or when fewer people are in the building. Different products, application methodsor temporary ventilation measures may be appropriate depending on the project. 

The contractor should provide relevant product information when requested, and the owner should communicate honestly with occupants before odor-producing work begins. People are less likely to assume something has gone wrong when they understand what to expect and who to contact with concerns. 

Coordinate with building operations 

Occupied properties often have activities that cannot simply stop because roofing work is underway. Retail stores must serve customers and receive deliveries. Offices may have important meetings. Schools have arrival, dismissal and activity periods. Apartment buildings have residents coming and going throughout the day. The contractor should understand these operational demands when planning the sequence of work. 

Roofing above a restaurant entrance during the lunch rush may create an avoidable conflict. Blocking a loading dock on a major delivery day can disrupt several businesses. Performing the loudest work above occupied hotel rooms early in the morning may generate complaints that better scheduling could have prevented. 

The contractor cannot organize the entire project around every individual preference, but major operational conflicts should be identified and addressed. A reasonable level of coordination can protect both the construction schedule and the owner’s relationship with building occupants. 

Plan for parking and vehicle protection 

Roofing projects frequently reduce available parking because space is needed for dumpsters, material storage, equipment and safety zones. The property owner should determine which spaces will be unavailable and how vehicles will be redirected. Employees, tenants and residents should be notified before parking restrictions begin. Signs, cones or barriers should clearly identify areas that must remain open. 

Vehicles should not be parked near active tear-off areas, beneath material-loading operations or within crane and equipment zones. Dust, nails, falling debris and equipment movement can damage vehicles when work areas are not properly controlled. 

Homeowners should move vehicles away from the house before work begins. Commercial property managers may need to establish temporary employee parking so closer spaces remain available for customers, residents or visitors. The parking plan must also preserve access for emergency vehicles, deliveries and people with disabilities. 

Protect HVAC and other building systems 

Roofing work can affect more than the roofing system. Dust and debris may enter rooftop HVAC equipment if units are not properly considered during the project. Vibration can affect older components, and roofing odors may be drawn into the building through outside air intakes. 

The contractor and facility manager should identify rooftop equipment before work begins and determine what protection or coordination is required. HVAC units should not be covered, restricted or shut down without approval from the appropriate building personnel or mechanical contractor. Improperly limiting airflow can damage equipment or affect indoor conditions. Satellite dishes, communication systems, exhaust fans, pipes and other rooftop components may also require protection or temporary relocation. 

Equipment that must be disconnected, raised or removed should be coordinated with the responsible trade before roofing work reaches that area. The roofing contractor should also be involved whenever changes affect curbs, supports, penetrations or flashing. 

Establish daily cleanup and weather protection expectations 

A professional roofing contractor should maintain the property throughout the project, not only after the final day of work. Debris should be placed in designated containers. Loose materials should be secured. Entrances, walkways and parking areas should remain clear. Magnetic nail sweeps may be needed around driveways, sidewalks and landscaped areas. 

At the end of each workday, the exposed roof should be left watertight and prepared for changing weather. Materials remaining on the roof should be secured against wind and positioned so they do not interfere with drainage. The owner should also understand which areas will remain restricted overnight and whether equipment, dumpsters or materials will remain on the property. 

Daily cleanup is especially important on occupied buildings because people continue to use the property while construction is underway. A clean, controlled site improves safety and gives occupants confidence that the project is being managed responsibly. 

Prepare for weather and schedule changes 

Roofing schedules depend heavily on weather. Rain, wind, extreme heat and other conditions can change the planned sequence of work. The contractor should explain how weather decisions will be made and how the property owner will be notified. 

Occupants should not be given a completion date that assumes every workday will have ideal conditions. A realistic project schedule should include some flexibility. 

Unexpected roof conditions can also affect timing. Wet insulation, deteriorated decking, structural damage or concealed conditions may require additional work before the new roofing system can be installed. The owner should understand how these discoveries will be documented, priced and approved. 

A clear process for managing delays and unexpected work reduces frustration and prevents inaccurate information from being distributed to occupants. 

Communicate before and during the project 

The people using the building should know when the project will begin, how long it is expected to last and how the work may affect them. Notices should explain normal work hours, parking restrictions, temporary entrance closures, anticipated noise, possible odors and whom to contact with questions. 

