Using time intentionally to tighten operations and improve jobsite efficiency

RCS Influencer Katie Clymer says that when leaders use time intentionally to tighten operations, efficiency and long-term success follow.

One of the biggest lessons I’ve learned as a newer owner in the roofing industry is that time is either working for you — or against you. Coming into a company with long-standing ownership and established systems, I knew improvement couldn’t happen all at once. Tightening operations and improving jobsite efficiency requires an intentional, systematic approach that respects the people doing the work while moving the company forward. 

In roofing, there is rarely a true “off-season.” As a company that operates in both residential and commercial markets, when residential slows, commercial work often increases. That natural shift allows us to stay productive year-round, but it also creates windows of opportunity to evaluate and refine how we operate. I’m constantly looking for ways to use those moments — whether it’s a lighter residential schedule or a transition between large projects — to strengthen our processes. 

Jobsite efficiency starts long before a crew ever steps onto the roof. I focus on tightening operations around estimating, material ordering, scheduling and jobsite setup. When these systems are clear and consistent, crews spend less time waiting, reworking or problem-solving issues that could have been avoided. Rather than overwhelming our team with changes, we focus on improving one process at a time and making sure it actually works in the field. 

Using time intentionally also means investing in training when schedules allow. Slower periods give us the chance to reinforce safety expectations, review best practices and strengthen leadership at the foreman and project manager level. Efficient jobsites are led by people who communicate clearly, plan ahead and hold teams accountable — skills that are built through consistent development, not last-minute corrections. 

I regularly review labor efficiency, job profitability and production timelines to see where time is being lost. Those insights help guide operational adjustments and allow us to correct small inefficiencies before they become expensive habits. Equipment maintenance and organization are managed the same way — addressed proactively, not reactively. 

Improving jobsite efficiency isn’t about rushing crews or cutting corners. It’s about respecting their time by giving them the right tools, clear expectations and well-defined systems. When leaders use time intentionally to tighten operations, efficiency follows — and so does long-term success.