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. 

Por John Kenney, Cotney Consulting Group, traducido por Alberto Torres 

Un estimado no está realmente terminado hasta que se hace la revisión final del proyecto y las lecciones aprendidas se aplican al siguiente trabajo. 

Uno de los errores más comunes en nuestra industria es pensar que el trabajo del estimador termina cuando se entrega la propuesta o se firma el contrato. Es una forma de verlo que tiene sentido, porque así es como están organizadas muchas empresas de roofing. Los estimadores preparan las propuestas. El equipo de ventas cierra el trato y después operaciones toma el control. Todos pasan a la siguiente tarea. 

El problema es que los proyectos de roofing no funcionan por departamentos. 

Funcionan como un proceso continuo, y el estimado es la base sobre la que se construye todo lo demás. Cuando esa base deja de formar parte de la conversación después de que se gana el proyecto, las empresas empiezan a perder algo mucho más valioso que información. Pierden alineación. 

Siempre he dicho que el proceso de estimación es la primera etapa de la administración de un proyecto. Con los años, me he convencido de que es incluso más que eso. El estimado es la primera decisión operativa que toma una empresa sobre cómo se va a construir un proyecto. Cada suposición, cada rendimiento de producción, cada cantidad de material, cada hora de mano de obra y cada nota dentro del estimado cuentan una historia sobre cómo alguien cree que se desarrollará el trabajo. Si esas ideas nunca salen del departamento de estimados, el equipo de campo termina escribiendo su propia historia. 

Ahí es cuando los proyectos empiezan a desviarse. 

He recorrido suficientes proyectos de roofing durante las últimas cuatro décadas para saber que muy pocos se salen de control por un solo error grave. Lo más común es que poco a poco se alejen del plan original porque la información no se compartió, las suposiciones nunca se cuestionaron o las condiciones cambiaron sin que nadie se detuviera a pensar qué significaban esos cambios para el estimado. Cuando el departamento de contabilidad detecta un problema con la utilidad, las decisiones que lo causaron normalmente ocurrieron semanas antes. 

El estimado nunca debe verse únicamente como un documento de precios. Debe convertirse en la guía del equipo del proyecto. Debe explicar no solo qué fue lo que se vendió, sino también cómo el estimador esperaba que se realizara el trabajo. Eso significa identificar las áreas donde la producción puede ser más lenta, donde el acceso representa un reto, donde el orden de las actividades es importante o donde la coordinación con otros oficios puede afectar la mano de obra. Esos no son solo detalles del estimado. Son situaciones reales que el gerente de proyecto y el supervisor deben conocer antes de que llegue el primer camión a la obra. 

Un área donde constantemente veo que los contratistas tienen dificultades es en la entrega del proyecto entre departamentos. Muchas veces se limita a pasar documentos de un área a otra. El estimado puede estar completo, pero la conversación no existe. El estimador sabe por qué ajustó la mano de obra en una parte del edificio, por qué incluyó un presupuesto adicional para posibles problemas en la plataforma del techo o por qué algunos detalles necesitaban más atención. Desafortunadamente, gran parte de ese conocimiento se queda con la persona que preparó el estimado. 

El gerente de proyecto recibe los documentos. El supervisor recibe el trabajo. Pero ninguno recibe el razonamiento que hay detrás del estimado. Esa diferencia es la que muchas veces separa un proyecto rentable de uno que termina siendo una decepción. 

Las mejores empresas de roofing con las que he trabajado consideran la entrega del proyecto como una reunión operativa y no solo como un trámite administrativo. La conversación se enfoca en los riesgos, la estrategia de producción, el orden de los trabajos y las expectativas. Los estimadores explican dónde creen que el proyecto puede complicarse. El equipo de operaciones comparte aspectos del trabajo en campo que podrían requerir ajustes. Al final, todos comienzan el proyecto con la misma idea de cómo debe verse el éxito. 

Estas conversaciones casi nunca son largas, pero tienen un enorme valor. 

Otro error que cometen muchos contratistas es pensar que, una vez terminado el estimado, ya no queda nada por aprender de él. Yo creo exactamente lo contrario. El estimado debe seguir evolucionando durante toda la vida del proyecto. Conforme avanza la producción, el desempeño real de la mano de obra debe compararse con las suposiciones originales. Se debe revisar el consumo de materiales. También deben documentarse las condiciones imprevistas. Cada diferencia importante se convierte en información que fortalece los futuros estimados. 