For commercial properties, tenant notices may need to be distributed several days before construction begins. Apartment residents may require regular updates as the work moves from one section of the building to another. 

Homeowners should also consider notifying nearby neighbors when the project will create significant noise, delivery congestion or temporary access concerns.Communication does not need to be complicated. A brief written notice, email update, text alert or posted schedule may be sufficient. The important point is that occupants are not surprised by activity that could have been explained in advance. 

Occupied buildings require additional planning 

A quality roof installation remains the primary goal, but the way the project is managed around an occupied building matters as well. The owner and contractor should work together to control access, coordinate deliveries, protect building operations, manage noise and odors, maintain safe pedestrian routes and communicate schedule changes. 

The best projects are not necessarily the ones that create no inconvenience. Roofing work will cause some disruption. The best projects are the ones where that disruption is anticipated, controlled and clearly communicated. 

Planning around the people inside the building improves safety, reduces complaints and allows the roofing contractor to work more efficiently. A roof protects the entire property. The project used to repair or replace it should also respect the people who live, work and conduct business beneath it. 

MCS Influencer John Kenney recommends that contractors stop selling sustainability as an idea and start demonstrating sustainability as measurable performance.

For years, metal roofing has been promoted as a sustainable building choice. Durability, recyclability, reflectivity and long service life all support that position. But I believe the conversation needs to move beyond simply telling an owner that metal is sustainable. 

Owners increasingly want to know what sustainability and resilience mean financially. Does the roof last longer? Can it reduce future replacement cycles? Does it perform better during severe weather? Can it contribute to lower energy use? Are there insurance incentives or tax benefits available? Most importantly, can the contractor support those claims with actual information? That is where the opportunity is. After decades in construction, I’ve learned that a benefit becomes much more valuable when you can measure it.

Metal systems can offer a compelling lifecycle story because durability and resilience are closely connected. A roof that remains in service longer reduces the frequency of replacement, material disposal and disruption associated with reroofing. Metal also has well-established recycling advantages, and the metal construction industry continues developing environmental product declarations, lifecycle assessments and other documentation that allows owners and design professionals to evaluate environmental performance using data rather than general claims.

Resilience adds another dimension. When severe weather damages a roof, the cost extends far beyond replacing panels or repairing flashing. Roof failures can allow water into insulation, interiors, equipment and building contents. That is one reason insurers, states and communities continue placing greater emphasis on resilient construction and stronger roof performance.

That does not mean every metal roof automatically receives an insurance discount. This is where contractors need to be careful. Insurance incentives vary by carrier, state, building type, construction method and the specific resilience standard being met. Contractors should explain the performance characteristics of the system and provide supporting documentation, but the owner should verify potential premium reductions or incentives directly with their insurance professional.

The same caution applies to energy incentives. Reflective metal roofing can contribute to a building’s overall energy strategy, particularly when roof color, insulation, ventilation and the complete building envelope are considered together. But contractors should not assume that installing a reflective metal roof automatically creates a tax benefit. Sell the performance of the roof. Don’t sell the tax credit.

Your job is to provide accurate information about the roofing system. Let the owner’s accountant, tax adviser, insurance professional or design consultant determine which financial incentives apply. Where I think contractors can become much more effective is in documenting the long-term value of the system.

• Instead of simply saying, “Metal lasts longer,” provide documented service-life expectations from the manufacturer or credible industry sources.
• Instead of saying, “This roof is more energy efficient,” provide reflectance, emissivity and other applicable product data.
• Instead of saying, “Metal is environmentally friendly,” provide recycled-content information, environmental product declarations or lifecycle documentation when available.
• Instead of telling an owner the system is more resilient, explain the tested assemblies, attachment methods, uplift ratings, impact classifications and other performance characteristics applicable to the project.

That changes the conversation. Now the contractor is no longer making marketing claims. They are helping the owner evaluate risk, lifecycle cost and long-term building performance.

I also believe this becomes increasingly important as owners compare initial price against lifecycle value. Metal systems are not always the least expensive option on bid day. Contractors should not pretend otherwise. But the lowest initial price and the lowest long-term cost are not necessarily the same thing.

A system that provides longer service life, requires fewer replacement cycles, performs well under the environmental conditions of the building, and retains recyclable value at the end of its useful life deserves to be evaluated differently than a system chosen primarily because of initial cost. The strongest metal contractors will understand how to communicate that difference without overselling it.

