Por Jesse Sanchez, traducido por Alberto Torres. 

Los sistemas de techado multicapa (BUR), las membranas de asfalto modificado, las membranas monocapa y los sistemas de recubrimiento líquido ofrecen ventajas distintas para los proyectos de techos de baja pendiente. 

Comprender cómo funciona cada componente en conjunto es fundamental para seleccionar el sistema adecuado para un techo de baja pendiente.  MuleHide

compara el ensamblaje con un sándwich abierto: la plataforma del techo actúa como el pan, el aislamiento o la cubierta de soporte funciona como el relleno, y la cubierta del techo constituye la capa final. Para esa capa superior, los contratistas y propietarios de edificios pueden elegir entre cuatro opciones principales: sistemas multicapa (BUR), asfalto modificado, membranas monocapa y sistemas de recubrimiento líquido. 

El sistema multicapa o Built-Up Roofing (BUR), la opción más antigua, utiliza capas alternadas de asfalto caliente y refuerzo de fibra de vidrio. Su construcción redundante crea una superficie duradera y de bajo mantenimiento, aunque sistemas más modernos se han vuelto más comunes porque, en general, son más fáciles de instalar. 

El asfalto modificado, conocido comúnmente como mod bit, moderniza el concepto del BUR mediante láminas de asfalto modificado con polímeros. Las membranas de estireno-butadieno-estireno (SBS) mantienen su flexibilidad en condiciones frías, lo que las hace ideales para climas del norte. Las membranas de polipropileno atáctico (APP) ofrecen mayor resistencia al calor, las perforaciones y el tráfico peatonal, por lo que suelen ser una mejor opción para climas del sur. Las láminas de acabado pueden ser autoadheribles o instalarse con soplete. 

Los sistemas monocapa, que incluyen etileno propileno dieno monómero (EPDM), poliolefina termoplástica (TPO) y cloruro de polivinilo (PVC), son actualmente la opción dominante para techos de baja pendiente. Estas membranas ligeras pueden fijarse mecánicamente, adherirse por completo o instalarse con lastre. El EPDM generalmente es de color negro y utiliza juntas selladas con cinta, mientras que las membranas TPO y PVC se unen mediante soldadura por calor y suelen ser blancas. Además, las membranas blancas reflejan la energía solar, lo que ayuda a reducir las temperaturas tanto en la superficie del techo como en el interior del edificio. 

Los recubrimientos líquidos acrílicos y de silicón pueden extender la vida útil de un techo existente que aún se encuentre en buenas condiciones, al tiempo que ayudan a reducir los desechos enviados a los rellenos sanitarios. El silicón ofrece un mejor desempeño en condiciones de agua estancada ocasional y ambientes húmedos, mientras que los recubrimientos acrílicos suelen tener un menor costo y curan más rápido en climas secos. Antes de aplicar cualquier recubrimiento, los contratistas deben evaluar el estado del techo y reparar filtraciones, aislamiento saturado u otros problemas existentes. 

¡Obtén más información sobre los sistemas de techado de baja pendiente de MuleHide y descubre cómo cada opción puede adaptarse a las condiciones específicas de tu proyecto!

By Alex Tolle.

Roofing professionals can learn how Colorado’s changing wildfire resiliency code may affect project reviews, inspections and everyday contracting considerations.

The Colorado Roofing Association (CRA) and International Institute of Building Enclosure Consultants (IIBEC) are bringing roofing professionals together for a live panel discussion on Colorado’s changing fire codes. The New Fire Codes: What Roofers Need to Know seminar will take place September 10, 2026, offering contractors and other industry professionals an opportunity to hear about an important change affecting roofing work across the state.

The Colorado Wildfire Resiliency Code is changing how roofing projects are reviewed and inspected. The seminar is intended for commercial and residential contractors as well as suppliers and consultants who want to better understand the code’s implementation and practical considerations. 

