By John Kenney, Cotney Consulting Group. 

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

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

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

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

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

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

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

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

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

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

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

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

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

What are you seeing that I might have missed?

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

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

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

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

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

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

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

By John Kenney, Cotney Consulting Group. 

Technology can strengthen a disciplined business. It cannot create discipline for the business. 

Promises about technology surround roofing contractors. New platforms claim to improve estimating, project management, reporting, communication, scheduling, procurement and financial control. Artificial intelligence is now part of many of those conversations, often with the suggestion that it will make businesses faster, more accurate and easier to manage. 

Technology can certainly improve a roofing business. It can reduce duplicate entry, provide earlier visibility, simplify reporting and help information move more efficiently between the office and site. However, technology cannot repair a process the business has never properly defined. 

If responsibilities are unclear, information is inconsistent and people do not understand what is expected, software will not solve the underlying problem. It may simply allow the confusion to move faster. 

That is why contractors should follow a clear sequence. 

1. Define how the process should work. 
2. Select technology that supports it. 
3. Review whether the technology actually improved the result. 

The first question should not be, “Which software should we buy?” It should be, “How should this work?” 

Technology reflects the process behind it 

Every digital system depends on human decisions. Someone must decide what information needs to be entered, who is responsible for entering it, when it must be updated and what action should follow. If those decisions are unclear, the system will produce inconsistent results. 

One project manager may update the programme weekly, while another updates it only when the client asks. One supervisor may complete detailed site reports, while another records only labour and weather. One estimator may document assumptions carefully, while another stores them in personal notes. 

The technology may be functioning exactly as designed. The operating process is not. A system cannot create consistency unless the business first defines what consistent performance looks like. 

Before introducing technology, leadership should understand the current process from beginning to end. How does an opportunity enter the business? Who decides whether it is suitable to tender? How is estimating information reviewed? What happens when the contract is secured? How does the project manager receive the tender assumptions? Who creates the procurement plan? How are site reports completed? How are variations recorded and valued? How does actual project performance return to estimating? 

Technology should support those decisions and handovers. It should not be expected to invent them. 

A poor process remains poor when it becomes digital 

Contractors sometimes believe that replacing spreadsheets, emails or paper forms will automatically improve the business. The new system may look cleaner and provide more features, but the same weaknesses can continue underneath it. 

A poor handover completed through software remains a poor handover. An incomplete site report submitted electronically remains incomplete. A late variation entered into a commercial platform remains late. An inaccurate production rate stored in an estimating database remains inaccurate. 

Digital information is not automatically good information. The business must decide what information is important and establish a standard for how it will be captured. Otherwise, the contractor risks investing in technology while continuing to make decisions from unreliable data. That can be more dangerous than having limited data because the system may create confidence in information that does not reflect reality. 

Define the problem before selecting the solution 

Technology decisions often begin with a demonstration. The contractor sees an impressive dashboard, mobile application or automated workflow and begins imagining how it could improve the business. 

The better approach is to begin with the problem. Where is information being lost? Which decisions are made too late? Where does duplicate work occur? Why do project managers lack visibility? What prevents estimating information from reaching the site? Why do variations remain unresolved? What is leadership unable to see each week? 

Once the problem is clear, the contractor can decide whether technology is the right solution and which capabilities are genuinely required.  

Some issues may not need software. They may need clearer responsibility, better meetings or a simpler checklist. The objective should not be to make every process digital.It should be to make every important process work.  

Technology becomes valuable when it removes friction from a process that already has a clear purpose. 

Simplify the process before automating it 

Automation can make a good process faster. It can also make an unnecessarily complicated process harder to manage. Before automating a workflow, the contractor should ask whether every step is needed:  

• Why is the same information entered in several places?  
• Why does a routine approval require several people?  
• Why are reports created that no one uses?  
• Why does the site team complete forms that do not lead to action?  
• Why does the project manager maintain a separate spreadsheet when the information already exists elsewhere? 

These questions often reveal that the process has grown over time without being reviewed. A new requirement was added after a problem, another report was introduced for a manager and an additional approval was created to improve control. Eventually, the process became burdensome. 

Technology should not preserve unnecessary complexity. It should create an opportunity to remove it. The strongest implementation begins by simplifying the process, defining the required information and automating only the steps that add value. 

Ownership must remain clear 

Automation can create the impression that the system is now responsible for the work. It is not. The system may send a reminder, update a dashboard or move information to another stage, but someone still owns the outcome. 

If a technical approval is overdue, someone must follow up. If labour is moving above the allowance, someone must investigate. If a site report identifies additional work, someone must review it. If a material delivery date changes, someone must assess the programme effect. 

Technology can make these issues visible. It cannot replace ownership. Every workflow should identify the person responsible for entering or confirming the information and the person responsible for acting on it.  

Without that clarity, notifications accumulate and dashboards become lists of known problems. Visibility without action does not improve performance. 