Sustainability and resilience should not be treated as buzzwords. They are part of a larger business discussion about protecting the building, managing future risk and getting more value from the owner’s investment. Metal’s long-term advantage becomes much easier to understand when contractors stop selling sustainability as an idea and start demonstrating it as measurable performance.

By Cotney Consulting Group. 

Ignoring heat cramps doesn't demonstrate strength. It increases the likelihood that the body's cooling system will continue to deteriorate. 

Every experienced roofer has probably seen it happen. A crew member suddenly stops what they're doing and grabs the back of their leg. Maybe it's a calf muscle. Maybe it's a forearm after carrying bundles or operating equipment. They stretch for a minute, take a drink of water, laugh it off and get right back to work. 

Most crews think the problem has passed. In reality, the problem may just be beginning. 

Heat cramps are often treated as a minor inconvenience, but they should never be dismissed. They are one of the body's earliest warning signs that it is struggling to maintain normal function in high temperatures. While the cramp itself may seem harmless, it can signal dehydration, electrolyte loss, muscle fatigue and the beginning stages of heat-related illness. For roofing contractors, recognizing that warning early can make the difference between a brief recovery break and a medical emergency. 

More than just a muscle cramp 

Roofing is one of the most physically demanding occupations in construction. Crews work in direct sunlight, on surfaces that can reach temperatures well above the surrounding air, while lifting, carrying, climbing andmaintaining constant balance. The body loses significant amounts of water through perspiration, but it also loses sodium, potassium and other electrolytes that allow muscles to function properly. 

When those electrolytes become depleted, muscles begin to cramp. Unfortunately, many roofers don't view cramps as a warning. They view them as part of the job. That mindset is one of the biggest challenges safety professionals and field supervisors face today. 

Toughness can become a liability 

The roofing industry has always valued hard work and perseverance. Those qualities help crews complete difficult projects under demanding conditions. However, there are times when toughness works against us. Too many experienced roofers believe they should "push through it." They stretch the muscle, take another drink of water and continue working because production still needs to be completed. 

The problem is that the body has already started telling them something important. Ignoring heat cramps doesn't demonstrate strength. It increases the likelihood that the body's cooling system will continue to deteriorate. As dehydration progresses and electrolyte levels continue to fall, heat exhaustion and, eventually, heat stroke become much more likely. By the time those more serious symptoms appear, the situation has become far more difficult to manage. 

Supervisors need to recognize the first warning 

One of the responsibilities of every foreman is observing the crew — not just the work being performed. When someone begins cramping, that should trigger questions. 

• How long has that employee been working? 
• When was their last break? 
• How much water have they consumed? 
• Have they replaced electrolytes or only water? 
• Are they showing any other signs of heat stress such as unusual fatigue, confusion, dizziness or irritability? 

These conversations shouldn't wait until someone collapses. Experienced supervisors understand that small changes in worker behavior often appear long before a medical emergency develops. Paying attention to those early indicators allows intervention before the situation escalates. 

Water isn't always the complete answer 

Hydration is essential, but hydration alone isn't always enough. Many workers believe that drinking large amounts of water solves every heat-related problem. While replacing fluids is critical, prolonged sweating also removes electrolytes that water alone cannot restore. 

During extended periods of high heat, especially on physically demanding roofing projects, contractors should encourage workers to replenish both fluids and electrolytes throughout the day. Proper nutrition also plays an important role. Employees who skip breakfast, rely on energy drinks or consume excessive caffeine place themselves at an even greater disadvantage before the workday has truly begun. 

Heat safety starts well before the first ladder is climbed. 

Planning reduces heat stress 

The best roofing companies don't wait until someone begins cramping to think about heat. They adjust operations before the day starts. That may include beginning work earlier during periods of extreme heat, rotating physically demanding assignments throughout the day, scheduling additional recovery breaks or increasing supervisory observation during the hottest afternoon hours. 

New employees deserve particular attention. Their bodies often haven't adapted to prolonged work in high temperatures, making them significantly more susceptible to heat-related illnesses during their first several weeks on the job. 

Planning for heat is no different than planning for fall protection or material staging. It's another operational decision that protects both employees and productivity. 

Building a different safety culture 

One of the biggest changes I've seen throughout my career is the industry's willingness to discuss safety more openly. Years ago, admitting you needed a break because of the heat was sometimes viewed as weakness.Today's best contractors understand that speaking up is a sign of professionalism. 