During the discussion, roofing industry leaders and building officials will address implementation, common questions and considerations for contractors. Fire officials and legal counsel have also been invited to participate, bringing additional perspectives to a conversation focused on helping the roofing community prepare for the changes.

The panel discussion is scheduled from 1 to 5 p.m. at MCA The Cube, located at 8371 Northfield Blvd. in Denver. Attendees can also stay for a networking reception from 5 to 6:30 p.m., creating time to continue conversations and connect with other professionals following the educational program. 

With roofing projects facing new review and inspection requirements, the seminar provides a timely setting for professionals to ask questions and hear practical insights about the code changes. Registration is currently open for the September 10 event. 

Learn more about the new Colorado fire codes and register for the CRA and IIBEC panel discussion.

By The Coffee Shops™. 

Explore practical solutions, hands-on education and industry connections at the only event dedicated exclusively to metal design and construction. 

It can be difficult to stay competitive in today’s market. Contractors are facing unprecedented labor shortages, scheduling issues, material costs and performance requirement changes. In the face of all this, you can only lean on your field experience so much. The contractors that succeed in spite of these challenges are the ones that combine their experience with innovative building solutions and strong industry relationships.  

How do you find these tools to success? One easy way is to attend METALCON! This year’s show will be hosted October 7-9, 2026, in Orlando, Florida and promises to give attendees the opportunity to explore metal roofing, wall systems, façades, insulated metal panels, fasteners, coatings, fabrication equipment, roll-forming machinery, software and more in one hands-on environment! Seeing all of this in person and being able to compare products and equipment firsthand, contractors can evaluate potential investments and find solutions for reducing installation time, rework and callbacks. 

Additionally, the show gives professionals incredible access to educational opportunities such as:  

• Live demonstrations in the Training Zone that provide practical solutions to challenges contractors face in the field. 
• Metal Mastery clinics that connect attendees with contractors, engineers, architects and manufacturers 
• Education sessions covering everything from installation techniques and estimating strategies to code updates and energy-efficient design. 

METALCON also gives contractors direct access to manufacturers, suppliers and technical experts. With the Exhibitor Directory and Floor Plan, contractors can plan meetings and conversations that will help them make more informed business choices and develop relationships that continue after the show.  

Learn more about how METALCON helps contractors discover practical solutions, strengthen their teams and build a competitive advantage. 

His responsibilities include helping ensure that projects are completed efficiently and according to specification.

Low-slope roofing manufacturer MuleHide has hired Garen Rodriguez as territory manager for Chicago.

He is the company’s lead contact with customers in the territory. His responsibilities include helping ensure that projects are completed efficiently and according to specification, working with contractors and ABC Supply Co. Inc. branch teams to develop the best solutions to meet property owners’ roofing needs and providing ongoing product, technical and sales training for contractors and ABC Supply associates.

Rodriguez comes to MuleHide from commercial roofing contractor Waukegan Roofing Co. Inc. in Waukegan, Illinois, where he had been an operations manager focusing on quality control and safety since 2023. Prior to that, he was a field service representative for Carlisle SynTec Systems for six years. His introduction to the roofing industry was as a fire laboratory technician with UL and then as a waterproofing leak technician for International Leak Detection.

“Garen has a wide-ranging background in commercial roofing, from working for a Tier 1 commercial contractor to conducting warranty inspections and even testing roofing products for fire safety,” said Dan Conley, regional director for the Midwest. “We are proud to have him bring that hands-on experience and his exceptional project management skills to the MuleHide team.”

Rodriguez is a veteran of the U.S. Air Force, where he served in the fire department.

He has an associate’s degree from Harper College in Palatine, Illinois.

About MuleHide

MuleHide offers premium-quality, high-performance roofing products and systems that meet the current and emerging needs of the design community, contractors and building owners with a strong focus on sustainable solutions. More information is available at mulehide.com and on LinkedIn, Facebook, Instagram and YouTube.

By Jesse Sanchez. 

Bring It On Roofing installed a high-performance roofing system designed to stand up to demanding weather conditions. 

