By Jesse Sanchez. 

Roofing contractors can improve profitability by equipping field leaders to manage labor, sequencing, communication and jobsite expectations. 

Florida Roofing and Sheet Metal Contractors Association (FRSA) emphasizes the importance of strong field leadership as roofing contractors invest significant time into estimating, production reports, gross margin analysis and overhead absorption. Those numbers matter, but they do not install roofing systems. Field crews do, and their daily performance is largely shaped by crew leaders. 

Strong field leaders are more than experienced installers. They manage time, labor, sequencing, safety, quality, crew morale and client expectations while protecting the project margin. Their decisions about tear-off timing, material staging, labor assignments and scope concerns can directly affect profitability. As John Kenney, CEO of Cotney Consulting Group, states, “A strong foreman can outperform an average estimate, and a weak foreman can erode a strong one.” 

Effective field leadership begins with clarity. When crew leaders understand budgeted labor hours, scope boundaries and the installation sequence, crews can work with purpose. Without that context, even experienced teams may complete quality work while exceeding the labor budget. By the time an overrun appears in a cost report, the opportunity to correct it may already be gone. 

Contractors often promote their best installers without providing leadership training. However, technical ability and operational leadership require different skills. Field leaders need practical financial literacy, production planning, conflict resolution and consistent documentation habits. 

The most disciplined crew leaders establish a production rhythm, identify delays early and adjust crew assignments before inefficiencies grow. They also protect workflow through thoughtful staging and sequencing. Poorly positioned materials, excessive walking and tear-off that advances too far ahead of installation can waste time and increase jobsite exposure. 

Communication is equally important. Field leaders who raise concerns early, clarify uncertain scope and document jobsite conditions help prevent crews from performing work outside the contract. Their professionalism also shapes how general contractors, building owners and inspectors view the company. 

Contractors seeking sustainable growth should treat field leadership development as a structured business priority. Regular feedback, budget visibility, training and post-project reviews can help crew leaders reproduce disciplined performance across multiple teams. 

Learn more about Cotney Consulting Group’s training, technology and business advisory services!

By John Kenney, Cotney Consulting Group.  

The strongest roofing contractors are the ones who see the problems coming and prepare accordingly. 

After more than 45 years in the roofing industry, I have learned that many project failures do not begin on site. They begin weeks earlier, when a decision was delayed, an order was not placed, access was not confirmed or information was not chased soon enough. 

By the time the issue becomes visible, the opportunity to manage it properly may already be gone. A material has not arrived, the planned area is not available, the client has changed the sequence, the site team is waiting, additional plant is required or a delivery must be rearranged. The business then moves into recovery mode; people work harder, calls become more urgent and costs begin to increase. 

The problem may appear to be today’s problem, but it was usually created by a lack of planning several weeks earlier. That is why planning is one of the most important operational disciplines a roofing contractor can develop. 

Planning is more than producing a programme. 

Most contractors have a project programme, but that does not necessarily mean they are planning effectively. 

A programme may show when work is expected to begin and finish, but true planning goes much further. It considers the sequence of activities, availability of labour, material lead times, access arrangements, plant requirements, approvals, temporary protection, coordination with other trades and the effect of weather on the work. 

A programme tells the team what should happen. Planning determines whether it can happen. 

A roofing project may be shown as starting on a particular date, but has the insulation been approved? Have the rooflights been ordered? Is the scaffolding complete? Are lifting arrangements confirmed? Has the client released the work area? Are the required operatives available? Has the substrate been inspected? Are the design details complete? 

If those questions have not been answered, the start date is only an intention. The most successful roofing contractors test the programme against reality. 

Materials should be managed before they become urgent 

Material planning has always been important, but delays, transport disruption, manufacturing constraints and changing product availability have made it even more critical. Not every material creates the same risk. Some products can be obtained locally with short notice, while others require technical approval, fabrication, colour selection, design input or scheduled manufacturing. The project team should understand that difference from the beginning. 

A standard roll of membrane should not be managed in the same way as a bespoke metal flashing, rooflight, tapered insulation scheme or specialist edge detail. Critical materials need to be identified during the handover and tracked separately. 

The contractor should know what information is required before each item can be released, who is responsible for providing it and when the order must be placed to protect the programme. Waiting until the material is needed is too late. 

Many procurement problems arise because the team assumes there is more time than there actually is. The contractor may be waiting for a technical submission, final dimensions, colour approval or client instruction and each delay shortens the available manufacturing window. 