Crew members should feel comfortable telling a supervisor when they're beginning to cramp or when they notice a coworker struggling. Those conversations should be encouraged — not criticized. 

The goal isn't simply to prevent heat illness. It's to build a culture where workers recognize warning signs early and trust that management will support the right decision.That kind of culture protects people long before emergency medical services are ever needed. 

Final thoughts 

Heat cramps rarely make headlines. They don't seem dramatic, and they're often forgotten within a few minutes. That may be exactly why they're so dangerous. They are one of the body's first opportunities to tell us that something isn't right. 

The roofing companies that consistently protect their people understand that small warning signs often precede serious incidents. They don't wait for heat exhaustion or heat stroke to take action. They recognize the first signal, respond appropriately and make protecting their crews more important than pushing through another hour of production. 

The safest roofing companies aren't the ones that work the hardest in the heat. They're the ones that know when it's time to stop, recover and make sure everyone goes home healthy at the end of the day. 

By Emma Peterson. 

Industry veteran John Kenney shares his perspective on the current opportunities and challenges in the construction coatings market. 

In a new CoatingsTalk™, Heidi J. Ellsworth spoke with John Kenney about the state of the construction coatings industry and what is driving its current changes. John is the CEO of Cotney Consulting Group and has an extensive background in the industry, both being a third-generation roofer and having had over 45 years of experience in the field personally.  

When asked about what he’s seeing in the industry, specifically the coatings market, John used the word uneven. He explained, “I don't think you can simply describe construction as good or bad right now. Conditions are varying considerably by geographical and market segment... Overall, I’d say the market isn’t moving collectively in one direction.”  

But even without a clear direction, there are some trends that John has observed beyond the diversity of experiences across regions. One is the expansion of coatings beyond the roof. As he put it, “One of the things that I see as far as coating opportunities, they definitely extend beyond the roof; you have waterproofing, walls, decks and other type of protective applications... All this means that, even though backlogs have shrunk in some areas, there’s still profitable work in this market.” 

What has created this uneven but expanding market? John pointed to deferred capital spending and rising building owner understanding as some of the growth drivers. “Deferred capital spending can create many, many restoration opportunities. The need to maintain the assets are not going to disappear simply because the owner delays a larger capital project,” he explained. “And what we’re seeing is a lot of clients who are realizing coatings are the solution to deferring large amounts of spending while still maintaining their properties.” 

As for some of the factors slowing the market, John’s main points were about fuel prices that have been impacted by geopolitics, “ 

As we all know, geopolitics are turbulent and where we’re feeling that is with oil. Specifically, there’s less refining capabilities because of all the wars, so the reason why the output is less is because there's no way of making more. And that pressure is keeping things like oil prices, fuel shortages, diesel especially, and chemical costs high with no sign of coming down. And those high prices and shortages are felt in everything from gas prices and mobilization expenses to delivered material costs and more. 

Overall, John’s outlook is hesitant positivity. In his own words, “Projects aren't going to disappear. And I think that puts us in even a better position for what we're talking about here, restoration, coating, service and maintenance work even with the challenges.” 

Listen to the whole episode or Watch the recording to learn more!  

By Emma Peterson. 

Want to take your estimating skills to the next level? Don’t miss the chance to learn in-person from industry expert John Kenney!  

John Kenney will be teaching an Advanced Roofing Estimating Workshop in Lakewood, Florida this coming November. John, CEO of Cotney Consulting Group, has an extensive history in the industry doing everything from installing millions of square feet of roofing systems to managing multi-branch operations and generating millions in annual revenue. This level of expertise makes him the perfect person to learn from. His classes take attendees through real-world examples so that they are not only knowledgeable about the theory of estimating but experienced in the realities of it as well.  

This two-day workshop will cover:  

• 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 the results of completed projects to improve future estimates 

This is a great opportunity for roofing estimators, project managers, operations leaders and business owners to take their skills beyond quantity takeoffs and basic unit pricing into strategy and skills that will improve their business’ profitability and efficiency. 

For this training in particular, attendees should already have a fundamental knowledge of estimating. Coffee, drinks, snacks and lunch will be provided during both training days, and all classroom exercises can be completed by hand using paper, pencil and a calculator. Laptops and estimating software are welcome but are not required. 