Sin ese proceso de retroalimentación, el trabajo de estimación termina desconectado de la realidad. 

Piensa cuántas veces escuchamos decir a los contratistas: "Cada vez es más difícil calcular la mano de obra." 

La pregunta que normalmente hago es: "¿Qué le enseñaron a su departamento de estimados los últimos veinte proyectos?" 

Muchas veces la respuesta es silencio. No porque esa información no exista. Sino porque nadie la recopiló. 

Los estimados mejoran cuando el equipo de operaciones comparte su experiencia. Y las operaciones mejoran cuando los estimadores escuchan. Ambos departamentos no deberían trabajar por separado. Deben funcionar como socios con el mismo objetivo: construir proyectos rentables. 

La tecnología ha hecho que preparar estimados sea más rápido que nunca. La inteligencia artificial puede ayudar con las mediciones. Las plataformas digitales organizan planos en cuestión de segundos. Los programas identifican cantidades con gran rapidez. Todos estos son avances importantes y los contratistas deben aprovechar las herramientas que aumentan la eficiencia. Pero la tecnología todavía no puede explicar por qué la producción bajó en el lado oeste del edificio después de la hora de comida porque el área de materiales estaba saturada. Tampoco puede decirte por qué un supervisor supera constantemente la producción estimada mientras otro tiene dificultades en condiciones muy parecidas. Y tampoco puede identificar esas pequeñas lecciones operativas que solo las personas con experiencia descubren después de completar cientos de proyectos. 

Ese conocimiento solo se obtiene conectando el proceso de estimación con la ejecución del trabajo. 

Una de las lecciones más importantes que he aprendido después de toda una vida en esta industria es que los estimadores deberían salir de la oficina de vez en cuando. Visiten proyectos en ejecución. Participen en las revisiones finales. Escuchen a los supervisores explicar qué ayudó a mejorar la producción y qué la retrasó. Observen cómo las cuadrillas realmente instalan los sistemas que ustedes estiman todos los días. Esas experiencias cambian la forma de preparar un estimado porque reemplazan las suposiciones con conocimiento. 

Lo mismo aplica en sentido contrario. Los gerentes de proyecto y los líderes de campo también deben entender cómo se preparan los estimados. Cuando conocen el razonamiento detrás de las proyecciones de producción y los cálculos de mano de obra, pueden proteger mucho mejor la utilidad que se estableció desde el principio. 

Las empresas de roofing más sólidas que he conocido no ven la estimación, las operaciones y la administración de proyectos como funciones separadas. Las consideran diferentes capítulos de la misma historia. Cada uno depende del anterior y cada uno influye en el siguiente. 

Cuando esa forma de pensar se convierte en parte de la cultura de una empresa, sucede algo muy interesante. El estimado deja de verse como la propuesta que ganó el proyecto y comienza a convertirse en el plan operativo que guía todo el trabajo. Las decisiones son más consistentes. La comunicación mejora. La producción se acerca mucho más a lo que se esperaba. Y, quizá lo más importante, el siguiente estimado aprovecha todo lo que el proyecto anterior le enseñó a la empresa. 

Así es como el proceso de estimación deja de ser simplemente un departamento. Se convierte en un proceso continuo de aprendizaje, mejora y perfeccionamiento. 

La propuesta puede haberse entregado. El contrato puede estar firmado. Pero un estimado nunca debería considerarse terminado hasta que se haga la revisión final del proyecto y las lecciones aprendidas se apliquen al siguiente trabajo. 

Porque los mejores estimadores no solo ayudan a ganar proyectos. Ayudan a construir mejores empresas de roofing. 

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 John Kenney, Cotney Consulting Group.  

One of the most expensive mistakes a roofing contractor can make often happens before the project even reaches site. It happens during the handover. 

A project may have been estimated carefully, priced competitively and secured on acceptable terms. Still, if the information gathered during the tendering process is not transferred properly to the delivery team, much of that work is lost. The project manager starts reading the documents again, the site team asks questions the estimator has already answered, procurement discovers long-lead materials too late, access requirements are reviewed after the programme has been agreed and commercial qualifications are overlooked. 

The company effectively begins the project twice. The first time is during estimating, and the second time is after the contract is awarded. That duplication creates delay, confusion and unnecessary cost. More importantly, it increases the risk that the project will be delivered differently from the way it was priced. 