The rugged landscape surrounding Devil’s Tower National Monument in Wyoming calls for building materials capable of handling demanding weather conditions. When the Diamond Bar needed a new roof, Bring It On Roofing selected a high-performance roofing system from Malarkey Roofing Products® designed to provide durability, impact resistance and all-weather performance. 

The approximately 47-square reroof featured Legacy® laminate shingles in Black Oak. Engineered for conditions ranging from intense sunlight to wind and hail, the shingles use NEX® polymer-modified asphalt to improve flexibility and resistance to cracking in cold temperatures. 

The project also incorporated components from the Secure Choice™ roofing system, including Smart Start® starter shingles, Arctic Seal® self-adhering ice and water barrier and EZ-Ridge® hip and ridge shingles. Mead Lumber in Gillette, Wyoming, supplied the materials. 

Bring It On Roofing’s product selection reflects a longstanding relationship with Malarkey. The contractor operates primarily through referrals, making dependable installation practices and material choices central to its reputation. “We recommend Malarkey Roofing Products to all our customers. We have been using Malarkey Products since they came in paper wrappers,” said Juan Guajardo, owner and installer at Bring It On Roofing. 

In addition to receiving a Class 4 Impact Resistance rating, the Legacy shingles incorporate upcycled rubber and plastics. According to the supplied project information, an average-sized roof diverts the equivalent of approximately five tires and 3,200 plastic bags from landfills. Smog-reducing granules also provide pollution-fighting potential equivalent to planting about two trees per roof. 

Through the combination of an experienced contractor, coordinated roofing components and performance-focused shingles, the Diamond Bar received a roof designed for the harsh Western climate while supporting Malarkey’s sustainability goals. 

Learn more about Malarkey roofing systems and the Legacy shingle line!

By Jesse Sanchez. 

Contractors can strengthen conversations about smog-reducing roofing systems by connecting sustainability to the priorities that matter most to customers. 

Sustainability continues to be a cornerstone of the roofing conversation as homeowners and building owners ask different questions about the products they choose. For contractors, solutions from 3M create an opportunity to discuss smog-reducing roofing systems in a way that goes beyond environmental benefits and focuses on the broader value customers are looking for. 

The strongest conversation starts with the customer's goals. Rather than leading with sustainability, contractors can first understand what matters to the homeowner or building owner, then position environmental responsibility as an additional benefit. This keeps the discussion centered on the customer instead of turning the proposal into a technical sales pitch. 

Several talking points can help contractors make that connection. Smog-reducing roofing systems provide an opportunity to discuss supporting improved air quality, incorporating innovative roofing technology and demonstrating environmental responsibility. They can also help a home or building stand apart for customers who consider sustainability when making purchasing decisions. 

Cost may still be part of the conversation. Customers can hesitate when an option is viewed only through its upfront price, making it important for contractors to explain the broader benefits being considered. Presenting sustainability as a value-add rather than a requirement allows customers to evaluate the option alongside their other roofing priorities. 

Contractors should also be prepared for straightforward questions: Is the technology proven? Does it really make a difference? Why should I consider it? Confidently addressing those concerns means educating customers using available product information and clearly explaining how the sustainable option fits their goals without overstating what it can deliver. 

Whether the opportunity is residential or commercial, sustainability can become a useful upgrade conversation within a roofing proposal. Contractors who focus on education rather than pressure can help customers make informed decisions while creating another meaningful point of differentiation. 

Learn more about how sustainable roofing options can become part of your customer conversations!

By Jesse Sanchez. 

The Elite Exit Blueprint™ outlines the stages roofing business owners can use to prepare for a sale, navigate the transaction and plan for a successful transition. 

Selling a roofing business is not a single event. It is a process that can begin months or even years before an owner is ready to go to market. The Elite Exit Blueprint™ from HS Exit Advisors lays out a structured path that begins with understanding business value and continues through preparation, marketing, negotiations, due diligence, closing and post-close support. 