After registration, attendees will automatically receive a welcome package, which includes event details, travel information, preparation guidance and a pre-workshop self-assessment. 

Learn more about the event and get registered!

By John Kenney, Cotney Consulting Group. 

The first hour on a jobsite isn't just another sixty minutes on the schedule. It's where preparation meets execution. 

I've walked onto enough roofing projects over the years to know that crews usually understand how the day is going to unfold long before lunch. Sometimes it takes less than an hour. 

The materials arrive where they're supposed to. The crew knows the plan. Equipment is ready. Everyone understands their role, and work begins with purpose. There isn't much discussion because the important conversations already happened before the first ladder was climbed. 

Other times, you can feel the difference almost immediately. People are standing around waiting for direction. Materials aren't where they need to be. Someone is looking for tools that should have been loaded the day before. The foreman is answering three different questions at once while trying to coordinate deliveries and speak with the project manager. The crew is moving, but very little meaningful work is getting done. 

The project hasn't failed. But it has already begun to drift. 

One lesson this industry has taught me is that roofing projects rarely get into trouble because crews suddenly stop working hard. More often, they struggle because the day starts without a clear plan. Once that happens, everyone spends the rest of the day trying to recover time that was never really recoverable. 

The first hour on a jobsite isn't just another sixty minutes on the schedule. It's where preparation meets execution. Everything leading up to that moment either supports the crew or creates obstacles they have to overcome. The estimate, material orders, scheduling decisions, project handoff, weather planning, equipment coordination and communication all arrive on the roof at the same time. If any one of those pieces is missing, the crew feels it immediately. 

I've always believed that crews deserve better than having to solve problems that should have been resolved before they arrived. Roofers are there to build roofs. They're not there to figure out why materials were delivered to the wrong location, why the crane wasn't confirmed, why another trade is occupying the work area or why yesterday's unanswered questions are suddenly today's emergency. 

Unfortunately, those situations happen far more often than they should. One thing I've noticed throughout my career is that experienced foremen don't just manage work. They manage momentum. 

They understand that once a crew finds its rhythm, production improves naturally. The opposite is also true. Every unnecessary interruption forces the crew to stop, regroup and start over again. Most people underestimate how much productivity is lost each time that rhythm is broken. 

That's why the first hour matters so much. A strong start creates confidence. The crew sees that leadership has prepared the job properly. Materials are staged where they're needed. The day's objectives are understood. Safety expectations have been reviewed. Everyone begins working from the same plan. Confidence grows. Communication becomes easier. Production follows. 

A poor start creates something entirely different. Questions replace direction. Assumptions replace planning. Frustration begins building before meaningful production has even started. Once that happens, the foreman isn't leading the project anymore. They're managing disruption. 

There's an important distinction between motion and progress. I've watched jobs where everyone looked busy from the ground. Trucks were unloading. Equipment was moving. People were walking across the roof carrying materials. It appeared productive. But when you looked more closely, much of that activity stemmed from the work not being properly organized. Being busy has never guaranteed meaningful progress. Strong operations understand the difference. 

I've also learned that successful mornings actually begin the day before. The best project managers don't wait until sunrise to think about tomorrow's work. They've already confirmed deliveries. They've reviewed weather forecasts. They've communicated with suppliers and subcontractors. They've anticipated questions before the crew ever asks them. 

By the time the first truck arrives, leadership is thinking about execution—not scrambling to solve yesterday's unfinished business. That level of preparation rarely happens by accident. It's part of the company's culture. 

One characteristic I've consistently seen in high-performing roofing companies is that preparation is viewed as productive work, not administrative work. Too often, planning is treated as something that gets done if there's extra time. In reality, planning creates the extra time. 

The strongest foremen I've worked with understand something that younger leaders often learn through experience. They know they cannot control every challenge the day will bring. Weather changes. Deliveries get delayed. Hidden conditions appear after tear-off. Those realities are part of roofing. 

What they can control is how prepared the crew is when those situations occur. Preparation doesn't eliminate surprises. It gives the team the capacity to handle them without losing control of the project. 

Another observation that's stayed with me over the years is that crews pay close attention to leadership, even when they don't say much. They notice whether the foreman arrives prepared. They notice whether project managers follow through on commitments. They notice whether problems are anticipated or constantly reacted to. Those observations shape confidence, and confidence influences performance. 

