MCS Influencer John Kenney says contractors who educate rather than persuade often become the companies HOA boards are most comfortable working with.

One of the biggest obstacles homeowners face when considering a metal roof isn't choosing the right panel profile or color. It's getting approval from the homeowners association. I've spoken with many contractors who have lost projects, not because the homeowner didn't want a metal roof, but because the HOA process became overwhelming or the benefits were never communicated effectively. 

The good news is that attitudes are changing. More HOAs are recognizing that today's metal roofing products are very different from what they may remember decades ago. The challenge for contractors is helping boards understand that difference while making the approval process as easy as possible for the homeowner. 

One thing I've learned over the years is that people rarely object to what they understand. Most objections come from uncertainty. 

Many HOA board members still picture bright, corrugated agricultural panels when they hear the words "metal roof." They may assume the roof will be noisy during rain, look industrial, or reduce neighborhood consistency. In reality, today's residential metal roofing systems offer architectural profiles designed to complement virtually every style of home. Many products even replicate the appearance of traditional shingles, slate or wood shake while providing significantly greater durability. 

That's why education has become one of the contractor's most valuable tools. 

Instead of waiting for questions or objections, successful contractors address them before they arise. Providing product literature, manufacturer photos, examples of installed projects and color samples helps HOA boards evaluate the proposal based on facts rather than assumptions. Better yet, if there are completed metal roofing projects in nearby communities, those become powerful examples of how well these systems blend into residential neighborhoods. 

The approval process itself also deserves attention. Homeowners often underestimate the amount of documentation an HOA may require. Architectural review forms, color selections, product specifications and installation details may all be part of the submission package. Contractors who help assemble that information create a much better experience for the customer. 

I've always believed contractors should remove obstacles whenever possible. If a homeowner has to gather technical documents, search manufacturer websites, and answer detailed questions from the HOA on their own, the project becomes much harder than it needs to be. On the other hand, contractors who prepare a complete approval package demonstrate professionalism while giving both the homeowner and the HOA confidence in the proposed project. 

Another point worth discussing with HOA boards is lifecycle value. While initial cost often receives the most attention, long-term performance should also be part of the conversation. Metal roofing systems can provide exceptional durability, resist severe weather, and require less maintenance than many traditional roofing materials. For communities concerned about long-term appearance and property values, those are meaningful advantages. 

Energy efficiency can also be an important consideration. Many modern metal roofing systems incorporate reflective finishes that help reduce heat absorption, particularly in warmer climates. While energy savings vary by building and location, improved thermal performance is another benefit many HOA boards may not initially consider. 

Perhaps the biggest mistake contractors make is approaching HOA approval as an obstacle rather than as part of the project. In my experience, communities aren't trying to prevent homeowners from improving their properties. They're trying to protect neighborhood standards and preserve property values. Once you understand that objective, the conversation changes. 

Rather than arguing against restrictions, work within the process — present complete information. Explain how the proposed roof complements the community. Demonstrate how today's metal roofing systems differ from outdated perceptions. Most importantly, make it easy for decision-makers to evaluate the proposal with confidence. 

I've seen contractors turn difficult approval processes into opportunities simply by approaching them differently. They became a resource instead of an advocate with an agenda. That builds trust, not only with the homeowner, but with the HOA as well. 

At the end of the day, navigating HOA requirements isn't just about getting one project approved. It's about establishing credibility within the community. Every successful installation makes the next approval conversation a little easier. Over time, contractors who educate rather than persuade often become the companies HOA boards are most comfortable working with — and that's a competitive advantage that extends well beyond a single project.

By John Kenney, Cotney Consulting Group. 

Why every roofing contractor needs an operational preparedness plan 

Forty-five years ago, when I entered the roofing industry, running a successful company meant mastering the challenges we could see. We watched the weather forecast as closely as the production schedule. We worried about keeping crews busy, delivering quality work, controlling labor costs and finding enough projects to keep everyone employed. Material prices moved from time to time, but the forces driving those changes were usually much closer to home. 

Today, roofing contractors operate in a completely different world. A drone strike on a refinery halfway around the globe can influence diesel prices. A disruption in international shipping can affect insulation lead times. Political instability on another continent can eventually show up in freight charges, manufacturing schedules and supplier quotes. 

That isn't politics. It's modern business. 