The first stage is valuation. The blueprint explains that determining a company’s current value gives owners a starting point for their exit journey. For Lower Middle Market businesses, valuation can include a detailed financial review supported by a third-party Quality of Earnings (QoE) report. Main Street businesses are typically evaluated using market multiples, comparable sales and lender requirements. 

With a valuation established, owners can determine whether the company is ready for market or needs further preparation. That work may include improving financial reporting, profitability, operational systems and management depth. The blueprint identifies six Success Drivers, including business finances, growth potential, revenue and customer diversity, documented sales and marketing, reputation and bench strength. 

Once the business is ready, attention shifts to presenting the opportunity to qualified buyers. Marketing materials and distribution vary by company size, but the objective remains the same: communicate the business clearly and attract serious prospects. From there, sellers must manage confidentiality, qualify potential buyers and control access to financial and operational information. 

Offers move the process into negotiation. Letters of intent (LOIs) may include purchase price, deal structure and other conditions, making it important to compare more than the headline number. Competitive buyer interest can also give sellers greater leverage when evaluating terms. 

Due diligence follows, with buyers reviewing financials, contracts, operations and compliance before closing. Organized information and timely responses can help maintain confidence and transaction momentum. The final stages bring attorneys, lenders and advisors together to complete the transaction, coordinate the ownership transition and establish expectations for any post-close support. By understanding each stage in advance, roofing business owners can better prepare for the decisions, documentation and conversations that come with an exit. The Elite Exit Blueprint™ offers a closer look at that process, giving owners a resource they can use to evaluate where they are today and what steps may come next. 

Learn more about HS Exit Advisors and download the free Elite Exit Blueprint™ eBook to explore each stage of the exit process! 

By Emma Peterson. 

From branding and exclusivity to duration of work and advertising, discover the key factors that determine worker classification. 

With subcontractors, independent contractors and non-traditional employee roles, it can be hard to figure out how to properly classify your team. To get some clarity on employee classification, we sat down with Benjamin Briggs of Adams and Reese for an episode of Roofing Road Trips®. Benjamin is a board-certified labor and employment attorney, making him the perfect person for this discussion. In an earlier article, we talked to him about why employee classification is so important to understand and some of the common mistakes he sees related to it. In this article, we’re diving into how to classify your employees and who to go to for help.  

How do you properly classify your workers? 

The good news is that classification doesn’t change much from state-to-state, so once you get a handle on it, you’ll be good to go! But how do you get a handle on it? Benjamin said you have to look at something called an economic realities test. He shared what this test is, explaining, “The economic realities test looks at a handful of different factors which collectively decide on the classification of a worker.” 

These factors include:  

• Exclusivity: If a worker is only working for you exclusively, you may get questioned about their classification. Benjamin elaborated, “One of the trademarks of an independent contractor is that they're in business for themselves. So, while they're working for you, in theory, they're also available to work for other companies. In other words, is there exclusivity happening? Because exclusivity often makes them look more like an employee.” 
• Duration: The test looks at how long you and the worker have collaborated, and how consistently. Benjamin explained, “If they just work for you intermittently, sporadically, they might do a project for you this month, maybe another project for you in a couple months and that looks like a traditional independent contractor.”   
• Branding: If your workers show up in a truck with your logo or wear a shirt or hat with your logo, that can call into question their classification. As Benjamin put it, “If they have their own trucks, their own equipment, their own hats and whatnot. That looks a lot like an independent contractor. If they’re in your stuff, that looks like an employee.”  
• Advertising: Things like websites and social media are also used to determine a classification. Benjamin gave an example, “If a sub has their own website, social media and advertisements, that looks like an independent...If they have no website, no advertisement and no social media, it looks like they're an employee.”  

These are just a few of the factors that the economic realities test examines, but it gives a good basis for understanding how to start classifying your workers. In Benjamin’s words:  

If it walks like a duck, it talks like a duck, it's a duck, even if you decide to call it a dog. The law doesn't care what the parties label their relationship. They look at the economic realities, those factors we talked about, as well as a handful of others, to decide on the whole whether a worker collectively looks more like an employee or more like an independent contractor.  