A proper handover is not an administrative meeting. It is the point where the business converts a successful tender into an executable project. 

The estimator holds more than the price 

The estimator is often the first person in the business to examine the project in detail. During the tendering process, the estimator reviews drawings, specifications, schedules, access conditions, material requirements, labour assumptions, exclusions, qualifications and commercial risks. They may speak with suppliers, subcontractors, manufacturers and members of the client’s team, and they may identify missing information, conflicting documents or areas where the roofing contractor has made a specific assumption. 

That knowledge has value, but much of it is often stored in the estimator’s memory, handwritten notes, emails or tender worksheets that are never fully explained to the delivery team. 

The project manager may receive the final estimate and contract documents without receiving the reasoning behind them. That creates a serious gap because a price tells the project manager what the company expects the work to cost, but it does not always explain why. 

It may not show that the labour allowance depended on a particular access route, that one material was priced as an alternative, that temporary protection was excluded or that the programme assumed continuous access to specific roof areas. Those details can determine whether the project succeeds financially. 

A good handover must therefore transfer both the numbers and the thinking behind the numbers. 

The cost of missing information appears gradually 

A poor handover rarely creates one immediate and obvious loss. Instead, the cost appears in smaller amounts throughout the project. 

A material order is delayed because no one realised approval was still required. An access platform is hired twice because the original plan was not communicated. Operatives arrive before the work area is ready. A delivery is refused because storage space was not coordinated in advance. The site manager discovers that the tender included fewer working visits than the client now expects. The team completes additional work but fails to record it as a variation. The estimator’s labour allowance is exceeded because the installation sequence has changed. 

Individually, these issues may appear manageable. Together, they consume margin. 

This is one reason roofing contractors sometimes complete a project and struggle to explain why the final profit is lower than expected. There may not have been one major failure. Instead, the project experienced dozens of small operational losses that began with incomplete information. 

The original estimate may have been accurate. The project may not have been delivered according to the estimate. 

Handover must happen early enough to matter 

Some companies hold a handover meeting only a few days before the site team is due to begin. By then, many important decisions have already been made. The programme may already be agreed; material selections may be expected; plant and access may need to be booked; subcontractors may need notice; and approvals may be required before manufacturing or delivery. A late handover becomes a review of what has already happened rather than an opportunity to shape the project. 

The handover should take place as soon as the contract is sufficiently secure and the delivery team can begin meaningful planning. That does not mean every detail must be resolved. It means the project manager must understand which details are complete, which remain outstanding and which could affect cost or programme. 

Early involvement also allows the project manager to challenge assumptions before they become commitments. Is the proposed labour level realistic? Can the roof areas be completed in the tendered sequence? Is the storage plan workable? Are the planned lifting arrangements suitable? Does the proposed programme reflect curing times, weather exposure and coordination with other trades? Have the client’s access restrictions been included? 

A strong handover creates time to answer these questions. A weak one leaves the site team to answer them under pressure. 

The contract and the estimate must be compared 

One of the most important parts of the handover is comparing the final contract requirements with the tender submission. 

Projects often change between the initial invitation to tender and contract award. Drawings are revised, specifications are updated, programmes are revised, clarifications are issued, tender qualifications are accepted or rejected and the final order may contain terms that were not included in the contractor’s original submission. 

The business should never assume that the awarded contract is identical to the tender. The handover must identify what changed. 

If the roofing contractor priced one insulation thickness but the final specification requires another, that difference matters. If the tender allowed for phased access but the contract programme expects multiple areas to be worked simultaneously, that matters. If the contractor excluded out-of-hours working but the final order includes weekend access, that matters. If a qualification has disappeared from the contract documents, that matters. 

The commercial team, estimator and project manager should understand these differences before procurement begins and before labour is committed. Otherwise, the company may start work under requirements it never properly priced. 

Procurement depends on a complete handover 

Roofing projects are particularly sensitive to procurement timing. Materials may require technical approval, colour selection, design calculations, fabrication or scheduled manufacturing. Insulation, metal components, rooflights, edge details and specialist accessories may all have different lead times. 

If those requirements are not identified during handover, the procurement team works reactively. 

Reactive procurement usually costs more. The company may pay additional carriage, accept less favourable purchasing terms or split orders that should have been coordinated. Materials may arrive out of sequence, creating additional handling and storage. The contractor may also be forced to use alternative products or installation methods to protect the programme. 