Recent events involving Russia, Ukraine and Iran have again demonstrated how interconnected the global economy has become. Our responsibility as roofing contractors is not to debate foreign policy. It is to understand how events like these can influence the businesses we lead. 

Maybe not tomorrow or next week, but history has shown that global disruptions eventually affect our estimates, purchasing decisions, project schedules and profitability. 

One lesson I have learned over more than four decades is that contractors rarely lose money because of one catastrophic event. Profits more often disappear through small adjustments: fuel rises, freight increases, lead times stretch, suppliers revise pricing, a second delivery becomes necessary or a project starts two weeks late. Individually, each issue may seem manageable. Together, they can quietly erase the margin that looked healthy when the estimate was prepared. 

That is why operational preparedness has become one of the most important responsibilities of today's roofing executives. 

The week that changed the conversation 

Recent headlines centered on military conflict, but another story was unfolding beneath them. Ukraine continued targeting Russian energy infrastructure, including refineries that produce diesel and other petroleum products. Russia then temporarily restricted diesel exports to protect domestic supply. At the same time, tensions involving Iran created additionaluncertainty in global energy markets and major international shipping routes. 

To most people, these developments may seem unrelated to construction. Experienced roofing contractors should pay attention. 

Modern roofing materials do not simply appear at the local distributor. Insulation, membranes, adhesives, fasteners and sheet metal move through a supply chain that involves raw materials, chemical production, refining, transportation, manufacturing, distribution and warehousing. Every step requires energy, transportation and cost. 

When disruption occurs at one point in the chain, pressure rarely stays isolated. Eventually, someone pays more. The question is where that additional cost enters the system. 

This is not about predicting wars or forecasting energy markets. It is about understanding operational risk. Leadership is rarely about perfectly predicting the future. It is about recognizing change early enough to make better decisions than your competitors. 

Why diesel matters more than oil 

One common misconception is that watching crude oil prices tells contractors where construction costs are headed. In reality, diesel often tells a more immediate story. Think of it this way.

Every stage of our industry depends on diesel. It moves raw materials to manufacturers, products across the country and roofing materials to distributors and jobsites. It fuels cranes, forklifts, generators, service trucks, waste haulers and heavy equipment.

Long before a crew begins installing a roof, diesel has influenced many of the costs built into that project.

Even when crude prices remain relatively stable, a loss of refining capacity can tighten diesel supplies. Freight costs rise; manufacturers pay more to move materials; distributors absorb higher transportation expenses; and contractors eventually see increases in delivery, equipment and material costs. 

I have always viewed diesel as the bloodstream of construction. When the continuous movement of materials becomes restricted or more expensive, every part of the system feels the effects. 

Understanding crack spreads without an economics degree 

If you follow energy markets, you may hear analysts discuss crack spreads. The term sounds technical, but the basic idea is straightforward. 

For a simplified illustration, imagine crude input worth $70 produces a basket of refined products worth $135. The difference is a rough proxy for the refinery's gross margin, commonly called a crack spread. It is not the refinery's final profit because it does not include all operating costs, but it shows the relationship between crude input costs and refined product prices. 

Higher crack spreads do not necessarily mean crude oil is scarce. They can mean refined products, particularly diesel, have become more valuable because supply is tight or refining capacity is constrained. 

For roofing contractors, that stress often appears first in diesel markets. Weeks later, it begins to show up in freight invoices, supplier quotes, equipment costs and project budgets. 

Understanding that connection does not make you an economist. It makes you a better business leader. 

Why roofing contractors should care 

Nearly everything we do touches diesel. Suppliers use it to move materials from plants to distribution centers. Distributors use it to replenish inventory and deliver to jobsites. Crane companies, trucking firms, waste haulers and equipment-rental providers depend on diesel-powered equipment. Service fleets burn fuel every day. 

These expenses usually do not arrive as one dramatic increase. They appear as freight adjustments, fuel surcharges, higher delivery charges, increased disposal costs, added mobilization and schedule changes caused by longer lead times. 

Each adjustment may seem manageable. Collectively, they can erase thousands of dollars in profit before substantial completion. 

Successful contractors do not wait until those increases appear on an invoice. They monitor the conditions creating them because protecting profitability begins long before the first bundle of material reaches the jobsite. 

The MDI lesson isn't going away 

For commercial roofing contractors, the discussion of insulation is immediately familiar. Polyisocyanurate insulation has demonstrated how vulnerable a supply chain can become when a critical raw material such as MDI is constrained. 

