Roof Restoration Benchmark Report quantifies what contractors have long believed — restoration is often the smarter business decision.

APOC, a leading manufacturer of liquid-applied roof restoration solutions, announced findings from a new benchmark study that provides data validating the performance and profitability of roof restoration compared to traditional reroofing methods.

While experienced contractors have long thought that restoration could be the more profitable path when conditions allow, actual data to support this has been limited — until now. APOC’s latest research changes that.

Developed in partnership with Cotney Consulting Group, the study analyzed 118 commercial roofing projects and compared restoration methods with traditional reroofing approaches across key performance indicators including profitability, labor efficiency, time to completion and margin strength. The findings showcase a shift in how contractors can approach project delivery in an increasingly constrained labor and cost environment.

“At a time when contractors are under pressure to do more with less, this research provides clear, quantifiable evidence that restoration is not just a viable alternative, but it’s often the smarter business decision,” said Johnny Walker, national technical manager, APOC. “At APOC, we’ve always believed in the power of restoration, when viable. Now we can show contractors exactly why it makes sense to their bottom line.”

Key findings from the APOC Roof Restoration Index include:

• Significantly higher profit productivity: Restoration projects generated approximately 85% higher gross profit per crew day — due to smaller crew sizes and fewer days needed to complete a job — compared to reroofing benchmarks, with average returns of ~$8,000 per crew day versus ~$4,300.
• Major time savings: Restoration projects averaged ~8 crew days for a 30,000 SF roof, compared to 13 for recovery and up to 30 for tear-off, enabling faster project turnover and increased annual capacity.
• Improved labor efficiency: Restoration required up to 85% less labor intensity than tear-off methods and could be completed with crews approximately one-third smaller.
• Stronger, more consistent margins: Restoration delivered average gross margins around 43%, with typical ranges between 30%–60%, outperforming many reroofing scenarios.

The study further demonstrates that restoration minimizes operational disruption for building owners, reduces project risk and supports scalability across a wide range of commercial roof sizes.

As labor shortages persist and project backlogs grow, APOC’s research positions restoration as a strategic move for contractors seeking to improve efficiency, increase profitability and remain competitive in a rapidly evolving market. Industry estimates suggest that 30–50% of roofs** that are ultimately reroofed may instead be viable candidates for restoration, representing a significant potential market opportunity based on contractor evaluation patterns and field experience.

“I’ve been in this industry for over 40 years, and most of that time it’s been widely accepted that restoration is the more profitable path, when the roof supports it,” said John Kenney, research consultant, Cotney. “But widely accepted and proven are two different things. This study closes that gap. Finish faster, run a smaller crew, keep more margin. That’s not theory anymore, now we can show you the numbers.”

The Roof Restoration Benchmark Report is part of APOC’s broader commitment to innovation, education and industry leadership, equipping professionals with the tools, training and insights needed to maximize performance in the field.

To learn more about APOC’s roof restoration research and solutions, download the restoration report.

*Modeled benchmark based on anonymized contractor performance data and measured crew-day benchmarks; applies when the roof is a valid restoration candidate; not a guarantee of results.

** Estimate based on structured industry assessment, contractor decision patterns and commercial roofing field experience; not derived from a statistically sampled industry dataset. 

About APOC

APOC is part of the ICP Group and is a premier manufacturer of commercial and residential roofing, construction and maintenance products that maximize productivity, performance and energy efficiency. Based in Tampa, Florida, in business since 1913 and with 18 manufacturing plants in the United States, APOC is a global supplier of full-system, liquid-applied roof restoration products with local support and customer service. For more information, visit www.APOC.com.

About ICP

ICP Group is a leading specialty chemical manufacturer in North America and provides coatings, adhesives and sealants globally. With operations headquartered in Andover, Massachusetts, and multiple manufacturing facilities around the world, ICP serves multiple end markets, including building materials, specialty construction and sports surfaces. ICP is privately held and manufactures products under several recognized specialty groups. For more information, visit www.ICPGroup.com.

ICP is a portfolio company of Audax Private Equity.

MCS Influencer John Kenney says that the contractors who embrace ongoing training are positioning themselves for long-term stability. 

One of the biggest mistakes contractors still make is treating training as something extra rather than as part of the business itself. In the metal construction industry, that mindset is becoming harder to sustain. Systems are evolving, installation requirements are becoming more technical  and the margin for error continues to shrink. The companies investing in training now are not just building stronger crews — they’re building stronger businesses. 