A strong handover should identify what needs to be ordered, who is responsible, what information is required before release and when each item must arrive. It should also separate standard materials from critical materials because not every item requires the same level of attention. 

The project manager needs to know which delayed component could stop the entire roofing programme. That item should be managed differently from materials that can be obtained locally with short notice. 

Labour planning begins with tender assumptions 

Labour is often the highest controllable cost on a roofing project, yet the delivery team may not receive a clear explanation of how the labour allowance was built. 

The estimate may assume a particular number of operatives, a planned output rate, standard working hours and uninterrupted access. The project manager may then develop a completely different approach by sending a larger team to site, changing the sequence, moving operatives between areas, adding supervision or introducing weekend working. 

None of these decisions is automatically wrong. The problem occurs when the business changes the delivery plan without understanding the cost assumptions behind the tender. 

The handover should explain how the estimator expected the work to be completed. How many labour hours were included? What productivity level was assumed? Did the estimate allow for material distribution? Was protection included? Were difficult details or restricted areas treated separately? Was supervision included in the labour rate, or was it carried elsewhere? 

The project manager can then decide whether the tendered plan is practical and make controlled adjustments where necessary. Without that discussion, labour overruns may begin before work starts. 

Variations are easier to manage when the baseline is clear 

A roofing contractor cannot manage variations properly unless the original scope is understood. 

When the site team does not know what was included in the tender, additional work can easily be absorbed into the project. The client may request a revised detail, the main contractor may change the sequence, existing conditions may require additional preparation, temporary protection may be extended, access may be restricted or a small area may need to be completed out of hours. 

The site team may recognise that the work is different, but if the original scope was never explained, they may not know whether it represents a variation. 

A proper handover establishes the baseline. It explains what the contractor priced, what was excluded, what was assumed and what information was relied upon. That gives the project manager and site team a clearer basis for identifying change.  It also improves the quality of records. Instead of reporting that the project was more difficult than expected, the team can document exactly what changed and how it affected labour, materials, plant or programme. 

That is essential for protecting entitlement and recovering additional cost. 

The handover should create ownership 

A project handover should not become an estimator reading through a checklist while everyone else listens. The delivery team must participate. 

The project manager should question the programme, procurement plan and labour assumptions. The site manager should raise concerns about access, storage, sequencing and temporary works. The commercial team should explain contract risks, notice requirements and valuation procedures. Procurement should identify lead times and approval requirements, while health and safety responsibilities should be understood before mobilisation. 

By the end of the meeting, responsibilities should be clear. Someone should own the outstanding information, material approvals, access arrangements, programme, design responsibilities, contract review and long-lead items. A handover that produces no actions, owners or deadlines is only a conversation. A good handover creates a controlled transition. 

Standardisation improves the process 

Every project is different, but the handover process should not be invented each time. 

A standard handover structure helps the business review the same critical areas on every project. That structure might include the tender summary, scope of works, exclusions, qualifications, contract review, programme, procurement, labour, access, plant, design, health and safety, quality requirements, commercial procedures and outstanding information. 

The purpose is not to create paperwork for its own sake. The purpose is to reduce reliance on memory. Experienced people may believe they already know what to discuss, and they probably do. The value of a standard process is that it makes that knowledge available to everyone else. 

It also creates consistency as the business grows. A project managed by one person should not receive a detailed handover while another begins with little more than a forwarded email. The company should establish one operating standard. 

A strong start protects the entire project 

A poor handover places the project team in a reactive position from the beginning. They spend the early stages searching for information, correcting assumptions and resolving issues that should already be understood. 

A strong handover gives them a different starting point. They know how the project was priced, they understand the contractual requirements, they can identify procurement priorities, they can plan labour and access more accurately, they know what remains outstanding and they have a clear basis for recognising variations. 

Most importantly, they begin with shared expectations. The hidden cost of a poor project handover is not the time spent in one ineffective meeting. It is the cost of every avoidable problem that follows. 

Roofing contractors work hard to secure profitable projects. The handover is where they begin protecting that profit. 

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 CEO of Cotney Consulting Group, a partner member of the International Federation for the Roofing Trades and 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. 

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 Cotney Consulting Group. 

How extreme temperatures increase jobsite risk. 

Extreme heat doesn’t usually cause the first mistake on a job. It causes the second one. 

The missed step. 
The rushed movement. 
The decision felt fine at the moment, but it wasn’t. 