Contractors have experienced the effects of shortages, allocation programs, longer lead times and rapidly changing prices. The lesson is not simply that MDI became difficult to obtain. It is that chemical production, energy, refining, transportation and distribution are connected. 

Fuel problems do not replace chemical shortages; they amplify them.  

An estimator may use last month's insulation pricing. A project manager may assume normal lead times. A salesperson may promise an installation date based on yesterday's availability. By the time of contract award, the assumptions supporting the job may already have changed. 

Fuel, freight, insulation and material availability cannot be managed as separate issues. Understanding how they interact gives leadership teams time to make better decisions before the market forces them to. 

Understanding the roofing cost cascade 

Cost increases do not begin when a supplier changes a price. The supplier is often one of the last participants affected. The process may begin weeks or months earlier as one disruption creates the next consequence. 

The farther upstream a disruption begins, the more time contractors may have to prepare, provided they are watching the right indicators. This is what I call the Roofing Cost Cascade. 

By the time a supplier announces an increase, the market may have been adjusting for weeks. Prepared contractors stop asking only, “Why did prices go up?” They also ask, “What indicators are telling us prices could change?” 

The goal is not to predict the future. It is to reduce surprises. 

Operational preparedness is a competitive advantage 

Years ago, operational preparedness usually meant planning for hurricanes, severe weather or seasonal workload changes. Today, it means building an organization capable of adapting to disruption regardless of where it begins. 

Preparedness is not predicting the next crisis. It is creating systems that allow your company to respond faster and more intelligently when conditions change. 

Average companies react after suppliers announce a change. Exceptional companies are already discussing possibilities with suppliers before making formal announcements. Average companies scramble to protect margins. Exceptional companies build protection into estimating, procurement and financial planning before the disruption reaches the job. 

Preparedness does not eliminate uncertainty. It creates options, and options are among the greatest competitive advantages a roofing company can possess. 

The five pillars of operational preparedness 

1. Supplier diversification: Strong relationships matter, but no contractor should be overly dependent on one manufacturer, distributor or product line. Know your approved alternatives before you need them. 
2. Financial flexibility: Volatile markets expose weak cash flow quickly. Healthy reserves, disciplined financial controls and available credit give a company time and choices. 
3. Estimating discipline: Every estimate should use verified supplier pricing, realistic freight assumptions, clear quote expiration dates and appropriate escalation language. An estimate is not simply a selling document; it is a risk-management document. 
4. Operational execution: Procurement timing, material sequencing, storage, delivery coordination and communication are not administrative tasks. They are profit-protection activities. 
5. Leadership awareness: Roofing executives do not need to become economists, but they do need to understand fuel, freight, labor, insurance, interest rates, commodities, weather, supplier health and global supply chains. Leadership requires seeing beyond the jobsite. 

Estimating during volatile markets 

This is where profitability is protected or quietly surrendered. Estimating is about more than mathematics; it is about managing uncertainty. 

Every estimate includes assumptions about labor productivity, material pricing, equipment, freight, fuel, waste, travel, storage and delivery timing. The best estimators do more than verify the numbers. They ask whether the assumptions behind those numbers remain valid. 

During volatile markets, quote-validity periods may need to be shorter. Supplier confirmations should become routine. Freight assumptions and insulation pricing should be rechecked before major proposals are submitted. Escalation language should be discussed with customers before award, not after costs have moved. 

Some contractors worry these conversations will make proposals harder to sell. Perhaps they will. But losing a project after explaining the risk honestly is better than winning one that loses money because the risk was ignored. 

Professional communication builds trust. Surprises destroy it. 

Project management during supply volatility 

Once the contract is signed, the risk moves from estimating to operations. Every unnecessary reorder becomes more expensive because the company is not only replacing material; it may also be paying additional freight, equipment time, labor disruption and administrative cost. 

Project managers who look several weeks ahead consistently outperform those focused only on today's activities. Materials should be ordered strategically, deliveries coordinated carefully, storage planned deliberately and communication maintained continuously. 

Companies that excel during uncertain markets are not always working harder. They are operating with greater discipline. 

Leadership during uncertainty 

Contractors do not need another reason to worry. They need information they can act on. 

If owners react emotionally to every headline, they create confusion. If they ignore changing conditions, they risk being caught unprepared. Strong leaders do neither. They stay informed without overreacting, ask better questions and communicate clearly. 