I’ve seen this shift firsthand over the years. The contractors who consistently perform at a high level usually have one thing in common: they don’t wait until there’s a problem to train people. Training is built into how they operate. It becomes part of the company culture, not just an occasional event. 

One of the most effective ways to strengthen that culture is through industry partnerships. Manufacturers, distributors, associations and training centers all play an important role in workforce development today. Contractors no longer have to build every training resource internally. Some of the best programs I’ve seen come from companies that actively partner with manufacturers and industry organizations to expose their teams to new systems, updated installation methods and evolving best practices. 

Those partnerships also help standardize expectations. When field crews hear the same message from the contractor, the manufacturer and the trainer, consistency improves. That matters in metal work, where small installation mistakes can lead to long-term performance issues. 

The other advantage is credibility. Employees are more likely to take training seriously when they see the company investing in outside expertise and professional development. It sends a message that the company intends to grow and expects its people to grow with it. 

Of course, one question owners often ask is whether training actually produces a return. In my experience, the answer is yes — but not always in the way contractors initially measure it. The return on training doesn’t just show up in production speed. It shows up in fewer callbacks, stronger safety performance, reduced rework and better crew confidence. It shows up when foremen solve problems faster because they understand the systems they’re installing. 

You also see it in retention. Employees who feel like they are developing skills and building a career are more likely to stay. That matters in today’s labor market. Repeatedly replacing experienced workers is expensive, disruptive and difficult to sustain. 

Technology is also changing how training happens in the field. Mobile apps, installation videos, digital project management systems and online learning platforms now allow crews to access information much faster than they could in the past. A foreman can pull up specifications, details or manufacturer guidance directly from the jobsite, rather than relying on memory or waiting for a callback from the office. 

That doesn’t replace hands-on experience, and it shouldn’t. Metal construction remains a skilled trade where real learning still happens in the field. But technology can support that process by making information more accessible and helping newer workers build confidence faster. 

The companies seeing the most success are using technology to reinforce practical training, not replace it. They combine digital tools with mentorship, field demonstrations and structured onboarding. That balance helps bridge the gap between experienced workers and newer employees entering the trade. 

Upskilling is becoming increasingly important as the industry changes. Metal systems today are more specialized, and customer expectations continue to rise. Contractors who rely only on “the way we’ve always done it” risk falling behind. Crews need to understand not just installation methods, but also moisture management, thermal performance, safety requirements and evolving building standards. 

The contractors who embrace ongoing training are positioning themselves for long-term stability. They’re building teams capable of adapting as products, codes and customer expectations continue to evolve. 

At the end of the day, training is not a cost that takes away from profitability. When done properly, it protects profitability. It improves quality, strengthens retention and creates a workforce that can handle more complex work with greater confidence. 

And in today’s market, that’s no longer just a workforce strategy. It’s a business strategy. 

In this Read Listen Watch®, host Karen Edwards is joined by John Kenney of Cotney Consulting Group to break down how robotics and automation are beginning to influence the construction industry and what that means for roofing contractors. Rather than focusing on fear or speculation, the conversation centers on awareness, preparation and operational readiness. John shares where robotics are most likely to show up first, why this shift is more about process discipline than machines and how contractors can begin familiarizing themselves with emerging technology without disrupting crews or culture. This session is about staying informed, strengthening operations and making sure roofing companies are positioned to adapt rather than fall behind.

Register today!

By Jenny Yu.  

Contractors will gain practical insights from leading experts while connecting with top manufacturers and suppliers. 

The Florida Roofing and Sheet Metal Contractors Association (FRSA) is hosting its 104th Convention & Expo from June 10-12, 2026, at the Gaylord Palms Resort & Convention Center in in Kissimmee, Florida. With a strong lineup of sponsors and an educational program packed with timely topics, this year’s event is set to provide contractors with practical insights and valuable networking opportunities. 

A wide range of industry leaders are lending their support for the event, underscoring its importance across the roofing and metal construction sectors. Platinum sponsors include Eagle Roofing Products, ABC Supply and TAMKO®; while gold sponsors CertainTeed LLC, Polyglass and SOPREMA further highlight the depth of industry participation. Additional support from emerald sponsor Adams & Reese LLP; sapphire sponsors BITEC, Drexel Metals, MetalForming LLC and Sika Corporation; silver sponsor SRS Building Products; bronze sponsors Duro-Last®, IB Roof Systems™, PAC-CLAD Petersen and Roof Hugger; and affiliate sponsor, Roofing Contractors Association of South Florida (RCASF), reinforce the event’s focus on innovation, performance and contractor success. 