By the time the order is finally released, the supplier is blamed for a lead time that should have been planned from the start. Planning does not eliminate every delay, but it gives the contractor more options. That alone has value.

Labour planning requires a wider view

Labour is often managed one week at a time — the company reviews which sites are active, which team is available and where the greatest pressure exists. That may be necessary for daily operations, but it is not enough for long-term control. 

Roofing contractors need to look several weeks ahead. They need to understand which projects are expected to start, which are likely to finish, where labour demand will peak and which jobs require specific skills or supervision. Without that wider view, one delayed project can disrupt the entire labour plan. 

A project that was expected to finish on Friday may continue for another two weeks, even though the same operatives have already been allocated to another site. The contractor then has to move people, delay a start, use unfamiliar labour or divide a team that should remain together. 

The result is usually lower productivity. 

Labour planning should also account for more than total numbers. The question is not simply how many operatives are available. The business needs to know which people are suitable for the work, who can supervise the project, who is familiar with the system and whether the planned team can achieve the output assumed in the tender. 

A team of six is not automatically more productive than a team of four. Too many people in a restricted area can reduce output rather than improve it. The correct labour plan depends on the project, sequence, access and available workface. That is why planning must begin with more than a headcount. 

Plant and access can control the entire project

Many roofing projects are delayed because plant and access are treated as secondary issues. 

They are not secondary. They often control whether the work can proceed at all. 

Scaffolding, hoists, cranes, telehandlers, mobile elevating work platforms, loading areas and material storage all affect productivity and programme. If the contractor does not confirm these arrangements early, the site team may arrive ready to work but unable to move materials to the roof. 

Additional handling is one of the most common forms of hidden labour loss. Materials are delivered to the wrong location, moved once for storage, moved again for access and moved a third time before installation. 

Each movement consumes labour and increases the risk of damage. The contractor may not notice the cost because it is spread across the project, but it is still there. 

Good planning asks practical questions before mobilisation. Where will materials be delivered? How will they reach the roof? How much storage is available? Which areas must remain clear? Who is responsible for booking plant? What happens if access is shared with another trade? Are there restrictions on delivery times? Will the same access arrangement be available throughout the project? 

These questions are operational, but they are also financial. Poor access planning quickly becomes a labour problem. 

Weather must be part of the plan 

Roofing will always be affected by weather. 

The challenge is not predicting every condition perfectly. The challenge is building enough flexibility into the plan to respond when conditions change. 

A realistic programme should consider the time of year, the type of roofing system, the sequence of stripping and covering, temporary protection and the consequences of leaving areas exposed. It should also consider which work can continue if the planned activity cannot proceed. 

Can prefabrication continue? Can materials be distributed? Can internal work be completed? Can another area be released? Can inspections or quality checks be brought forward? Contractors that plan alternatives lose less time. Those that plan only one sequence are more vulnerable. Weather delays become especially expensive when the business has already committed labour, plant and deliveries to one activity with no secondary plan. 

The most prepared contractors do not assume the weather will cooperate. They build options. 

Communication must happen before the problem 

One of the clearest signs of weak planning is late communication. 

The client is told about a delay after the date has already been missed. The supplier is contacted when the material is urgently required. The site team is informed of a sequence change after arriving on site. The commercial team hears about additional work after it has been completed. At that point, the conversation becomes more difficult. 

Early communication creates choices. Late communication creates explanations. A client may be willing to adjust the sequence if the issue is raised early enough. A supplier may be able to prioritise an order if given proper notice. A project manager may be able to move labour to another area if the team knows access will not be available. 

The earlier the information is shared, the more options remain. That does not mean communicating every minor concern as though it is a crisis. It means identifying issues with enough time to manage them professionally. 

Good communication is part of planning because it gives the entire project team time to respond. 

Cash flow is affected by operational planning. 

Planning is not limited to site performance. It also affects cash flow. Materials may require deposits or early payment. Labour costs begin before the contractor receives payment. Plant hire continues even when work is delayed. Late variations may not be included in the next payment application. 

An operationally disorganised project often becomes financially disorganised as well. The business may carry more cost than expected because procurement happened too early or too late. It may miss valuation opportunities because additional work was not recorded promptly. It may continue paying for labour and plant while waiting for access or information. 

The project manager and commercial team should therefore plan together. What costs will be incurred before the next payment cycle? Which materials require early commitment? What information is needed to support the application? Which variations must be valued now? Are delays affecting cost recovery? 