Employees do not expect leaders to predict the future. They expect leaders to prepare for it. 

The new responsibilities of roofing executives 

Twenty-five years ago, many roofing owners focused primarily on local competition, labor, weather and production. Those responsibilities remain, but today's executives also need to be aware of fuel, freight, insurance, interest rates, commodities, material availability, supplier financial health and global events. 

That does not mean contractors must become economists. It means they must become better business leaders who understand both what is happening inside the company and the outside forces that could influence it tomorrow. 

The Monday morning action plan 

If I were meeting with a roofing contractor Monday morning, I would recommend ten immediate actions: 

1. Ask primary suppliers what they are seeing in freight, insulation availability and lead times. 
2. Review outstanding proposals and verify that material pricing remains current. 
3. Reevaluate quote-validity periods on projects not yet awarded. 
4. Review fuel budgets and operating costs for service vehicles and equipment. 
5. Identify backlog projects most vulnerable to material-price changes. 
6. Confirm insulation availability before crews are scheduled. 
7. Discuss procurement risks and delivery schedules with project managers. 
8. Review escalation language and purchasing procedures. 
9. Identify alternative suppliers before they are needed. 
10. Communicate early when market conditions could affect customer pricing or schedules. 

None of these actions require panic. They require preparation. That is the difference between reacting to disruption and managing it. 

Preparing for what comes next 

We cannot control wars, refinery outages, shipping disruptions, diesel markets, chemical shortages or geopolitical uncertainty. We can control how prepared our companies are. 

Operational preparedness is no longer reserved for the nation's largest contractors. It is an essential leadership responsibility for every roofing company that wants to protect margins, serve customers well and remain profitable during uncertain times. 

Every generation of contractors has faced uncertainty. Early in my career, we dealt with recessions, severe weather, labor shortages and the daily challenge of keeping crews productive. More recently, the industry has managed through COVID-19, supply chain disruptions, inflation and a marketplace where events thousands of miles away can influence the estimate sitting on your desk. 

The challenges will continue to change. Leadership will not. 

The companies that consistently succeed will not necessarily be those that predict every disruption. They will be the ones that build organizations capable of adapting to whatever comes next. 

In today's roofing industry, operational preparedness is not simply good management. It has become one of the strongest competitive advantages a roofing company can build. 

By Emma Peterson. 

Learn about all the events, seminars and exhibitors that will be at this year’s Western Roofing Expo. 

Navigating today’s roofing industry can be a bit of a challenge. Whether you’re facing more extreme storms in the field or juggling labor issues and material shortages in the office, it can be hard to stay up to date with the information and tools you need to succeed. Luckily, the Western States Roofing Contractors Association (WSRCA) hosts a two-day event designed to help professionals handle all those issues and more – Western Roofing Expo (WRE).  

This premier regional roofing and waterproofing event boasts a two-day trade show, over two dozen education seminars, multiple engaging luncheons, The Roofing Games™ shingling competition, golf and sporting clays tournaments, a live auction, product demonstrations and more! Keep reading to learn about what to expect from this year’s show, which will be held September 27-29, 2026 at the Paris Las Vegas! 

The core of the show 

The core of the show occurs on Monday (9/28) and Tuesday (9/29) with 30 seminars planned, two luncheons organized and a trade show floor that is free for contractors to attend. 

The seminars at WRE are a great way to upgrade your skills! Experts from across the industry will be teaching about everything from business management to technical developments. And if you’re a part of The Coffee Shops™ family, there will be a lot of familiar faces like Trent Cotney of Adams and Reese, Amparo Sancen from Latinos En Roofing, John Kenney from Cotney Consulting Group and our very own president, Heidi J. Ellsworth!  

As for the luncheons, WSRCA has organized two invaluable luncheons for WRE attendees. The first will be hosted on Monday from 11:30 a.m. to 1:00 p.m. and is presented by the National Roofing Contractors Association (NRCA). Craig Brightup, The Brightup Group, and Chad Collins, NRCA, will take this opportunity to talk to attendees about the key developments in Washington D.C. that are impacting the roofing industry.  