Crews understand heat. They work through it every summer. But familiarity is precisely what makes extreme heat dangerous. When temperatures climb, judgment drops long before anyone feels sick enough to stop working. That’s where risk quietly enters the jobsite. 

Heat changes how crews think, not just how they feel 

Most safety discussions around heat focus on hydration and heat illness, and rightly so. But heat also affects concentration, reaction time and decision-making. That’s where injuries begin. 

As temperatures rise: 

• Attention spans shorten 
• Shortcuts feel justified 
• Communication gets clipped 
• Small hazards get ignored 

Contractors don’t stop caring about safety in the heat; they get mentally overloaded. When crews are hot, tired and pushing production, even experienced workers can misjudge footing, skip tie-offs or rush material handling. 

This is why extreme heat must be treated as an operational risk, not just a health concern. 

The most dangerous hours aren’t always the hottest 

One of the biggest misconceptions is that heat risk peaks in the afternoon. In reality, some of the most dangerous moments happen earlier. Morning crews often push hard to “get ahead of the heat,” especially during busy seasons. Tear-offs move faster, staging gets aggressive and rest breaks are postponed. By mid-day, fatigue has already set in — even if the thermometer hasn’t peaked yet. 

Leadership needs to recognize this pattern. Heat-related risk builds cumulatively. Once it’s there, it doesn’t reset with a water break. 

Production pressure makes heat worse 

Extreme heat rarely works alone. It shows up alongside: 

• Tight schedules 
• Storm backlogs 
• Staffing shortages 
• Customer pressure 

When production pressure meets high temperatures, safety decisions get compromised. Crews hesitate to slow down. Foremen feel squeezed between deadlines and reality. Workers push through discomfort because “everyone else is.” 

That’s when leadership matters most. A strong safety culture permits crews to adjust pace without fear of punishment. A weak one silently encourages pushing through until something goes wrong. 

Practical adjustments that actually reduce risk 

Managing extreme heat doesn’t require complicated programs. It requires intentional adjustments to how work is planned and led. 

Effective companies: 

• Shift start times earlier only if rest periods are enforced 
• Rotate physically demanding tasks instead of assigning them to the same workers 
• Build heat considerations into daily planning, not last-minute reactions 
• Treat heat days as “high-risk days,” just like windy or icy conditions 

Most importantly, they empower supervisors to make real-time decisions without second-guessing how management will receive them. If the message is “get it done no matter what,” heat will win every time. 

Crew rotation isn’t a weakness, it’s risk control 

One of the most effective heat controls is also one of the most underused: Crew rotation. 

Rotating tasks: 

• Reduces fatigue-related errors 
• Keeps decision-making sharper 
• Prevents one worker from carrying the highest-risk load all day 

This isn’t about slowing production; it’s about sustaining it safely. A fatigued worker is slower, less accurate and far more likely to get hurt than a rested one. 

The foreman sets the tone 

Crews take their cues from field leadership. If the supervisor skips breaks, the crew follows. If the supervisor acknowledges heat risk and adjusts expectations, the crew does the same. 

Effective supervisors: 

• Call out heat risk early in the day 
• Reinforce pacing, not just output 
• Watch for behavioral changes, not just physical symptoms 
• Speak up when conditions demand adjustment 

Heat stress often manifests as irritability, impatience or silence before it manifests as illness. Those are leadership signals, not weaknesses. 

Extreme heat requires clear stop-work authority 

Every company should answer one question clearly: 

Who has the authority to slow or stop work due to heat? 

If the answer isn’t immediate and obvious, crews will default to pushing through. 

Clear stop-work authority: 

• Removes hesitation 
• Protects supervisors from pressure 
• Prevents injuries before they happen 

Stopping or slowing work due to heat is not a failure. Ignoring it is. 

Close the day the right way 

Heat-related incidents often happen late in the day when crews are tired and eager to finish. End-of-day tasks like cleanup, ladder removal and material staging deserve as much attention as installation. 

A simple end-of-day check-in helps: 

• “Are we rushing?” 
• “Are we tired?” 
• “Is tomorrow’s plan realistic given the forecast?” 

These conversations prevent tomorrow’s injury, not just today’s. 

Final thought 

Extreme heat doesn’t announce itself as danger. It blends into the day. It dulls judgment. It makes good workers take risks they normally wouldn’t. The companies that manage heat best don’t just hand out water; they adjust expectations, empower leaders and respect the limits of the human body. 