Site adoption determines whether the system works 

Many technology implementations are designed primarily from the office. That creates risk. A process may appear logical on a computer screen but be difficult to use on site. Supervisors may be expected to complete lengthy forms on a mobile device while managing labour, deliveries, quality, access and client communication. Poor connectivity may make the system unreliable or operatives may be asked to enter information that duplicates what the supervisor already reports. 

When the process is difficult, people find ways around it. They send a message instead of completing the form, make notes and enter them later, record only the minimum information or return to the old spreadsheet because it feels faster. Leadership may describe this as resistance to technology. Sometimes it is. Often, it is evidence that the system was designed without enough understanding of the work. 

The people expected to use the technology should be involved before the process is finalised. They can identify where a step is impractical, where information is unclear and where the workflow does not match what happens on site. Listening to users does not mean allowing every preference to control the design. It means testing whether the process can be followed under real working conditions. 

Training must explain why the information matters 

Technology training often focuses on system navigation. Users are shown how to open the application, complete a form, attach a photograph and submit the information.That is necessary, but it is not enough. People also need to understand why the information matters. 

A site supervisor is more likely to complete a variation record properly when they understand how it supports labour and material recovery. A project manager is more likely to maintain procurement dates when they understand how leadership uses the information to identify programme risk. An estimator is more likely to document assumptions when they understand how those notes support the handover. 

Training should connect the task to the business outcome. It should also explain what happens after the information is submitted. If employees enter information but never see anyone use it, they begin questioning the value of the process. Technology adoption improves when users see that their information leads to decisions. 

Avoid creating several versions of the truth 

One of the greatest risks in technology implementation is allowing multiple systems to carry the same information. The project programme exists in the project management platform, a spreadsheet and the client’s system. Labour hours appear in payroll, site reports and a separate job-cost file. Variations are tracked by the project manager, quantity surveyor and finance team in different formats. 

When information changes, not every version is updated. The business then spends time deciding which number is correct. Technology should reduce duplicate records, not create more of them. The contractor should establish which system is the recognised source for each type of information. 

Where is the current programme maintained? Where is the official variation register? Where are procurement commitments recorded? Where does leadership review labour performance? Who is authorised to update each record? 

Other reports may draw from that information, but the underlying source should remain clear. A dashboard is only useful when everyone trusts the data behind it. 

Dashboards should show where action is needed 

Dashboards can be valuable, but only when they support management decisions. A dashboard filled with every available measure may look impressive while making it difficult to identify what requires attention. 

The most useful dashboards focus on exceptions. Which projects are over labour allowance? Which approvals are overdue? Which materials threaten the programme? Which variations remain unsubmitted? Which client commitments are late? Which applications have not been certified? Which quality issues are repeating? 

The objective is not to display everything the business knows. It is to show where the operating plan is moving outside expectation. 

A measure should also lead to a defined response. If the dashboard shows that a project is amber, what happens next? Who reviews it? What information is required? When is the position reassessed? Without that discipline, the dashboard becomes another report that people look at without changing the outcome. 

Technology should reduce administrative effort 

A good system should make it easier to complete important work. If technology creates more administration than it removes, the contractor should examine the design. Project managers should not spend hours transferring the same information between systems. Supervisors should not complete several forms that capture similar details. Estimators should not rebuild information that already exists in a client or project record. 

Automation, integration and standard templates can reduce repetitive work. That gives people more time for planning, communication and decision-making. However, efficiency should not be measured only by how quickly a form can be completed. The quality of the information still matters. A shorter report that captures the critical facts is more useful than a long report completed poorly. The contractor should seek the simplest process that provides enough information to manage the work properly. 

Artificial intelligence depends on reliable information 

Artificial intelligence may create valuable opportunities for roofing businesses. It can assist with document review, summarisation, communication, data analysis and the identification of patterns across large amounts of information. However, AI is only as useful as the information and judgement supporting it. If the source information is incomplete, inconsistent or inaccurate, the output may be misleading. 

An AI tool cannot explain labour overruns properly if waiting time, access restrictions and additional work were never recorded. It cannot identify reliable estimating patterns if cost codes are used differently across the business. It cannot provide a dependable summary of contractual risk if the documents supplied are incomplete. 

Artificial intelligence can process information quickly. It cannot create missing facts. Contractors should improve their information discipline before relying heavily on AI-driven analysis. 

Human judgement remains essential 

Roofing projects contain context that systems do not always understand. A labour overrun may indicate poor productivity, but it may also reflect restricted access, client-driven resequencing or additional preparation. A delayed material may appear to be a procurement failure, but the release may have depended on information from another party. 

Technology can identify the condition. Experienced people must interpret it. That is particularly important when decisions affect health and safety, quality, contractual responsibility, client relationships or significant financial risk. 

The system should support professional judgement, not replace it. The strongest technology strategy combines reliable information with people who understand roofing and know how to act on what the information reveals. 