Who can help you?  

This entire process can be overwhelming for a lot of business owners. Luckily, you’re not alone, there are people who can help – people like Benjamin! The best course of action for owners concerned about misclassification is to proactively reach out to legal professionals for advice. Benjamin explained, “I always recommend semi-regular internal audits to make sure everything is in place proactively. And if you need help with that, the best advice I can give is to lean on the resources you have.” 

These resources include everything from more general articles and podcasts on RoofersCoffeeShop® to calling up attorneys like Benjamin for personalized assistance.  

Listen to the whole episode or Watch the recording to learn more about employee classification. 

By Jesse Sanchez. 

Atlas Roofing leader discusses her recognition from the Florida Roofing and Sheet Metal Association and the industry’s growing focus on resilient roof assemblies. 

At the Florida Roofing and Sheet Metal Association (FRSA) convention, Heidi J. Ellsworth welcomed Stephanie Daniels of Atlas Roofing to the sound stage to discuss industry service, professional development and the future of resilient roofing. Stephanie, senior director of strategy and innovation for Atlas Roofing Corporation, has worked in the roofing industry for nearly 30 years. After Atlas transferred her to Florida 20 years ago, she quickly recognized the importance of understanding the state’s demanding codes and wind-mitigation requirements. 

Joining FRSA became an important part of Stephanie’s education. By participating in committees and listening to experienced roofing professionals, she developed knowledge that helped shape her career. Reflecting on that experience, Stephanie said, “I would not be where I am in my career development without time spent in those rooms.” 

Her years of involvement were recognized during the convention when she received the Beer Award for enthusiasm, professionalism and getting things done in roofing. Stephanie explained that the recognition was especially meaningful because it came from professionals who contributed to her development. She noted, “When they tell me that I’m doing well, it means the world.” 

Stephanie is now helping address one of the industry’s most urgent priorities: resiliency. She emphasized that performance depends on the complete roof assembly, including the roof covering, decking, insulation, ventilation and underlayment. 

Resilient roofing systems can support contractors, homeowners and insurers as they navigate financial pressures, changing requirements and concerns about maintaining insurance coverage. Stephanie is also involved in standards-development efforts intended to strengthen impact and wind testing, although she noted that those processes can take years. 

In the meantime, contractors can prepare by monitoring changing code requirements, evaluating products and pursuing available programs such as the Fortified RoofTM contractor certification. Stephanie stated that Atlas has worked to ensure their roofing products and accessories meet the FortifiedRoof standards, helping contractors identify products that meet program requirements. Emphasizing the value of clearer guidance, Stephanie concluded, “I think  another big thing is just eliminating as much confusion as possible.” 

Watch the full interview to learn more about how industry service, evolving standards and resilient roof assemblies are shaping the future of roofing!

By John Kenney, Cotney Consulting Group.  

Some projects make your company stronger. Others simply make it busier.

One of the hardest lessons a roofing contractor learns isn't how to estimate a complicated project or manage a difficult customer. It's understanding that not every project your company can win is a project your company should take. Early in our careers, most of us measure success by volume. More bids lead to more contracts. More contracts lead to more revenue. More revenue must mean the business is growing. It's an understandable way to think because growth is easy to see. The schedule fills up. Crews stay busy. The phones keep ringing. 

But somewhere along the way, if you've been in this business long enough, you realize something that isn't nearly as obvious. Some projects make your company stronger. Others simply make it busier. I've met very few contractors who regretted walking away from a project six months later. I've met plenty who wished they had accepted one less job. Looking back, the warning signs were usually there. They weren't viewed as reasons to slow down. 

One thing I've learned over the years is that every roofing project begins consuming company resources long before the first crew arrives on site. Estimators invest hours reviewing drawings, visiting the project, meeting with suppliers, and preparing proposals. Salespeople negotiate contracts. Project managers begin planning. Materials are reserved. Schedules shift. Equipment is allocated. Leadership starts making decisions that affect other work already underway. 