Good leadership isn't measured by how many problems you solve during the day. It's often measured by how many problems your preparation prevented from happening in the first place. 

I've never believed that roofing is won solely by working harder. It's won by removing obstacles before hard work begins.  That's why the first hour tells me so much. It reflects every operational decision that led up to it. It reveals whether estimating communicated effectively. Whether project management planned thoroughly. Whether leadership stayed ahead of the work instead of reacting to it. Whether the company built a process or hoped experience would fill the gaps. By the end of that first hour, the crew usually knows whether they're executing a plan or creating one as they go.  

The difference isn't always visible on the first day. But over the life of the project, it almost always shows up in production, quality, customer confidence and profitability. 

The best roofing companies don't rely on great recoveries. They rely on great beginnings. Because in this business, the first hour on the jobsite rarely determines everything. But it usually tells you where everything is headed. 

By Cotney Consulting Group.

Emergencies will always be unpredictable — but how your crew responds doesn’t have to be. 

Roofing is one of the most unpredictable jobs in construction. Crews work high above the ground, exposed to heat, wind, tools, power and weather, which leaves no room for hesitation when things go wrong. Emergencies on a roof can happen instantly: a fall, a fire, a sudden medical crisis or a fast-moving storm. 

That’s why emergency planning isn’t optional; it’s a lifeline. The minutes and even seconds following an incident determine outcomes. When crew members know exactly what to do, where to go and who’s in charge, they can prevent chaos, save lives and protect everyone involved. 

Have a written emergency plan 

Every roofing company should have a written emergency action plan (EAP). This document should be simple, practical and job-specific. Posting a generic plan in the office is not enough; each site has its own hazards, access points and crew size. 

At a minimum, every EAP should outline: 

• How to report an emergency (radio, phone or designated signal) 
• Who contacts emergency services 
• Evacuation routes and safe assembly areas 
• Locations of first-aid kits, eyewash stations and fire extinguishers 
• Emergency contacts and nearest hospital information 

Every crew member, from new hires to seasoned supervisors, should know the plan by heart. Review it at the start of every project and reinforce it through quick toolbox talks. 

Train everyone, not just leaders 

An emergency doesn’t wait for a supervisor. If your only trained responder is on the other side of the roof, you’ve already lost valuable time. Everyone on your crew should know the basics: how to call for help, give a precise location and what immediate steps to take until responders arrive. 

Train all workers on: 

• First-aid and CPR fundamentals 
• Fall rescue awareness (recognizing suspension trauma) 
• Fire response and extinguisher use (PASS method) 
• Evacuation procedures for weather or structural instability 

Refresher training should occur more than once a year, ideally before peak roofing season. A real safety culture is built on repetition and shared responsibility. 

Designate and equip an emergency response leader 

While everyone needs general knowledge, each site should have a designated emergency coordinator or crew leader. This person is responsible for directing actions during a crisis, such as calling 911, ensuring everyone is accounted for and communicating with responders. 

They should also know the nearest cross streets, building access points and roof entry ladders — information that first responders will ask for immediately. The faster they can reach the injured person, the better the outcome. 

Plan for the most likely roofing emergencies 

While anything can happen on a roof, specific emergencies are far more common in our work. Planning for those makes your team ready for almost anything. 

1 - Falls and injuries 

Falls remain the top cause of fatalities in roofing. Every crew member should know how to react if a fall occurs — never rush in without assessing hazards or unhooking a harness improperly. Stop work immediately, secure the area and notify emergency services. 

If a worker is suspended in a harness, act fast. Suspension trauma can become fatal in minutes. Keep communication with the victim while rescue gear is prepared or until professional help arrives. 

2 - Fires 

Torches, generators and adhesives all introduce ignition risks. Train workers to recognize fire hazards before they start and to react instantly when they occur. Everyone should know the location of fire extinguishers and how to use them. Always work in pairs during hot work and have a fire watch period after torching is done. 

3 - Weather emergencies 

Lightning and high winds are serious roofing threats. Establish clear wind-speed limits for stopping work and procedures for moving to shelter. Keep weather alerts active on at least one truck or job trailer device. Don’t rely on visual cues — storms move faster than most crews can react. 

