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 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. 

Por Emma Peterson, traducido por Jessica Bravo.  

Descubre los eventos, seminarios y expositores que formarán parte del Western Roofing Expo 2026. 

Mantenerse al día en la industria del roofing puede ser todo un desafío. Ya sea enfrentando tormentas cada vez más intensas en el campo o lidiando con la escasez de mano de obra y materiales desde la oficina, contar con la información y las herramientas adecuadas es clave para seguir siendo competitivo. Afortunadamente, la Western States Roofing Contractors Association (WSRCA) organiza cada año el Western Roofing Expo (WRE), un evento de dos días diseñado para ayudar a los profesionales del roofing a enfrentar estos retos y conocer las últimas tendencias de la industria. 

Considerado uno de los principales eventos regionales de roofing e impermeabilización, el WRE ofrece una exposición comercial de dos días, más de 30 seminarios educativos, almuerzos especializados, la competencia The Roofing Games™, torneos de golf y tiro deportivo (sporting clays), una subasta en vivo, demostraciones de productos y mucho más. Este año, el evento se llevará a cabo del 27 al 29 de septiembre de 2026 en el Paris Las Vegas, en Las Vegas, Nevada. 

El corazón del evento 

Las principales actividades se desarrollarán el lunes 28 y martes 29 de septiembre, con un programa que incluye 30 seminarios educativos, dos almuerzos especializados y un piso de exhibición con acceso gratuito para contratistas. 

Los seminarios del WRE son una excelente oportunidad para fortalecer conocimientos tanto técnicos como empresariales. Especialistas de toda la industria compartirán información sobre administración de negocios, tendencias del mercado, innovación y desarrollo técnico. Los asistentes también encontrarán rostros conocidos de la familia de The Coffee Shops™, entre ellos Trent Cotney de Adams and Reese, Amparo Sancen de Latinos En Roofing, John Kenney de Cotney Consulting Group y la presidenta de RoofersCoffeeShop®, Heidi J. Ellsworth. 

WSRCA ha preparado dos almuerzos especialmente pensados para los asistentes. El primero será el lunes, de 11:30 a.m. a 1:00 p.m., patrocinado por National Roofing Contractors Association (NRCA). Durante esta sesión, Craig Brightup, de The Brightup Group, y Chad Collins, de NRCA, analizarán las decisiones más recientes en Washington D.C. y cómo podrían afectar a la industria del roofing. 

El segundo almuerzo se realizará el martes, también de 11:30 a.m. a 1:00 p.m., con el patrocinio de Malarkey Roofing Products. En esta ocasión, los asistentes escucharán a la conferencista principal del WRE 2026, Shereen Thor, una comediante convertida en coach de liderazgo que ha trabajado con organizaciones como Google, Pandora, Slack, Safe Place for Youth y The Social Justice Learning Institute. Su conferencia ofrecerá herramientas útiles tanto para empresarios como para profesionales en cualquier etapa de su carrera. 

El piso de exhibición estará abierto el lunes y el martes. Esta será una excelente oportunidad para conocer las últimas innovaciones y tecnologías de la industria, ya que habrá demostraciones de productos cada hora. En ese mismo escenario de demostraciones también regresarán los esperados Roofing Games el martes. 

La exposición comercial también brinda la oportunidad de conversar con representantes de empresas líderes de la industria. ¿La mejor parte? ¡La entrada al piso de exhibición es GRATUITA para contratistas y roofers! Estaremos en el booth 12, así que no dejes de visitarnos para saludarnos. Además, muchos de nuestros amigos de la industria también estarán presentes, entre ellos Anchor Products (815), APOC (609), BITEC (151), Brava Roof Tile (840), Carlisle Architectural Metals (509), Drexel Metals (509), Equipter (826), Integrity Insurance & Bonding (360), Lakeside Construction Fasteners (154), New Tech Machinery (356), PABCO Roofing Products (703), Rocket Equipment (638), RoofScope (822), Sentry Building Innovations (150) and VELUX (361). 

Eventos adicionales y más 

Además de las actividades principales de los dos días, habrá eventos adicionales tanto antes (domingo 27 de septiembre) como después (miércoles 30 de septiembre). Davis Memorial Foundation organizará dos torneos, uno de tiro deportivo (sporting clays) y otro de golf. Los fondos recaudados en estos eventos se destinarán directamente al fondo de becas de Davis Memorial Foundation. Gracias a este programa, más de 195 estudiantes de preparatoria, licenciatura y posgrado han recibido apoyo para continuar con sus estudios. Estos eventos cuentan con un registro y una cuota de participación independientes. 

Miércoles 30 de septiembre, el International Institute of Building Enclosure Consultants (IIBEC) llevará a cabo una jornada especial de capacitación de 9:00 a.m. a 2:30 p.m. Este evento ayudará a los asistentes a fortalecer sus conocimientos sobre la industria de la envolvente del edificio (building enclosure). El programa incluye dos cursos: uno sobre los fundamentos de los sistemas de techado y otro enfocado en las actualizaciones más importantes de los códigos internacionales de construcción. El registro y la cuota para esta jornada de capacitación son independientes del registro general del evento. 

Regístrate y asegura tu lugar 

El registro para el WRE 2026 ya está abierto. Puedes registrarte en línea. El evento se llevará a cabo del 27 al 29 de septiembre de 2026 en el Paris Las Vegas, en Las Vegas, Nevada. Al celebrarse en el Paris Las Vegas, existen diversas opciones de hospedaje cercanas. WSRCA ha negociado tarifas preferenciales en el Paris Las Vegas, Planet Hollywood y Horseshoe Hotel, con habitaciones disponibles desde $91 dólares por noche. 