Operational decisions create financial consequences. The strongest contractors understand that connection. 

Short planning meetings can create long-term control 

Planning does not require endless meetings. It requires disciplined conversations held regularly. 

A weekly planning review can identify upcoming risks before they become urgent. The team should look beyond the current week and ask what must happen over the next three, six or even 12 weeks.

 Which projects are starting? Which are finishing? Which materials are critical? Which approvals are outstanding? Where will labour demand increase? What plant must be booked? Which clients need updated information? Which commercial issues require action? 

The purpose is not to create a perfect forecast. Construction changes too quickly for that. The purpose is to keep the business looking ahead. A contractor that reviews only what happened last week is managing history. A contractor that reviews what must happen next month is managing operations. 

Both are necessary, but only one protects the future. 

Planning further ahead protects margin 

Many contractors associate margin loss with poor estimating. Sometimes the estimate is the problem. 

Often, however, the estimate was reasonable, and the delivery process allowed small inefficiencies to accumulate. Additional carriage is paid, plant is extended, labour waits, materials are handled repeatedly, work is completed out of sequence, supervision is required for longer than planned and variations are submitted late. 

None of these costs may be large enough to attract immediate attention, but together they reduce profitability. Planning protects margin by reducing avoidable disruption. It allows the contractor to order more strategically, schedule labour more accurately, coordinate plant properly and communicate changes before they become emergencies. 

The business becomes less reactive. That is the real advantage. 

Better planning creates a more predictable business 

Roofing contractors cannot control every event that affects a project. They cannot control the weather, manufacturing capacity, client decisions or every condition found on site. They can control how early they look for risk, how quickly they respond, whether responsibilities are clear and whether important information is reviewed every week or left until someone remembers it. 

The most successful roofing contractors are not those that avoid every problem. They are the ones that give themselves more time to manage problems properly. They plan materials before they become urgent, plan labour before teams become overcommitted, confirm access before operatives arrive, communicate before dates are missed and review commercial issues before costs are forgotten. 

Planning further ahead does not make roofing predictable in every detail. It makes the business more prepared. That preparation improves productivity, communication, cash flow and margin. It also gives the contractor something every business needs. 

More control over what happens next. 

Learn more about Cotney Consulting Group in their Coffee Shop Directory or visit www.cotneyconsulting.com.

About the author 

John Kenney has more than 45 years of experience in the roofing industry. His career has included every level of roofing operations, from field installation and estimating through executive leadership. He is the CEO of Cotney Consulting Group, a partner member of the International Federation for the Roofing Trades. He has earned the MIoR designation from the former Institute of Roofing in the United Kingdom. He works with roofing contractors to improve estimating, project management, operational performance, leadership and profitability. 

By Emma Peterson. 

Explore the articles that generated the most interest this month. 

In the last month, over 250 articles have been published on RoofersCoffeeShop.com. That’s a lot of reading to keep up with, especially for busy contractors who are going between the office and the field. To make it easier to keep up, we’ve looked at those hundreds of articles and picked out the most popular ones to showcase.  

In this list, there are a couple of articles authored by Heidi J. Ellsworth, the president of The Coffee Shops™. In one article she highlights how the National Roofing Contractors Association (NRCA) is expanding mental health support through suicide prevention training, made possible through a collaboration with LivingWorks. The other article dove into the importance of awards and recognition during the current artificial intelligence boom.  

Our friends over at Cotney Consulting Group also contributed a few articles on our top 10 list, including one about crystalline silica exposure and another about creating an operational preparedness plan to navigate the current global political environment.  

Our number one article of the month showcased FMI Corporation’s 2026 Q2 North America Construction and Engineering Outlook Report and was written by Emma Peterson, senior content developer for The Coffee Shops™. This was not the only article of Emma’s that made the list, as her articles about turning data into business strategies, taking on leadership roles and the development of the metal roof retrofit industry were also featured. 

July 2026’s top articles 

10 - Eagleview warns emergency managers: A below average hurricane season is not a safe season by Eagleview. 

9 - NRCA expands mental health support with free suicide prevention training by Heidi J. Ellsworth. 

8 - NRCA Gold Circle Awards: Why recognition matters more than ever in the age of AI by Heidi J. Ellsworth. 

7 - When global events reach the rooftop by John Kenney, Cotney Consulting Group. 

6 - Building the metal roof retrofit industry by Emma Peterson. 