Heat will always be part of working outside. How you manage it determines whether it stays a condition or becomes an incident. 

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. 

By Cotney Consulting Group.

Managing stress during high-traffic roofing seasons. 

Every roofing company has a season when everything feels urgent. Phones ring nonstop. Backlogs grow. Crews are stretched thin. Weather windows close fast. Customers want answers yesterday. Busy seasons are good for business, but they’re also when safety risk quietly increases. Not because crews forget how to work safely, but because stress changes how decisions are made. 

In roofing, stress isn’t just personal. It’s operational. And if it’s not managed deliberately, it shows up as shortcuts, miscommunication and injuries. 

Stress builds before anyone talks about it 

High-traffic seasons don’t start with chaos. They start with pressure. Longer hours. Fewer days off. Faster turnarounds. Crews feel it first, often before management does. 

Typical early signs include: 

• Rushed job starts 
• Shortened or skipped toolbox talks 
• Increased rework 
• Irritability on site 
• Less communication between crews and supervisors 

None of these screams “safety issue” on its own. Together, they create conditions where mistakes become more likely. 

Why stress affects safety more than experience does 

Experienced roofers aren’t immune to stress-related errors. In fact, experience can sometimes make things worse. When workers feel confident, they’re more likely to push through fatigue or pressure, assuming they can manage it. 

Stress affects: 

• Focus and attention 
• Reaction time 
• Risk perception 
• Decision-making under pressure 

That’s when minor hazards get ignored and “just this once” becomes a pattern. 

Production pressure changes behavior 

During peak seasons, production often becomes the unspoken priority even when safety policies say otherwise. Crews sense it. Foremen feel it. Decisions get made to keep jobs moving. 

Common pressure points include: 

• Tight weather windows 
• Customer deadlines 
• Staffing shortages 
• Equipment sharing between crews 

When everything is urgent, nothing feels optional, including safety steps that “take too long.” Strong leadership acknowledges these pressures openly instead of pretending they don’t exist. 

Leadership sets the pace — literally 

Crews move at the pace leadership allows. If supervisors rush, crews rush. If breaks disappear, fatigue builds. If concerns are brushed aside, silence follows. 

Effective leaders during high-traffic seasons: 

• Reinforce realistic expectations 
• Protect rest periods 
• Adjust schedules instead of forcing unsafe speed 
• Encourage crews to speak up without fear 

This isn’t about slowing the business down. It’s about sustaining performance without sacrificing people. 

Communication breakdowns multiply risk 

Stress shortens conversations. Instructions get rushed. Assumptions replace clarity. 

Missed details lead to: 

• Improper staging 
• Incomplete tie-offs 
• Poor access planning 
• Conflicting work activities 

Short toolbox talks or skipped briefings save minutes but cost awareness. During busy seasons, communication needs to increase, not disappear. 

Watch for the “end-of-day” effect 

Many stress-related incidents happen late in the day. Crews are tired. Everyone wants to finish. Cleanup, access and final tasks get rushed. 

Supervisors should be vigilant during: 

• Late afternoons 
• End-of-week pushes 
• Weather-driven deadline days 

These moments require more attention, not less. 

Build stress management into planning 

Managing stress isn’t about motivational speeches. It’s about planning work in a way that respects limits. 

Practical steps include: 

• Staggering start times 
• Rotating high-intensity tasks 
• Scheduling recovery days after heavy workloads 
• Ensuring crews aren’t repeatedly assigned the most demanding jobs 

When planning absorbs stress, crews don’t have to. 

Stress is contagious — so is calm 

Crews take emotional cues from leadership. Calm supervisors steady jobsites. Frantic ones amplify pressure. 

The best leaders during peak seasons: 

• Stay composed 
• Make clear decisions 
• Communicate often 
• Back safety-based calls 

That calm travels faster than stress ever will. 

Final thought 

Busy seasons will always test roofing companies. Demand will spike. Time will compress. Pressure will rise. 

The companies that get through these periods safely aren’t the ones who push hardest; they’re the ones who manage stress intentionally. They treat pace as a safety decision. They protect communication. They recognize fatigue before it becomes failure. 

In roofing, urgency never excuses injury. How you manage pressure determines whether a busy season ends as a success or a setback. 

By Cotney Consulting Group. 

Why roofing crews are getting flagged, and how you can avoid it.