Implementation should happen in manageable stages 

Contractors sometimes attempt to replace several systems and processes at the same time. Estimating, project management, site reporting, procurement, job costing and client communication are all changed together. That creates unnecessary risk.  People are asked to learn too much at once; problems become difficult to isolate, and leadership cannot tell whether the process, training or technology is causing the difficulty. A staged implementation is usually more effective. 

The contractor might begin with one process that creates clear value, such as project handovers, site reporting or variation management. The business defines the process, tests it with a small group, gathers feedback and corrects weaknesses before expanding. Early success builds confidence and gives leadership practical experience before moving into more complex workflows. The objective should not be the fastest possible implementation. It should be sustainable adoption. 

Old processes must be retired 

One reason technology projects fail is that the new system is introduced while the old process remains available. Employees are told to use the new platform, but the spreadsheet is still accepted. Site reports can be entered digitally or emailed. Project managers maintain personal trackers because leadership has not established one standard. 

The business then operates two systems. That creates duplicate work and inconsistent information. Once the new process has been tested and shown to work, leadership must decide when it becomes the required standard. The old method should be retired unless there is a genuine reason to retain it. This requires confidence from management. If leaders continue asking for personal spreadsheets because they are familiar, employees will follow that example. Adoption begins with leadership behaviour. 

Review whether the technology improved the result 

A system is not successful simply because it has been launched. The contractor should review whether it is producing the intended improvement. Are users completing the process consistently? Is the information accurate? Has duplicate work decreased? Are decisions being made earlier? Has project visibility improved? Are variations moving more quickly? Which parts of the process are still being avoided? 

The business should also consider whether the system has created unintended work. A report may take longer than expected, an automated notification may be sent too frequently or a workflow may require approval from someone who does not need to be involved. Continuous improvement applies to technology as much as any other operating process.  

The goal is not to preserve the original design. It is to improve business performance. 

Technology works best inside a disciplined business 

Technology can help roofing contractors become more consistent, informed and efficient. It can improve communication between estimating, project management, site operations, commercial management and leadership. It can reduce duplicate entry, create useful reminders and make risks visible earlier. What it cannot do is compensate for unclear expectations, weak ownership or inconsistent management. 

The contractor should first define and simplify the process. The right technology can then support that process, after which leadership must review whether it actually improved the result. The system should support the way the business intends to operate. Not the other way around. 

The best technology does not make leadership less important. It gives leaders better information and more time to lead. 

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 MIoRdesignation 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. 

By analyzing more than 100 commercial roofing projects, APOC and Cotney Consulting Group uncovered compelling data showing how restoration can improve labor efficiency and increase profit potential. 

Earlier this year, APOC and Cotney Consulting Group released a Roof Restoration Index that showcased market research relating to the profitability, challenges and opportunities of roof restoration. To learn more about this study, we brought Johnny Walker of APOC and John Kenney of Cotney Consulting Group together for a Coffee Conversation®.  

The inspiration behind the creation of the Roof Restoration Index ties back to the Roof Coatings Manufacturers Association (RCMA). Johnny explained:  

We were talking with RCMA and realized we’ve all been out there promoting fluid applied growth restorations based on colloquial experience but we didn’t have the data and research to back up that experience...So we did this study with the goal of getting that hard data to make sure that we’re leading people the right way by recommending restoration.  

APOC brought John and Cotney Consulting Group into the study to help them manage their data and respondents. John described his team’s role, sharing, “Anybody that knows me throughout my years knows I live and die off of data. So, I was really excited to join and use my resources and databases to help get participants and information.”  

The final index was able to analyze 118 different commercial projects. John offered a high-level overview on what they were specifically comparing between these projects, sharing, “It was 118 projects of pure data that allowed us to compare restoration against both recovery and tear-off projects.” He went on, “We focused on the profitability, labor efficiency, time efficiency and return on investment by margin performance.”  

Looking at all that data together, a pattern emerged – that restorations are a valuable roof solution. Johnny explained, “I’ve always assumed that the value of restoration came from it being more productive and that by using less time on the job, you'll get more productivity elsewhere and overall higher profitability. And, overall, this study showed that we were right to think that.” John added some details, “Specifically, when we looked at performance related to crew time, there were big arguments for restoration... Take the 300 square projects. Modeled restoration growth profit was about $8,000 per crew day versus roughly $4,300 for the re-roofing option. So, almost double the profit per crew day for restoration as opposed to reroofing.”  

What does all of this mean for contractors in the field? In a world where labor is limited and margins are tight, having the capacity to not only tear off and reroof but also to restore systems is a powerful card to have up your sleeve.  

Listen to the whole Coffee Conversation or Watch the recording to learn more. 

By Cotney Consulting Group. 

Learn about planning roof work around an occupied building. 