Educational sessions 

Education remains the cornerstone of the convention, with sessions designed to address today’s most pressing challenges in the industry while providing attendees with opportunities to earn CE credits. Legal and compliance topics are a hot topic with multiple sessions led by Trent Cotney, RoofersCoffeeShop® Influencer and partner at Adams & Reese LLP, including: 

• “Building an OSHA Inspection SOP” - Wednesday, June 10, 8:00 a.m. 
• “Roofing Legal, Labor and Policy Trends” - Wednesday, June 10, 12:30 p.m. and Friday, June 12, 7:00 a.m. 
• “Artificial Intelligence in Roofing” - Thursday, June 11, 7:00 a.m. 
• “ICE Raids and I-9 Audit Defense” - Thursday, June 11, 8:15 a.m. and Friday, June 12, 8:15 a.m. 

These sessions will provide contractors with actionable guidance on navigating regulations, mitigating risk and adapting to emerging technologies.  

Business operations are also a key focus. John Kenney, Influencer of The Coffee Shops™ and CEO of Cotney Consulting Group, will lead “Estimating for Small Business” on Wednesday, June 10, at 9:15 a.m. and Thursday, June 11, at 7:00 a.m., offering practical strategies to improve accuracy and profitability for contractors of all sizes. Meanwhile, Chad Westbrook, founder of Service Alignment, will present “Documenting a Roofing Project” on Thursday, June 11, at 9:30 a.m. and Friday, June 12, at 7:00 a.m., helping attendees strengthen processes that support accountability, communication and long-term project success. 

Additional sessions cover critical issues including Florida Building Code updates, metal roofing best practices and safety topics such as heat illness prevention. The “SkillsUSA: Build a Workforce Pipeline” session on Thursday, June 11, at 9:30 a.m., will also highlight strategies for developing the next generation of roofers, a growing priority for contractors facing ongoing workforce shortages. Together, these seminars provide well-rounded education opportunities tailored to both roofing and sheet metal professionals.  

Register to reserve your spot and take full advantage of everything the 104th FRSA Convention & Expo has to offer!

By Emma Peterson.  

Learn from John Kenney’s decades of experience and insights through Cotney Consulting Group’s accessible online training programs!  

Through our work reporting on the world of roofing, The Coffee Shops™ crew get the chance to talk to experts and leaders from all across the industry. One of those experts that we’ve had the honor to work with especially closely is John Kenney.  

John is the CEO of Cotney Consulting Group and has over four decades of history working in the roofing industry. He is also incredibly passionate about and involved in industry organizations, sitting on the board of Board of Directors for RT3 (Roofing Technology Think Tank) and a participating member of National Women in Roofing’s Membership Committee.  And the best part? John is actively working on sharing his knowledge and experience with the rest of the roofing industry through Cotney Consulting Group’s training programs!  

To learn more about these programs, Megan Ellsworth sat down with John for an episode of Roofing Road Trips®. First, they discussed what inspired John to start these structured trainings. He shared:  

What pushed me into building the structure training programs was actually seeing the same problems repeat themselves at different companies. It's kind of like Einstein's theory. If we continue to do the same thing over and over, we're not going to get a different result. So, what I saw was estimators promoted without training, which makes sense as it’s very hard to train in-house with estimators because there's so much going on, but also sets them and the company up for disaster. They're expected to manage their people without any type of leadership tools whatsoever.  

Having noticed this issue cropping up in businesses all over the industry, John decided to create the training that they’re missing in an accessible, online format that can be fit into their busy schedules. He explained, “The reason I made them online is because it's learning at your own pace. And as we all know in this industry, you're busy. And this is something you can do for a couple hours at night. You can do it on your lunch break because it can be done very easily.” 

Currently, there are a few of John’s different programs already available to professionals – Estimating sales, project management, superintendent resources, service/maintenance, business operations and leadership skills. Each of these tracks are designed to stand on their own. John elaborated, “Online training allowed me to take all the decades that I've been in this business with my real-world experience and put it into lessons... each track is built to stand on its own. So, I have three or four different programs in estimating itself, and you don't have to take all of them at once. You take them when you're ready.” 

The result? Higher-skilled roofing professionals that not only succeed in their own careers but boost the business they’re a part of.  

Want to learn more about John’s training programs? Listen to the whole podcast or explore Cotney’s training page. 