4 - Medical emergencies 

Heat stroke, dehydration or cardiac events can happen to anyone on the crew. If a worker becomes unresponsive, call 911 first, then begin CPR if trained. Keep a first-aid kit stocked with electrolyte packets, burn gel and trauma dressings — not just bandages. 

Communication is everything 

During an emergency, communication can save the day or worsen a bad situation. Use clear, simple language and confirm that messages are received. Instead of shouting general phrases like “Help!” or “Call someone!”, be specific: 

“Man down on the west side near the access ladder — call 911 now!” 

Equip supervisors and key personnel with radios or phones that work reliably in noisy environments. Test them at the start of each day. 

After the incident 

Your work isn't over once the emergency has been handled and everyone is safe. Conduct a debrief as soon as possible. Ask: 

• What happened? 
• What worked? 
• What didn’t? 
• What needs to change before the next job? 

Document the incident and use it as a learning opportunity. The best companies don’t hide accidents — they learn from them to prevent the next one. Also, don’t forget to care for your people afterward. Even workers who weren’t injured can be shaken up. A quick check-in from leadership shows support and reinforces the value of safety culture. 

The roof is no place for guesswork 

Emergencies will always be unpredictable — but how your crew responds doesn’t have to be. A well-trained, well-prepared roofing team reacts quickly, stays calm and makes smart decisions when it matters most. 

Don’t wait until something goes wrong to figure out what to do. Take time now to train, plan and practice. Because when every second counts, preparation is the difference between panic and protection — and that difference could save a life. 

By Cotney Consulting Group. 

Tips for traffic control on roofing jobsites from Cotney Consulting Group.

Roofing work doesn’t happen in isolation. Whether you’re setting up in a busy commercial parking lot or a tight residential street, every project involves the movement of delivery trucks, crew vehicles, equipment trailers and pedestrians. That’s why jobsite traffic control isn’t just a construction concern; it’s an essential roofing safety.

Every year, preventable incidents occur because sites aren’t properly marked, flaggers aren’t trained or vehicles and pedestrians move too close to active work areas. A simple lapse in control can cause property damage, injuries or worse. The key is establishing a controlled flow before the first truck arrives. 

Plan before you park 

Effective traffic control starts with pre-planning. Before the job begins, walk the site and map out every expected movement of materials, dumpsters, cranes, crew parking andpedestrian access. Identify choke points, blind corners and public walkways. 

Always designate a single entry and exit route for material deliveries. If the space is tight, schedule deliveries during off-peak hours. Keep drive lanes wide enough for emergency vehicles and separate foot traffic from vehicle routes. 

Use the right signs and barriers 

Cones, barricades and signage aren’t optional; they’re your first layer of defense. Use bright, reflective cones and A-frame barricades to guide vehicles and block off danger zones. Signs should be visible, simple and consistent: “Roofing work ahead,” “slow — workers present,” “delivery entrance only.” 

If work is near public sidewalks or parking lots, install rope or caution tape barriers to keep pedestrians out. The goal isn’t to inconvenience anyone; it’s to keep everyone predictable and safe. 

Assign a spotter or flag person 

Roofing projects often involve multiple vehicles backing in, unloading or positioning cranes and lifts. Never rely on mirrors or assumptions. A trained spotter or flag person is worth their weight in gold. 

Equip them with high-visibility clothing, gloves and radios. Establish clear hand signals. Confusion disappears when one person controls all movement in the work zone, andaccidents follow suit. 

Manage deliveries like clockwork 

Material deliveries are often the most chaotic part of the day. Coordinate arrival times so trucks don’t stack up or idle in live traffic. Communicate with suppliers; they must know the site layout, access points and unloading areas. 

Assign one person to meet each delivery and guide them safely to the drop zone. The quicker and smoother it goes, the less exposure to moving vehicles and public interference. 

Keep the public informed 

Courtesy is part of safety if you’re working near businesses or homes. Notify nearby occupants when deliveries or crane work will block access. Post signage the day before large deliveries. A little transparency reduces frustration and prevents pedestrians from wandering through restricted zones. 

Stay alert and review daily 

Traffic conditions can change overnight. Revisit your control plan each morning, check for new hazards, relocated equipment or unexpected access changes. A five-minute discussion in the morning huddle keeps everyone aligned. 

Roofers are already exposed to enough hazards on the roof; don’t add avoidable ground-level risks. Traffic control concerns direction, awareness and accountability. There are three things every roofing professional should take seriously. 

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.