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

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

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

Begin with a preconstruction meeting 

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

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

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

Establish clear points of contact 

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

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

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

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

Plan deliveries and staging carefully 

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

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

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

Protect entrances and pedestrian routes 

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

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

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

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

Prepare occupants for noise and vibration 

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

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

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

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

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

Address dust, debris and interior protection 

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

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

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

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

Discuss roofing odors in advance 

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

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

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

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

Coordinate with building operations 

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

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

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

Plan for parking and vehicle protection 

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

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

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

Protect HVAC and other building systems 

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

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

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

Establish daily cleanup and weather protection expectations 

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

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

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

Prepare for weather and schedule changes 

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

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

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

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

Communicate before and during the project 

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

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

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

Occupied buildings require additional planning 

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

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

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

Por Emma Peterson, traducido por Alberto Torres. 

El evento de este año se acerca rápidamente, con el primer día programado para el 27 de septiembre de 2026, y queremos ayudarte a crear la agenda ideal para aprovechar al máximo tu experiencia. 

El Western Roofing Expo (WRE), patrocinado por la Western States Roofing Contractors Association (WSRCA), es uno de los eventos más importantes de la industria del techado y la impermeabilización. No solo está lleno de actividades reconocidas, como la competencia de instalación de tejas Roofing Games™ y la subasta en vivo, sino que también cuenta con 28 sesiones educativas, dos almuerzos con conferencias y mucho más. 

Es una gran cantidad de actividades para solo tres días (el evento de 2026 se llevará a cabo del 27 al 29 de septiembre), por eso queremos compartir algunas de las sesiones y actividades que no te puedes perder. 

Domingo, 27 de septiembre de 2026 

El primer día del evento estará enfocado principalmente en establecer conexiones con expertos y colegas de la industria. Hay varias actividades opcionales, como el Bob Porter Golf Tournament y el Sporting Clays Tournament, pero el evento principal del día será la bienvenida y subasta de WRE. Patrocinado por GAF,  este evento no solo marca el inicio de WRE 2026, sino que también recauda fondos para la Davis Memorial Foundation, la organización benéfica de WSRCA.

Lunes, 28 de septiembre de 2026 

El lunes comienza la acción con una agenda llena de más de una docena de sesiones educativas. Estas son algunas de las sesiones que recomendamos: 

• Tendencias importantes en la industria del techado: Heidi J. Ellsworth, de RoofersCoffeeShop®, presentará las tendencias que están marcando la industria. Esta sesión ofrecerá a los asistentes información valiosa sobre dónde ha estado la industria del techado y hacia dónde se dirige.  
• ¿Listo o no?: Nuestros amigos Trent Cotney y Benjamin Briggs, de Adams and Reese, hablarán sobre las redadas de ICE, las auditorías I-9 y cómo los contratistas de techado pueden gestionar su exposición ante el panorama migratorio actual.  
• De contratar rápido a contratar bien: En esta sesión en español, Amparo Sancen, de Latinos En Roofing, explorará cómo formar un equipo de techado que contribuya al éxito de tu negocio.  
• Uso de la IA en la estimación de proyectos de techado: John Kenney, de Cotney Consulting Group, compartirá información sobre el uso de la inteligencia artificial (IA) en las operaciones de techado, específicamente en los procesos de estimación.  

Además de estas oportunidades educativas, el lunes habrá dos opciones de almuerzos educativos, tres demostraciones y el esperado evento Roofer’s Feud. Aquí te contamos un poco más: 

• Almuerzos: El lunes habrá dos oportunidades para aprender durante el almuerzo. Una será para profesionales de habla hispana y contará con Victor Maya (Advantage Roofing, GAF), quien hablará sobre cómo maximizar las reclamaciones de seguros para techos comerciales. La otra contará con Craig Brightup (corresponsal político de WSRCA) y Chad Collins (presidente de la junta directiva de la National Roofing Contractors Association), quienes ofrecerán una actualización sobre temas políticos.
• Demostraciones: Habrá tres demostraciones el lunes. La primera comenzará a la 1:30 p.m. y estará a cargo de Polyglass U.S.A. La segunda, que comienza a las 2:30 p.m., será presentada por TAMKO Building Products, y la última demostración del día será a las 3:30 p.m. con Johns Manville.  
• Roofer’s Feud: Para cerrar las actividades del lunes llega Roofer’s Feud. Patrocinado por CertainTeed, será una excelente oportunidad para poner a prueba tus conocimientos y disfrutar de una competencia amistosa.  