5 - Finding opportunity in every position by Emma Peterson. 

4 - ARCA’s Lotería Night brings fun and connection to the roofing community by Alex Tolle. 

3 - Connecting the dots between data and strategy by Emma Peterson. 

2 - The silica citation nobody sees coming by Cotney Consulting Group. 

1 - Construction growth expected in the next year by Emma Peterson. 

By Emma Peterson. 

John Kenney shares why contractors with strong systems, clear workflows and documented processes will be best positioned to embrace new technologies.  

For many of us, robots seem like something from a science fiction movie – something that might be cool but is far from becoming a part of our reality. But with advancements in automation and technology, robotics are already beginning to influence the roofing industry. To learn how contractors can prepare their operations for emerging robot technology, we brought John Kenney of Cotney Consulting Group on for a Read Listen Watch® webinar. 

Looking to the future, John sees robotics as a tool that will be used for repetitive tasks, sharing, “I think you're going to be able to have a lot of things happen within your company that are repetitive tasks, that we can't find anybody that wants to do them anyways, like moving materials, loading trucks, setting things up, managing your inventory, etc.”  

Additionally, he predicts that they will eventually become advanced enough to collaborate with your service technicians, saying, “There is a future where robots could be a part of service workflows. It could be super helpful in situations where you don’t have a full visual of a roof and need to collect that data safely. A robot could go up there and record data so that your service crew knows they can safely climb on a roof to work.” 

Obviously, we have not developed this level of robotic technology yet, but with the advancement of technologies like artificial intelligence, it has started to feel increasingly inevitable. So, if robots are going to become a part of our industry in the future, how can you make sure your company is positioned to adapt to this change effectively? John argues that it all depends on your operational workflows being in order:  

You have to start documenting your workflows and you have to start figuring those out. Further, you need to develop an accountability chain. Most companies have an unclear accountability process and if robotic tools ever become a part of our industry, you're going to need to clean those up... It’s the companies with disciplined systems and strong operational clarity that have the flexibility to adapt with technology.  

This advice applies to more than just preparing for future robot coworkers. It’s also about helping your team operate more efficiently and profitably today. By having everything documented and in order, your company will be better positioned both today and wherever the future leads.  

Listen the RLW or Watch the recording on demand to learn more about robotics, roofing and preparing your company for the future.

By Emma Peterson. 

Join Heidi J. Ellsworth and John Kenney for a live discussion on the market forces affecting coatings contractors and the strategies that can help businesses thrive. 

On August 12, 2026 at 11a.m. PT (2 p.m. ET), Heidi J. Ellsworth will host a live CoatingsTalk™ with John Kenney. John is the CEO of Cotney Consulting Group and boasts over 40 years of experience in the roofing and construction industries. He is known as a powerful thought-leader and credited with groundbreaking initiatives, such as an on-demand COO platform that redefined industry standards and provided contractors with the tools to succeed in an evolving market. 

In the webinar with Heidi, he will be using his vast experience and knowledge to share insights into the current forces shaping the construction coatings industry. He will put a special focus on the economic factors, such as spending habits, interest rates, material costs, and project backlogs, that are impacting roofing, waterproofing and specialty coating installations.  

And the conversation is not only about what has and is happening, John will also look to the future and share his thoughts on opportunities ahead, potential economic risks and market shifts. Closing out the webinar, John will share practical solutions and changes that can be made in order to protect business profitability. Examples of these changes include communicating long-term value during sales conversations, leveraging new technology to streamline operations and strategic planning/relationship building.  

Want to learn more about how to set your business up for success amid economic challenges? Register for the podcast, which will be live on August 12, 2026 at 11a.m. PT (2 p.m. ET), today!

By John Kenney, Cotney Consulting Group.  

The estimate is not finished until the final project review is complete and the lessons learned have been carried forward to the next opportunity. 

One of the biggest misconceptions in our industry is that estimating ends when the proposal is delivered or the contract is signed. It’s an understandable way to think because that's often how roofing companies are organized. Estimators bid work. Sales closes the opportunity, and then operations takes over. Everyone moves on to the next task. 

The problem is that roofing projects don't operate in departments. 

They operate as a continuous process, and the estimate is the foundation that everything else is built upon. When that foundation stops being part of the conversation after the job is awarded, companies begin losing something far more valuable than information. They lose alignment. 