The second luncheon will run at the same time (11:30 a.m. to 1:00 p.m.) on Tuesday and is sponsored by Malarkey Roofing Products. This luncheon gives attendees an opportunity to hear from the WRE 2026 keynote speaker – Shereen Thor. Shereen is a comedian turned coach who has worked with organizations like Google, Pandora, Slack, Safe Place For Youth and The Social Justice Learning Institute. Her keynote will be a great resource to professionals and business owners in all parts of their careers.  

And last but not least, the trade show floor will be open both Monday and Tuesday. This is a great opportunity to see the latest innovations and newest technology in the industry as product demos will be hosted on the hour. At that same demo stage there will also be the return of the much-anticipated Roofing Games on Tuesday!  

The trade show is a great opportunity to talk to representatives of leading companies around the industry. And the best part? The exhibit floor is FREE for contractors and roofers to attend! We’ll be in booth 12, so make sure to stop by and say hi, and we have countless industry friends who will be around the floor, such as Anchor Products (815), APOC (609), BITEC (151), Brava Roof Tile (840), Carlisle Architectural Metals (509), Drexel Metals (509), Equipter (826), Integrity Insurance & Bonding (360), Lakeside Construction Fasteners (154), New Tech Machinery (356), PABCO Roofing Products (703), Rocket Equipment (638), RoofScope (822), Sentry Building Innovations (150) and VELUX (361). 

Additional events and more 

In addition to the core two days, there are extra events both before (Sunday, 9/27) and after (Wednesday, 9/30). On Sunday, the Davis Memorial Foundation will host two tournaments, one sporting clays tournament and one golf tournament. The proceeds from these events go directly to the Davis Memorial Foundation Scholarship Fund. The scholarships from this fund have helped more than 195 aspiring high school, undergraduate and graduate students pursue their dreams. These events have their own registration and their own fees. 

And on that Wednesday, the International Institute of Building Enclosure Consultants will host a special education day. This event runs from 9:00 a.m. to 2:30 p.m. and will elevate attendees’ expertise in the building enclosure industry. It features two courses, one about the fundamentals of roof assemblies and the other highlighting key updates to international codes. The registration and fees for this education day are separate from general registration. 

Get registered and reserved 

Registration for the 2026 WRE is now open! You can register online, again the show will be held at the Paris in Las Vegas, Nevada from September 27-29, 2026. Being at the Paris, there are many options for hotels nearby. WSRCA has worked specifically with the Paris Las Vegas, Planet Hollywood and Horseshoe Hotel to get discounted room blocks that start as low as $91.  

Not sure if you can make the registration fee work in your budget? RoofersCoffeeShop® is partnering with Western Colloid to send five professionals to the show for free! By entering our contest, you get the chance to win an all-inclusive pass to the show, which gives you access to the trade show, annual luncheon, en Español content, educational sessions and the legislative luncheon.  

Learn more about the 2026 WRE show!

By John Kenney, Cotney Consulting Group.

Tips for staying alert in building maintenance.

There’s a unique mindset that comes with building maintenance work. Unlike construction crews who move from project to project, maintenance technicians return to the same properties day after day. They know the buildings, understand the systems and learn the expected routine. But that familiarity can also create one of the most dangerous conditions on any jobsite: complacency.

Maintenance work rarely looks dramatic from the outside. It might be replacing ceiling tiles, fixing a door hinge, servicing HVAC units, changing lighting, repairing leaks or adjusting equipment. But behind those tasks are real hazards — electrical exposure, fall risks, confined spaces, awkward lifting, sharp edges, wet floors, chemical interactions and mechanical components that don’t forgive mistakes. When a task feels “simple,” that’s precisely when people let their guard down. 

The danger of the “same old” mindset

In maintenance, it’s easy to assume nothing will go wrong because nothing went wrong last time. A technician may climb the same ladder, open the same access panel or service the same pump they’ve handled a hundred times before. That familiarity becomes muscle memory, and muscle memory can quietly override safety steps. 

We’ve all seen it — a worker skipping lockout/tagout. They believe the equipment is “off,” performing a quick fix on a ladder that should have been moved, or using makeshift tools because the right one is in the truck. These shortcuts don’t come from recklessness. They come from routine. And routine doesn’t protect anyone when conditions shift unexpectedly. 