Martes, 29 de septiembre de 2026 

¡Pero todavía hay más! Comienza el martes con un desayuno y conversaciones en mesas con el equipo de National Women in Roofing a las 7 a.m. (ten en cuenta que esta actividad requiere un registro adicional de $55). Después del desayuno, será momento de regresar directamente a las sesiones educativas. Algunas de las que recomendamos para el martes incluyen: 

• Mesa redonda sobre techado: Organizada por el Comité de Jóvenes Profesionales del Techado de WSRCA y dirigida por Rachel Garcia, de Malarkey Roofing Products, esta sesión se enfocará en cómo formar equipos multigeneracionales. 
• Estado de la industria: Trent Cotney regresa para otra sesión, esta vez para analizar desde una perspectiva legal lo que está sucediendo en la industria.  
• Salud mental y adicción en el lugar de trabajo de la industria del techado: Paul Reed, de Roofers in Recovery, dirigirá esta sesión sobre cómo los contratistas pueden apoyar mejor la salud mental de sus cuadrillas.  
• El costo de la desconexión: En esta sesión en español, Monica Vornbrock, de The GLO Group, analizará cómo las fallas en la comunicación después de una venta pueden afectar la confianza de los clientes y los ingresos de los contratistas.  
• Diseño de techos duraderos para climas fríos: En esta sesión, Mindy Dahlquist, de TRA Snow and Sun, analizará el papel de los sistemas de retención de nieve en el diseño de techos para climas fríos.  
• De un servicio reactivo a uno proactivo: En la última sesión de nuestra lista, Tracey Donels, de Service First Solutions, hablará sobre cómo crear un crecimiento empresarial más predecible a través de los servicios que ofrece una compañía.  

Al igual que el lunes, el martes habrá dos opciones para aprender durante el almuerzo y varias actividades que no te puedes perder: 

• Almuerzos: Imelda Perez, de CertainTeed, estará a cargo del almuerzo en español del martes. La otra opción será en inglés y contará con la oradora motivacional Shereen Thor.  
• Escenario: Después del almuerzo, el equipo de RoofersCoffeeShop® tomará el escenario de demostraciones para una interesante conversación con el presidente de WSRCA, Stan Robinson, y el próximo presidente de WSRCA, Ron Lloyd.  
• Roofing Games™: ¡Y para cerrar el día llega la esperada competencia de instalación de tejas! Patrocinada por Malarkey Roofing Products, esta es una excelente oportunidad para reunir a la comunidad y quizás hasta ganar algunos premios.  

Estas listas son solo una pequeña muestra de todo lo que encontrarás en el Western Roofing Expo de este año. 

¡Consulta la agenda completa y regístrate para asistir a WRE 2026! 

By Cotney Consulting Group. 

A roof may look familiar on the drawings, but the operating conditions may not be. 

Canadian roofing contractors working across different provinces, territories and climate zones cannot rely on a single standard estimating model for every project. The membrane may be the same, the insulation may be similar and the details may appear routine. Still, labour availability, freight, weather, access, supervision, local requirements and future service obligations can change the entire cost structure. 

An estimate that reflects only the roof assembly is incomplete. The estimate must also reflect the region in which the work will be performed. 

That does not mean every project requires a completely different estimating system. It means the company must understand which assumptions can remain standard and which must be adjusted before the tender is submitted. 

Every contractor should know the assumptions built into its home-market estimate, including normal travel distance, expected production, supplier access, supervision levels, equipment availability and service response. Regional estimating begins by identifying which of those assumptions no longer apply. 

The farther the work moves from the contractor’s normal operating area, the more dangerous untested assumptions become. 

The drawing does not show the entire cost 

Roofing estimates begin with measurable scope. The estimator reviews areas, perimeters, penetrations, insulation thicknesses, flashing conditions, drainage, equipment and access. Quantities are developed, labour is assigned and material pricing is obtained. That work is essential. 

It still does not reveal the complete cost of operating in another region. The drawings may not show how far the crew must travel, whether local accommodation is available, how materials will be delivered, whether a crane can be secured, how weather may affect production or what happens when the company must return for warranty service. 

The estimator must look beyond the roof plan. A technically accurate quantity takeoff can still produce a financially inaccurate estimate when regional operating conditions are ignored. 

Production rates are not automatically portable 

Many contractors develop labour rates from historical performance. That is the right approach when the historical work is comparable. 

The problem begins when production achieved in one location is applied to a project operating under different conditions. A crew working near the company’s home office may begin early, receive materials quickly, replace a damaged tool within hours and return home each evening. The same crew working several hours away may lose time to travel, site orientation, unfamiliar access, weather, restricted deliveries and coordination with people it has never worked with before. 

Production may also be affected by climate. Coastal moisture, prairie winds, northern cold, freeze-thaw cycles, wildfire smoke, short daylight hours and heavy snow can all influence the number of productive hours available. 

The contractor should not assume that a crew installing the same system will achieve the same daily output across all regions. Historical production remains valuable, but it must be adjusted for the conditions that make the project different. 

Labour cost is more than the hourly wage 

Regional labour cost includes more than the employee’s regular rate. Travel time, overtime, living-out allowances, accommodation, meals, transportation and rotation schedules may all affect the project. 

The company should determine whether employees will travel daily, stay near the project or work a rotational schedule. Each option carries different costs and productivity effects. 

Daily travel may appear less expensive than accommodation, but long drives can reduce productive hours and increase fatigue. Extended stays may improve daily production while creating lodging, meal and retention costs. 