Every project you accept immediately begins competing for your company's most valuable assets. 

Not just money. People. Time. Attention. Leadership. 

Those resources are finite, regardless of how large the company becomes. That is why the strongest roofing contractors don't simply evaluate whether a project can be built. They evaluate whether it should be built. There's an important difference. 

Too often, contractors ask, "Can we do this job?" A better question is, "Can we perform this project at the level our reputation demands without negatively affecting everything else we've already committed to?" That's a much harder question to answer. 

I've always believed that capacity is one of the least understood concepts in the roofing industry. Most companies think about production capacity. They know roughly how many squares their crews can install in a week. They understand equipment availability. They watch backlog closely. 

Far fewer think about management capacity. Every additional project requires estimating support, project management, field supervision, purchasing coordination, customer communication, accounting oversight and executive attention. Those responsibilities don't grow in a straight line. They multiply. At some point, adding one more project doesn't simply add work. It reduces the amount of leadership every existing project receives. 

That's when small issues begin slipping through unnoticed. Communication becomes rushed. Site visits become less frequent. Questions wait another day for answers. Material coordination isn't quite as tight. Change orders sit on someone's desk a little longer than they should.  

None of those decisions seem significant by themselves. Together, they slowly begin changing the outcome of the project. 

I've walked enough jobs over the years to know that operational problems rarely arrive all at once. They usually appear quietly, disguised as small compromises that seem harmless in the moment. A little less planning here. A delayed decision there. A superintendent stretched across one project too many. 

Eventually, the company finds itself working harder than ever while wondering why profitability feels more difficult to achieve. The answer often isn't hidden in the estimate. It's hidden in the decisions made before the estimate was ever accepted. 

Some projects carry warning signs from the very beginning. Incomplete drawings. Unrealistic schedules. Customers whose expectations continue changing throughout the bidding process. Margins that only work if everything goes perfectly. Work outside the company's normal expertise. None of those conditions automatically mean the project is bad. They increase operational risk. 

Experienced contractors learn to recognize those risks before signing the contract rather than discovering them halfway through construction. 

Another lesson experience teaches is that opportunity cost is real, even if it never appears on a financial statement. Every project accepted limits your ability to pursue another one. Every superintendent assigned to a difficult project isn't available somewhere else. Every project manager consumed by one demanding customer has less time for five others. Sometimes the real cost of accepting one project is the opportunity you unknowingly gave away. 

The strongest contractors I've worked with understand this instinctively. They don't evaluate projects solely by potential revenue. They evaluate them by strategic fit. Does the work align with the company's strengths? Does it fit with current staffing? Can it be executed without sacrificing quality or customer service elsewhere? Does the anticipated reward justify the operational demands it will place on the organization? Those questions require discipline because saying no is rarely comfortable. 

I've also found that confidence plays a role. Companies that understand who they are—and just as importantly, who they are not—tend to make better decisions. They don't chase every opportunity simply because it exists. They pursue work that fits their capabilities, supports their long-term goals, and allows their people to perform at a high level. 

That discipline doesn't limit growth. It protects it. 

One observation has stayed with me throughout my career. Companies rarely fail because they didn't have enough opportunities. More often, they struggle because they accepted opportunities they weren't prepared to execute successfully. 

There's a difference between building backlog and building a business. Backlog measures work you've sold. A business is measured by the consistency with which you deliver it. As contractors continue navigating changing markets, labor challenges, and increasing customer expectations, the pressure to keep crews busy will always exist. There will always be another project to pursue and another opportunity to grow. 

But growth without discipline has a way of exposing weaknesses that were previously hidden. The companies that continue outperforming their competitors aren't necessarily the ones winning the most work. They're the ones making better decisions about the work they choose to pursue. 

Because sometimes the most profitable project you'll ever be involved with...is the one you never accept.