Understanding the real risks of maintenance work 

Every building has its own hidden dangers. Whether it’s commercial, residential or industrial, maintenance teams encounter a wide variety of hazards: 

• Electrical panels, lighting circuits and machinery resets 
• Slippery floors or wet areas near plumbing repairs 
• Dust, mold or debris in ceiling spaces or mechanical rooms 
• Ladders and elevated access points 
• Confined or poorly ventilated spaces 
• Heavy lifting during equipment replacements 

These risks don’t disappear because the technician knows the space. If anything, familiarity can mask just how unpredictable building environments can be, especially when interacting systems overlap. 

Slow down to speed up

Maintenance workers often feel pressure to move quickly — especially when tenants, customers or workers are waiting on a repair. But rushing is a leading cause of accidents. 

The safest technicians share a common habit: they take a moment before each task to evaluate the environment. They look for wet floors, live circuits, unstable surfaces, missing guards or environmental changes since their last visit. They check that tools and PPE match the task. That 30-second pause is often the difference between a routine fix and an incident report. 

Re-emphasize the basics repeatedly 

Because maintenance tasks vary so widely, the basics matter more than anything: 

• Always test before you touch — especially with electrical systems 
• Never assume equipment is de-energized 
• Use ladders correctly and never “make do” with unsafe positioning 
• Wear PPE even when the job feels minor 
• Communicate about hazards, especially in occupied buildings 
• Maintain clear walkways and work zones 

These practices are simple, but they’re often skipped when tasks feel too routine. Reinforcement from supervisors and leads ensures that consistency doesn’t slip. 

Document, communicate and train 

Maintenance departments thrive when they operate with the same discipline as a construction site. That means: 

• Clear service logs 
• Defined SOPs 
• Documented hazards 
• Toolbox talks tailored to recent issues 
• Routine safety refreshers 

Technicians should know which tasks require additional personnel, when to escalate hazards and when to stop work entirely. A culture that values communication prevents minor problems from becoming emergencies. 

Familiar doesn’t equal safe 

Building maintenance teams are the unseen backbone of many facilities. They keep operations running, solve problems before anyone notices and protect the lifespan of every central system. But their work is only safe when they treat every task — even the smallest — with the respect it deserves. 

Routine tasks still carry real risks. And when maintenance workers stay alert, follow their process and recognize how easily familiarity can become complacency, they protect not just themselves but everyone who relies on the building. 

The next time you walk into a mechanical room, climb a ladder or open a familiar access panel, take a moment to reset. Treat the task as if it’s the first time — that mindset is what keeps maintenance professionals safe day after day. 

By Emma Peterson. 

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

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

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

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

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

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

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

By Emma Peterson. 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Other board members continuing their service include:

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

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

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

About Roofing Technology Think Tank (RT3)

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

By Emma Peterson.  

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

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

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

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

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

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

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

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

By Jesse Sanchez. 

Proven methodologies outline how roofing sales professionals build trust, clarity and sustainable results across competitive markets. 

According to an article by John Kenney from Cotney Consulting Group, roofing sales success depends on disciplined methodology rather than installation expertise alone. John outlines core practices guiding roofing sales professionals toward stronger outcomes, focusing on communication, preparation and consistency. The article positions roofing sales as a consultative process built on understanding needs, expectations and decision drivers. 

The foundation begins with market awareness. John explains that researching weather patterns, materials and competitors allows sales teams to align conversations with regional realities. Early rapport also matters. Clear, confident interaction establishes trust quickly and sets expectations before technical details enter the discussion. Education follows, helping homeowners understand materials, warranties and maintenance without confusion. 

Technology plays a practical role throughout the process. Tools such as drone inspections, roof modeling and mobile applications support accuracy and transparency. Consistent follow up maintains momentum, allowing opportunities to ask questions while keeping projects moving forward. 

Compensation structures also shape performance expectations. John explains that roofing sales roles vary between commission only, base plus commission and draw against commission models. Understanding those frameworks affects motivation, planning and long-term satisfaction for sales professionals entering the field. 

Assessing customer needs remains a critical turning point. John stresses thorough inspections paired with open ended questions such as, “What issues have you noticed with your roof?” and “Are you interested in energy efficient roofing options?” Identifying pain points allows solutions to align with priorities rather than assumptions. 

Communication ties each phase together. John advises using simple language, visual aids and benefit focused explanations while listening actively. Structured sales methodologies then guide lead generation, presentations, closing and post sale follow up. Long-term success grows through delivering on promises, maintaining contact and educating customers consistently. 

Learn more about proven roofing sales methodologies that support trust driven conversations, consistency and measurable growth outcomes!