The estimate should also account for the supervision required to manage travelling crews. A project several hundred kilometres away cannot be managed as though it were across town. The labour plan should identify who will lead the work, how that person will communicate with the office and whether additional supervision is needed because the company is operating outside its normal network. 

The true labour cost is the cost required to place a qualified, productive and properly supervised workforce on the roof. 

Local labour may not be immediately usable capacity 

Hiring locally or using regional subcontractors may reduce travel and accommodation costs. It can also introduce new risk. 

The company must confirm qualifications, safety performance, workers’ compensation status, insurance, technical ability, documentation practices and supervisory expectations before relying on local labour. 

A subcontractor familiar with the regional market may bring valuable relationships and local knowledge. That does not mean the subcontractor automatically works to the roofing contractor’s standards. 

The estimate should include the time required for onboarding, coordination, quality control and inspection. The contractor should also avoid assuming that local labour will be available simply because the project is located in a populated market. Seasonal demand, major infrastructure work, storm activity and regional shortages can quickly reduce labour availability. Labour capacity should be verified, not assumed. 

Freight can change the material number

Material pricing obtained near the home office may not reflect the cost of delivering the same products to the project. Freight, fuel surcharges, minimum orders, transfer fees, unloading, storage and damaged shipments can all affect the final material cost. The farther the project is from established distribution routes, the more important logistics become. 

A product commonly stocked in one region may require special ordering in another. A manufacturer may have strong local representation in the contractor’s home market, but limited support near the project, and replacement material may take days rather than hours to arrive. 

The estimator should confirm where materials will originate, who will deliver them, how they will be unloaded and what backup options exist if quantities change. A material quote without a delivery plan is not a complete material price. 

Waste factors should reflect logistics

Standard waste percentages may be insufficient for remote work. On a local project, a small quantity shortage may be corrected through a nearby supplier. On a remote project, the same shortage can stop production and trigger expensive freight or remobilization. 

The estimator may need to carry additional material when replacement lead times are long or when project-specific colours, profiles or insulation thicknesses are involved. That decision must still be controlled. 

Excess material creates purchase, storage and disposal costs. The objective is not to add waste without analysis. It is to understand the consequence of being short. The appropriate allowance should reflect product availability, transportation time, project complexity and the cost of interruption. 

Equipment availability must be confirmed regionally

A project may require cranes, hoists, lifts, generators, temporary heat, fall-protection equipment or specialized tools. The contractor may own that equipment, rent it locally or transport it to the project. Each option affects cost. 

Moving company equipment creates fuel, driver, permit, maintenance and downtime considerations. Renting locally may appear easier, but availability, delivery charges and regional demand must be confirmed. 

The estimator should determine which equipment is needed, where it will come from, how long it will remain on site and what happens if the project is delayed. Rental periods should reflect realistic schedules rather than ideal production. A one-week weather interruption can lead to high additional costs when equipment, accommodation and supervision remain committed. 

Weather must be priced as exposure

Weather is often handled in estimates through a general contingency. That approach may be too broad. The contractor should evaluate the specific regional and seasonal exposure, including the realistic number of productive days, wind conditions, temporary heat, material sensitivity to cold or moisture, wildfire smoke, snow removal, ice control and available daylight. 

The contractor does not need to predict the exact weather. It does need to price the operational consequences of the season and location. The contract should also be reviewed to understand who carries the schedule risk when weather affects progress. A contingency in the estimate does not protect the contractor when the contract imposes unrealistic completion obligations. 

Local compliance creates real cost

Different provinces and territories may impose different requirements related to safety, workers’ compensation, registration, training, first aid, reporting and employment. Municipal permits, site orientations, owner programs and general contractor requirements may impose additional obligations. The contractor should identify those requirements before tendering. 

Compliance may require additional training, documentation, equipment, supervision or administrative work. Those costs are part of the project. They should not be treated as overhead surprises after award. The estimate should also account for the time required to complete registrations, obtain clearances and prepare project-specific documentation. 

The contractor should confirm applicable sales-tax treatment, payroll obligations and any project-specific tax or reporting requirements rather than assuming the home-region process applies unchanged. A company that has not worked in the region before should complete a compliance review early enough to affect the tender decision. 

Local market practices affect the tender

Regional differences are not limited to legislation. Contract practices, customer expectations, supplier relationships and payment processes can also vary. Some markets may expect more detailed tender submissions. Others may have different approaches to unit rates, cash allowances, holdback, progress billing or closeout. 

Consultants may require specific reporting or inspection procedures, and general contractors may have established expectations for suppliers or subcontractors. The estimator should understand how regional contract administration affects pricing, labour, documentation, billing and closeout before the tender is submitted. 

The contract still governs the project. Local knowledge helps the contractor identify what must be clarified before signing it. 