Many roofing contractors are surprised when an OSHA inspector brings up silica exposure. After all, most roofers don’t think of themselves as “silica trades.” They’re not mining, blasting or pouring concrete, silica citations are appearing on roofing jobsites across the country, often when contractors least expect them. 

The reason is simple: silica exposure doesn’t come from what roofers install. It comes from what they cut, grind and remove. And in today’s enforcement environment, OSHA is paying close attention. 

Silica exposure is hiding in plain sight 

Crystalline silica is present in many materials roofing crews work around regularly, including: 

• Concrete roof decks 
• Masonry parapets and walls 
• Clay and concrete tiles 
• Mortar, grout and brick 
• Some coatings and aggregates 

Any activity that disturbs these materials, cutting, grinding, drilling or demolition, can release fine silica dust into the air. These particles are small enough to be inhaled deeply into the lungs, where they can cause severe, long-term health damage. 

The danger isn’t always obvious. Silica dust can be invisible, especially outdoors, leading crews to underestimate their exposure. 

Why roofing crews are getting cited 

Most silica citations in roofing aren’t the result of blatant disregard. They happen because contractors don’t realize their work activities fall under OSHA’s silica standard. 

Standard citation triggers include: 

• Cutting concrete or masonry with dry saws 
• Grinding surfaces without dust control 
• Demolition work during tear-offs 
• Using compressed air to clean dusty areas 
• Failing to provide respiratory protection when required 

Inspectors don’t need to measure air samples to issue a citation. If OSHA observes tasks known to generate silica dust without controls in place, enforcement can happen on the spot. 

The standard is task-based, not industry-based 

One of the most misunderstood aspects of OSHA’s silica rule is that it’s task-based. It doesn’t matter whether roofing is your primary trade. If your crew performs tasks known to generate silica dust, the standard applies. 

That’s why roofers are often caught off guard. A single saw cut through a concrete curb or parapet can be enough to trigger scrutiny if controls aren’t in place. 

The expectation is clear: employers must anticipate silica exposure and manage it proactively. 

Simple controls make a big difference 

The good news is that silica exposure is manageable when appropriately addressed. Most compliance failures stem from a lack of planning, not a lack of resources. 

Effective controls include: 

• Using wet cutting methods to suppress dust 
• Employing tools with integrated dust collection systems 
• Positioning workers upwind when possible 
• Limiting time spent performing high-dust tasks 
• Providing appropriate respiratory protection when required 

Even basic measures can significantly reduce exposure. What matters most is that controls are intentional, consistent and documented. 

Respiratory protection isn’t optional 

When engineering controls aren’t enough, respiratory protection becomes mandatory. This is where many roofing companies fall short. 

If respirators are required, employers must: 

• Provide the correct type of respirator 
• Ensure proper fit testing 
• Train employees on use and limitations 
• Maintain a written respiratory protection program 

Handing out masks without a program is not compliance. It's another citation is waiting to happen. 

Training is the missing link 

Many silica violations stem from crews simply not knowing the risk exists. If workers don’t understand when silica exposure is present, they can’t protect themselves. 

Training should cover: 

• What silica is and where it’s found 
• Tasks that create exposure 
• Proper use of controls and PPE 
• Health risks associated with inhalation 

This training doesn’t have to be complicated, but it does have to be specific to the work being performed. 

Silica exposure is a long-term risk 

Unlike many job hazards, silica doesn’t usually cause immediate symptoms. Damage builds slowly over time, which makes it easy to dismiss until the consequences appear years later. 

That long-term nature is precisely why OSHA enforces silica rules aggressively. The agency views prevention as non-negotiable. 

Roofing contractors who take silica seriously protect not only their workers, but their company’s future liability. 

What supervisors should watch for 

Field leadership plays a critical role in silica prevention. Supervisors should watch for: 

• Dry cutting or grinding without controls 
• Dust clouds forming during work 
• Improvised tools or shortcuts 
• Workers removing respirators too soon 

When supervisors intervene early, problems stay small. When they don’t, citations and injuries follow. 

Final thoughts

Silica citations aren’t limited to large contractors or industrial jobs. They’re showing up on everyday roofing projects because exposure often goes unnoticed. 

The contractors who avoid these citations aren’t doing anything extreme. They’re planning, using the right tools, training their crews and recognizing that dust control is part of modern roofing work. 

Silica exposure may be invisible, but OSHA’s attention to it isn’t.