By Cotney Consulting Group. 

Busy seasons will always come and go. The companies that last are the ones that build habits strong enough to handle the pressure. 

Being busy has never been the same thing as being profitable. Yet many contractors confuse the two. They measure success by backlog, trucks on the road or how hard everyone is working. The calendar is full. Crews are moving. Phones are ringing. From the outside, everything looks strong. But when the numbers are reviewed, margins are thin, cash is tight and leadership feels like they’re constantly chasing the following problem.

After decades in this industry, one pattern consistently emerges. Profitable companies don’t operate faster than everyone else. They operate with better habits. 

The first habit is clarity. Profitable contractors are transparent about how work flows through their company, estimating hands-off jobs the same way every time. Project managers know precisely what they’re responsible for and what they’re not. Foremen understand the plan before they ever step on the job site. There is less guessing, fewer assumptions and far fewer surprises. Busy contractors, on the other hand, rely heavily on tribal knowledge. People are expected to “just know” what to do. Sometimes that works. Often it doesn’t. 

Another key habit is disciplined estimating feedback. Profitable contractors don’t treat estimating as a one-way street. They review how jobs actually performed and feed that information back into future bids. Labor assumptions get tested. Production rates get adjusted. Risk items get flagged earlier. Busy contractors rarely close that loop. Once the job is sold, estimating moves on to the next bid and the same mistakes quietly repeat themselves. 

Scheduling habits also tell the story. Profitable companies schedule with intention. They consider crew capability, material delivery, weather exposure and job complexity. They don’t oversell capacity and hope it works out. Busy companies stack jobs on the calendar because sales momentum feels good. The result is crews bouncing between sites, production slowing and costs climbing without anyone fully understanding why. 

Communication is another separator. Profitable contractors communicate early and often. Problems are addressed when they’re still small. Change conditions are documented. Customers are kept informed. Field and office stay aligned. Busy contractors communicate reactively. Issues get discussed after they’ve already caused damage. Documentation lags behind reality. Customers feel the stress even if no one says it out loud. 

There’s also a difference in how time is treated. Profitable contractors protect it. Meetings have purpose. Job reviews happen on schedule. Leaders carve out time to look ahead instead of constantly reacting. Busy contractors spend most of their time responding to the loudest issue of the day. Planning gets postponed. Reviews get skipped. Decisions get rushed. Over time, that pace becomes exhausting and expensive. 

One of the most overlooked habits is how profitable companies handle job closeout. They don’t rush past it. They review what went right and what didn’t. They confirm costs, collect documentation and resolve loose ends. That discipline protects cash flow and improves future performance. Busy contractors move straight to the next job, leaving unresolved issues behind them. Those issues eventually resurface, usually at the worst possible time. 

Profitable companies also tend to be more selective. They don’t chase every job. They understand their strengths and avoid work that doesn’t fit their operation. Busy companies often say yes too often. The volume feels good, but the mix of work creates strain on crews, managers and systems. Over time, that strain shows up in turnover and margin erosion. 

Leadership behavior also plays a significant role. Profitable contractors are visible in their operations. They don’t micromanage, but they stay connected. They know what’s happening in the field and in the office. They reinforce expectations consistently. Busy contractors are often pulled in too many directions. Leadership becomes distant from daily execution, and problems grow quietly until they demand attention. 

None of these habits is dramatic. They don’t require new software or major restructuring. They require discipline. They require consistency. And they require leadership commitment. That’s why so many companies struggle to adopt them. It’s easier to stay busy than it is to stay controlled. 

The truth is that most companies already have the ingredients for profitability. They have capable people, solid demand and years of experience. What they lack isn’t effort. It’s operational habits that hold the line when things get hectic. 

Busy seasons will always come and go. The companies that last are the ones that build habits strong enough to handle the pressure. Profitability doesn’t come from working harder. It comes from working with intention, clarity and control. 

And in the trades, that difference is everything. 

In this Read Listen Watch®, host Karen Edwards is joined by John Kenney of Cotney Consulting Group to break down how robotics and automation are beginning to influence the construction industry and what that means for roofing contractors. Rather than focusing on fear or speculation, the conversation centers on awareness, preparation and operational readiness. John shares where robotics are most likely to show up first, why this shift is more about process discipline than machines and how contractors can begin familiarizing themselves with emerging technology without disrupting crews or culture. This session is about staying informed, strengthening operations and making sure roofing companies are positioned to adapt rather than fall behind.

Register today!

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.