Mobilization is not a single line item

Mobilization is often entered in the estimate as one amount. That can hide several distinct costs. The company may need to move crews, tools, equipment, safety systems, vehicles, office materials and temporary facilities. Employees may require accommodation before work begins, deliveries may need to be coordinated with site access and storage and the project manager or superintendent may need to visit the site before the crew arrives. The company should estimate mobilization as a plan rather than a placeholder.  

The same is true for demobilization. Waste, equipment, excess materials, temporary facilities and crew transportation all add to costs at the end of the project.  

The contractor should also consider remobilization. When a project is delayed by weather, access, another trade or customer direction, crews and equipment may need to leave and return. That cost should be addressed in the estimate and contract. 

Service and warranty obligations extend beyond completion 
A project does not stop creating cost when the installation is finished. Punch-list work, final inspections, warranty repairs, maintenance requests and leak investigations may require the contractor to return. 

Distance changes the cost of those obligations.  A minor repair near the home office may require a few labour hours. The same repair in another region may require a full day of travel, accommodation and vehicle expense. The estimator should understand how the company will support the project after completion. 

A local partner may respond, the company may maintain regional service capacity or technicians may travel from another branch. Whatever the plan, the estimate should reflect the promised response and the cost of delivering it. A contractor should not sell a distant project as though future support will be free. 

Regional work requires more working capital

Distant projects often consume cash earlier than local work. The contractor may need to fund mobilization, accommodation, freight, equipment deposits, material purchases and payroll before the first progress payment is received. 

The estimate should identify when those costs occur, what can be billed early, what remains subject to approval or holdback and how long the company may have to finance the project.  

The expected payment process should be reviewed alongside the schedule. A longer approval cycle, delayed invoice submission or disputed change order can create greater pressure when the company is already carrying regional operating costs. A profitable regional project can still create financial strain when the cash cycle is not understood before award. 

Regional risk should be reviewed before tender

Companies working outside their normal market should establish a regional tender review. The review should examine labour, supervision, materials, logistics, weather, compliance, contract requirements, cash flow and future service. The purpose is not to make every regional opportunity difficult to approve. It is to make assumptions visible. 

Leadership should know which costs have been confirmed, which remain estimates and what contingency has been included. The review should answer how each regional condition affects the price, production assumptions, contingencies or tender decisions. 

The company should also determine whether the project supports its broader regional strategy. A single project may be attractive on its own but create little long-term value if the company has no other customers, labour or service capability in the area. The tender decision should consider both project margin and strategic fit. 

Historical cost data must be regionalized

Contractors often improve estimating by comparing actual job cost with the original estimate. That process becomes even more important when working across regions. The company should capture labour, production, travel, accommodation, freight, equipment, weather delays, rework and warranty costs by location. Those results should be reviewed after the project and used to adjust future estimates. 

Regional cost data should not remain buried inside total project performance. Leadership needs to know whether the roof work was performed as expected and whether the additional regional costs were accurately estimated. 

A profitable project can still reveal that certain assumptions were wrong. A losing project can provide valuable information when the company studies the cause. The goal is to replace regional guesswork with company experience. 

The roof may be the same, but the estimate is not

Roofing contractors succeed when they understand the work before committing to the price. That understanding must extend beyond the membrane, insulation and flashing details. 

The estimate should reflect the people required to perform the work, the conditions under which they will operate, the distance materials must travel, the equipment available, the rules governing the project, the working capital required and the service obligation that remains after completion. 

A standard estimating process is valuable. Standard assumptions are dangerous when the region has changed. The strongest contractors do not abandon their estimating discipline when they enter a new market. They strengthen it. They verify the conditions, adjust the production model and price the full operating responsibility for the project. 

The roof may look familiar, but the estimate must still reflect where the work will actually be performed. 

By Emma Peterson.

This year’s show is coming up fast with the first day being September 27, 2026 and we wanted to help you build the ultimate attendee schedule.

The Western Roofing Expo (WRE), which is sponsored by Western States Roofing Contractors Association (WSRCA), is one of the premier events in the roofing and waterproofing industry. Not only is it chock full of iconic moments, like the Roofing Games™ shingling competition and the live auction, but it also boasts 28 educational sessions, two keynote luncheons and more!

That’s a lot of programming for just three days (the 2026 show will be held from 9/27/26 to 9/29/26), which is why we wanted to break down some of our must-attend sessions and events!

Sunday, September 27, 2026

The first day of the show will mostly be networking with industry experts and peers. There are a few events you can opt to attend, such as the Bob Porter Golf Tournament and Sporting Clays Tournament, but the main event of the day is the WRE Welcome event and auction. Sponsored by GAF, this event not only marks the beginning of the 2026 show, but also raises funds for the Davis Memorial Foundation, WSRCA’s charitable organization.