¿No estás seguro de que el costo del registro se ajuste a tu presupuesto? RoofersCoffeeShop®, en colaboración con Western Colloid, llevará a cinco profesionales al evento sin costo. Al participar en nuestro concurso, tendrás la oportunidad de ganar un pase con acceso a la exposición comercial, el almuerzo anual, el contenido en español, las sesiones educativas y el almuerzo legislativo. 

¡Conoce más sobre el WRE 2026!

By John Kenney, Cotney Consulting Group. 

Why every roofing contractor needs an operational preparedness plan 

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

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

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

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

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

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

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

The week that changed the conversation 

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

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

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

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

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

Why diesel matters more than oil 

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

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

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

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

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

Understanding crack spreads without an economics degree 

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

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

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

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

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

Why roofing contractors should care 

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

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

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

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

The MDI lesson isn't going away 

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

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

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

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

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

Understanding the roofing cost cascade 

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

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

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

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

Operational preparedness is a competitive advantage 

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

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

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

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

The five pillars of operational preparedness 

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

Estimating during volatile markets 

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

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

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

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

Professional communication builds trust. Surprises destroy it. 

Project management during supply volatility 

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

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

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

Leadership during uncertainty 

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

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

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

The new responsibilities of roofing executives 

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

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

The Monday morning action plan 

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

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

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

Preparing for what comes next 

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

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

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

The challenges will continue to change. Leadership will not. 

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

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

Por Emma Peterson, traducido por Alberto Torres. 

Participa para tener la oportunidad de acceder a sesiones educativas de primer nivel, eventos para establecer contactos, almuerzos y una de las exposiciones comerciales más importantes de la industria. 

RoofersCoffeeShop® se ha unido a Western Colloid para enviar a cinco profesionales a la Western Roofing Expo (WRE). Reconocida como uno de los principales eventos regionales de techado e impermeabilización en Estados Unidos, la WRE es una exposición organizada por la Western States Roofing Contractors Association (WSRCA). El evento se llevará a cabo del 27 al 29 de septiembre en el hotel Paris Las Vegas y contará con educación, oportunidades para establecer contactos y mucho más.

Los cinco (5) afortunados ganadores de nuestro concurso recibirán un paquete con valor de $500.00 para asistir al evento (viaje y hospedaje no incluidos). Este paquete incluye acceso a: 

• Sesiones de Western Roofing en español: ¡Este año, el evento contará con cuatro seminarios y dos sesiones de almuerzo y aprendizaje impartidas en español! Los temas van desde cómo contratar al equipo de techado adecuado hasta cómo maximizar las reclamaciones de seguros comerciales. Además, la increíble lista de presentadores incluye a Amparo Sancen de Latinos En Roofing, Monica Vornbrock de The GLO Group e Imelda Perez de CertainTeed. 
• Sesiones educativas: En cuanto a las sesiones educativas en inglés, el evento de este año contará con cuatro bloques diferentes. 
  • El primer bloque (de 8:45 a.m. a 10:00 a.m. el lunes 28 de septiembre de 2026) contará con una variedad de presentadores, incluida Heidi J. Ellsworth de The Coffee Shops™. 
  • Entre los aspectos destacados del segundo bloque (de 10:15 a.m. a 11:30 a.m. el lunes 28 de septiembre de 2026) se encuentran la sesión sobre estimaciones de John Kenney de Cotney Consulting y la clase sobre mitigación de riesgos de Trent Cotney de Adams and Reese. 
  • En el tercer bloque (de 8:45 a.m. a 10:00 a.m. el martes 29 de septiembre de 2026), no querrás perderte la mesa redonda sobre techado del Comité de Jóvenes Profesionales de Roofing de WSRCA, dirigida por Rachel Garcia de Malarkey Roofing Products, así como la charla sobre salud mental de Paul Reed de Roofers in Recovery. 
  • Y en el cuarto bloque (de 10:15 a.m. a 11:30 a.m. el martes 29 de septiembre de 2026), nuestros amigos Mindy Dahlquist (TRA Snow and Sun), Brian Chamberlain (Carlisle Construction Materials) y Tracey Donels (Service First Solutions) presentarán sesiones informativas y dinámicas. 
• Piso de exhibición: Como siempre, el piso de exhibición promete ser una gran oportunidad para conocer las últimas innovaciones y las tecnologías más recientes de la industria, con demostraciones de productos cada hora. Y, como ya es tradición, los profesionales del techado podrán recorrer el piso de exhibición de manera gratuita, lo que lo convierte en una oportunidad inigualable para conectar con otros profesionales de la industria. 
• Almuerzo legislativo: El primero de los dos almuerzos que se llevarán a cabo durante el evento de este año estará a cargo de Craig Brightup de The Brightup Group y Chad Collins de la National Roofing Contractors Association (NRCA). Durante esta sesión se analizarán cambios y acontecimientos importantes que están ocurriendo en Washington, D.C., y que tienen un impacto en la industria del techado. 
• Almuerzo anual: En cuanto al segundo almuerzo, esta será tu oportunidad de escuchar a la conferencista principal de WRE 2026, Shereen Thor. Shereen es una comediante que se convirtió en coach profesional, y su conferencia será un gran recurso para profesionales y dueños de negocios en cualquier etapa de sus carreras. 

¿Quieres tener la oportunidad de ganar acceso a todo esto e impulsar tu negocio en WRE 2026? ¡Participa en el concurso Spin to Win de RoofersCoffeeShop y Western Colloid! El concurso cerrará el 22 de agosto de 2026 y los ganadores se anunciarán en vivo durante el episodio de Weekly Blend del 24 de agosto de 2026.