I've often said that estimating is the first phase of project management. Over the years, I've become convinced it's even more than that. Estimating is the first operational decision the company makes about how a project will be built. Every assumption, every production rate, every material quantity, every labor hour and every note in that estimate tells a story about how someone believes the work will unfold. If those assumptions never make it beyond the estimating department, the field is forced to write its own story. 

That's where projects begin to drift. 

I've walked enough roofing projects over the past four decades to know that very few jobs go off track because of one catastrophic mistake. More often, they slowly move away from the original plan because information wasn't transferred, assumptions weren't challenged or conditions changed without anyone stopping to ask what those changes meant to the estimate. By the time accounting discovers a margin problem, the operational decisions that created it happened weeks earlier. 

The estimate should never be viewed as a pricing document alone. It should become the roadmap for the project team. It should explain not only what was sold, but how the estimator expected the work to be performed. That means identifying areas where production may slow, where access creates challenges, where sequencing matters or where coordination with other trades could affect labor. Those aren't simply estimating details. They're operational realities that the project manager and foreman need to understand before the first truck arrives on site. 

One area where I consistently see contractors struggle is the project handoff. Too often it becomes little more than transferring paperwork from one department to another. The estimate may be complete, but the conversation is missing. The estimator knows why labor was adjusted on one elevation, why an allowance was carried for questionable deck conditions or why certain details deserved extra attention. Unfortunately, much of that knowledge stays with the person who built the estimate. 

The project manager receives the documents. The foreman receives the work. Neither receives the thinking behind the estimate. That distinction is where profitable projects often separate themselves from disappointing ones. 

The best roofing companies I've worked with treat the handoff as an operational meeting rather than an administrative one. The discussion centers on risk, production strategy, sequencing and expectations. Estimators explain where they believe the project could become difficult. Operations shares field considerations that may require adjustments. Everyone leaves with the same understanding of what success should look like before work begins. 

Those conversations are rarely long, but they are incredibly valuable. 

Another mistake contractors make is assuming that once the estimate is complete, there is nothing left to learn from it. I believe the opposite is true. The estimate should continue to evolve throughout the life of the project. As production begins, actual labor performance should be compared to the original assumptions. Material usage should be reviewed. Unforeseen conditions should be documented. Every significant deviation becomes information that strengthens future estimates. 

Without that feedback loop, estimating becomes isolated from reality. 

Think about how many times contractors say, "Labor keeps getting harder to predict." 

The question I usually ask is, "What did your last twenty projects teach your estimating department?" 

Sometimes the answer is silence. Not because the information doesn't exist. Because no one ever captured it. 

Estimating improves when operations teaches it. Operations improves when estimating listens. The two departments shouldn't operate independently. They should function as partners pursuing the same objective: building profitable projects. 

Technology has made estimating faster than ever before. Artificial intelligence can assist with takeoffs. Digital platforms organize drawings in seconds. Software identifies quantities with impressive speed. These are meaningful advancements, and contractors should embrace tools that improve efficiency. But technology still can't explain why production slowed on the west elevation after lunchtime because the staging area became congested. It can't tell you why one foreman consistently exceeds estimated production while another struggles under similar conditions. It can't recognize the subtle operational lessons that experienced people identify after completing hundreds of projects. 

That knowledge only comes from connecting estimating with execution. 

One lesson I've learned after spending a lifetime in this industry is that estimators should occasionally leave the office. Walk active jobs. Attend project reviews. Listen to foremen explain what helped production and what slowed them down. Watch how crews actually install the systems you estimate every day. Those experiences change the way estimates are built because they replace assumptions with understanding. 

The same principle applies in reverse. Project managers and field leaders should understand how estimates are developed. When they appreciate the reasoning behind production assumptions and labor calculations, they become far more effective at protecting the margins established by the estimate. 

The strongest roofing companies I've known don't treat estimating, operations and project management as separate functions. They see them as different chapters of the same story. Each depends on the one before it, and each influences the one that follows. 

When that mindset becomes part of a company's culture, something interesting happens. The estimate stops being viewed as a bid that won the work and starts becoming the operational blueprint that guides it. Decisions become more consistent. Communication improves. Production aligns more closely with expectations. And perhaps most importantly, the next estimate benefits from everything the last project taught the company. 

That's how estimating becomes more than a department. It becomes a continuous process of learning, refining and improving. 

The proposal may be submitted. The contract may be signed. But the estimate should never be finished until the final project review is complete and its lessons have been carried forward to the next opportunity. 

Because the best estimators don't just win projects. They help build better roofing companies. 

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.