Monday, September 28, 2026

Monday is when things get really busy with a stacked schedule of more than a dozen education sessions. Here’s our shortlist of must-attend sessions from this day:

• Roofing Trends That Matter: RoofersCoffeeShop®’s own Heidi J. Ellsworth will be presenting about roofing trends! This presentation will give attendees valuable insight into where the roofing industry has been and where it’s moving towards.
• Ready or Not: our friends Trent Cotney and Benjamin Briggs of Adams and Reese will be diving into ICE raids, 1-9 audits and managing roofing contractor exposure in our current immigration landscape.
• From Hiring Fast to Hiring Right: in a Spanish-language session, Amparo Sancen of Latinos En Roofing explores how to build a roofing team that will help your business win.
• Using AI in Roofing Estimating: John Kenney of Cotney Consulting Group shares insight into the use of artificial intelligence (AI) in roofing operations, specifically related to estimating.

In addition to those education opportunities, Monday boasts two luncheon options, three demonstrations and the much-anticipated Roofer’s Feud event. Here’s a bit about those options:

• Luncheons: there are two lunch learning opportunities on Monday. One is for Spanish-speaking professionals and features Victor Maya (Advantage Roofing, GAF) discussing how to maximize commercial roofing claims. The other features Craig Brightup (WSRCA political correspondent) and Chad Collins (chairman of the National Roofing Contractors Association board) as they give a political update.
• Demonstrations: as we mentioned, there are three demos on Monday. The first kicks off at 1:30 p.m. is hosted by Polyglass U.S.A. The second (which starts at 2:30 p.m.) is from TAMKO Building Products and the last demo of the day is at 3:30 p.m. and features Johns Manville.
• The Roofer’s Feud: closing out the Monday schedule is the Roofer’s Feud. Sponsored by CertainTeed, this is a great chance to test your trivia knowledge and enjoy some friendly competition.

Tuesday, September 29, 2026

But wait, there’s more! Hit the ground running on Tuesday with breakfast and table talks with the National Women in Roofing team at 7 a.m. (please note, additional registration of $55 required for this event). After breakfast, it’s time to jump straight back into education sessions! Some of our must-attends for Tuesday include:

• The Roofing Roundtable: hosted by the WSRCA Young Roofing Professionals Committee and led by Rachel Garcia of Malarkey Roofing Products, this session is all about building multi-generational teams.
• State of the Industry: Trent Cotney is back for another session, this time exploring the legal perspective of what’s going on the industry.
• Mental Health and Addiction in the Roofing Workplace: Paul Reed of Roofers in Recovery takes the helm during this session about how contractors can better support the mental health of their crews.
• The Cost of Disconnection: for this Spanish-language session, Monica Vornbrock of the GLO Group dives into how post-sale breakdowns are costing contractors customer trust and revenue.
• Designing Durable Cold-Climate Roofs: in this session, Mindy Dahlquist of TRA Snow and Sun explores the role of snow retention in designing roofs in cold climates.
• Escaping Reactive Service: the last session on our shortlist is Tracey Donels (Service First Solutions) talk about creating predictable business growth through service offerings.

And just like on Monday, there are two options for lunchtime learning and some can’t miss events:

• Luncheons: Imelda Perez of CertainTeed will be hosting Tuesday’s Spanish-language luncheon. The other lunch option will be in English and features motivational speaker Shereen Thor.
• Sound stage: The RoofersCoffeeShop® crew will be taking over the demonstration stage after lunch for an insightful conversation with WSRCA President Stan Robinson and incoming WSRCA President Ron Lloyd.
• The Roofing Games™: and closing out the day is the much-anticipated shingling competition! Sponsored by Malarkey Roofing Products, this is a great opportunity to bring the community together and maybe even win some fun prizes!

These lists are just the tip of the iceberg when it comes to everything going on at this year’s Western Roofing Expo!

See the whole schedule and register to attend the 2026 show!

By Cotney Consulting Group. 

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

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

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

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

More than just a muscle cramp 

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

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

Toughness can become a liability 

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

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

Supervisors need to recognize the first warning 

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

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

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

Water isn't always the complete answer 

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

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

Heat safety starts well before the first ladder is climbed. 

Planning reduces heat stress 

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

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

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

Building a different safety culture 

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

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

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

Final thoughts 

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

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

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

By Emma Peterson. 

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

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

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

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

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

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

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

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

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

By Emma Peterson. 

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

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

This two-day workshop will cover:  

• Evaluating opportunities and knowing when to bid, pass or wait  
• Reviewing plans, specifications and scope requirements  
• Identifying estimating risk before pricing is finalized  
• Validating labor, crew size and productivity assumptions  
• Developing complete direct and indirect project costs  
• Reviewing material, equipment and subcontractor costs  
• Protecting margin through proper contingency and cost allocation  
• Identifying scope gaps and unclear project requirements  
• Developing responsible and competitive bid strategies  
• Reviewing estimates before submission  
• Preparing a complete estimating-to-operations handoff  
• Using the results of completed projects to improve future estimates 

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

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

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

Learn more about the event and get registered!