By John Kenney, Cotney Consulting Group. 

On these projects, a contractor should not enter with a standard list of assumptions about what the community needs or how it operates. The first responsibility is to listen. 

A roofing contractor can move people, materials and equipment over long distances and still arrive unprepared. That is especially true when the work is located in an Indigenous or remote community. 

The technical roofing scope may be familiar, but the project environment may differ significantly from the contractor’s home market. Transportation can be limited; deliveries may depend on weather or seasonal access; accommodation may be scarce; and replacement materials may be days or weeks away.  

Those conditions matter. So do the people, priorities and operating realities of the community where the work will take place. 

Some Indigenous communities are remote, while others are not and many remote communities are not Indigenous. The contractor should understand the specific project rather than treating either term as a complete description. A remote project cannot be managed as though it were a local job with a longer drive. An Indigenous community should not be treated as a project location that happens to have different procurement requirements. 

Successful work begins with understanding the community, the customer and the complete operating environment before the contractor commits to the price or schedule. Mobilization gets the crew there. Preparation determines whether the project succeeds. 

Every community is different 

There is no single operating model for Indigenous or remote community work. Communities differ in geography, governance, language, infrastructure, workforce availability, transportation, local businesses and project priorities. Some are accessible by road year-round. Others may depend on seasonal roads, marine transportation or air service. Some have established construction departments and experienced local trades. Others may rely heavily on outside contractors while working to build more local capacity. 

The contractor should not enter the project with a standard list of assumptions about what the community needs or how it operates. The first responsibility is to listen. 

The project team should understand who represents the owner, who makes decisions, who should be included in communication and how the community expects contractors to conduct themselves. Respect begins by avoiding the assumption that experience in one community automatically transfers to another. 

Relationship-building begins before tender 

Many contractors begin engaging seriously with the customer only after the project is awarded. That is too late for complex remote work. Early communication can reveal conditions that are not visible in the drawings or specifications. 

The community may have preferred transportation providers, local suppliers, workforce expectations, accommodation limitations or restrictions on when certain activities can occur. There may be cultural events, seasonal activities or community priorities that affect access and scheduling. 

Those considerations should be understood before the contractor commits to labour, logistics and completion dates. The objective is not to make assumptions about culture. It is about asking respectful questions and allowing the community to explain what matters to them. 

The contractor should also understand who has authority to speak for the owner and when broader community input may be required. One contact may manage the project without representing every local concern, so communication responsibilities should be clarified rather than assumed. A contractor that approaches the project only as a transaction may miss information that affects both performance and trust. 

Local knowledge is part of project intelligence 

People who live and work in the community understand conditions that may not appear in the tender documents. They know how weather affects transportation, which roads become unreliable, where materials can be stored, what equipment is available and how quickly local services can respond. That knowledge should be included in planning.  

The contractor may still need to verify technical, contractual and safety requirements independently. Local input does not replace professional review. It improves the contractor’s understanding of how the project will operate in practice. 

Community representatives, facility staff, local trades and transportation providers can identify risks that an outside contractor may overlook. The strongest project plans combine roofing expertise with local knowledge. 

Procurement commitments must be clear 

Some projects may include expectations or requirements related to Indigenous participation, local purchasing, employment, training or subcontracting. Those commitments should be reviewed carefully before tender. 

The contractor must understand what has been requested, what is contractually required and what can realistically be delivered. A vague promise to hire locally is not a workforce plan. A general statement about community benefit is not the same as a measurable commitment. The tender should identify which roles may be filled locally, what qualifications are required, what training will be provided and who will supervise the work. 

The company should also confirm whether local businesses can support transportation, accommodation, equipment, waste handling, catering or other project needs. Commitments should be specific, achievable and included in the estimate. Promising more than the company can deliver damages trust and creates operational risk. 

Local employment requires planning and support 

Local employment can provide meaningful project value and reduce some travel costs. It must still be planned properly.  

The contractor should determine what work is available, which skills are required and how local workers will be onboarded. Some people may already have relevant construction experience. Others may be entering roofing work for the first time. 

Training, safety orientation, personal protective equipment, tools, supervision and clear expectations all require time and resources. The company should not treat local workers as temporary labour added only to satisfy a project commitment. They should be integrated into the production plan. That means defining responsibilities, establishing who provides direction and confirming how performance will be evaluated. 

When training is part of the project, the contractor should decide what the trainee should be able to do by the completion date. A training promise without a clear outcome can become little more than observation. 

Cultural respect must be operational 

Respect cannot remain a statement in the company’s proposal. It must be reflected in behaviour. That begins with how employees communicate, how the site is maintained and how the contractor responds to local direction. Crew members should understand that they are working in someone else’s community.  

The company may need to provide cultural-awareness preparation appropriate to the specific project and community. That preparation should not reduce Indigenous cultures to a checklist or a short collection of generalizations. It should help the crew understand the expectations for the work. 

The project team should know who to ask when it is uncertain about a local practice or community concern. Questions asked respectfully are usually better than assumptions made silently. One careless action by a crew member can damage a relationship that took months to build. 

Travel planning must reflect the actual route 

Remote travel is not simply a mileage calculation. The contractor must understand how people will actually reach and leave the project. Travel may involve several stages, multiple carriers, restricted schedules or seasonal access. Missed connections can delay an entire crew. Vehicle breakdowns can be more serious when repair support is limited, while weather can disrupt flights, marine service or roads. 

The estimate should include realistic travel time, standby exposure, baggage limits, vehicle requirements and contingency. The company should also determine what happens when a worker must return home unexpectedly. Replacing one person on a local project may take a few hours. Doing so remotely may require several days and high cost. 

The labour plan should include redundancy for essential roles. A project should not depend entirely on a single supervisor, equipment operator or trained installer without backup. 

Freight is a construction activity 

On remote projects, freight planning is part of production. Materials and equipment may need to be consolidated, packaged differently or shipped much earlier than they would be for local work.  

The contractor should confirm weight limits, dimensions, handling methods, storage conditions and delivery schedules. Certain products may be difficult to transport by air or may require special handling. Equipment that appears routine in the home market may be unavailable locally.  

The project team should determine how materials will be unloaded, moved to the roof and protected until installation. Packaging should reflect the transportation route. Materials may pass through several transfer points before reaching the project. Each transfer creates an opportunity for damage, loss or delay.  

Freight should be tracked from release through delivery. A supplier’s confirmation that material has shipped is not enough. The contractor needs to know where it is, when it will arrive and who will receive it. 

Shortages must be prevented before they occur 

A minor shortage can become a major project disruption in a remote location. The contractor should review quantities, waste factors, accessories, fasteners, adhesives, sealants and detail materials with greater discipline than it might on a local job. 

Small components often create the largest delays. A missing box of fasteners or an incorrect flashing accessory can stop an otherwise productive crew. The estimate may need additional contingency material where replacement lead times are long. 

That does not mean overordering without control. It means evaluating the consequence of being short. 

The contractor should identify which materials can be sourced locally and which cannot. A project-specific inventory should be confirmed before mobilization. The crew should not arrive first and discover later that a critical product did not. 

Accommodation and daily living affect productivity 

Remote work often requires employees to live away from home for extended periods. Accommodation, meals, transportation, communications and access to basic services all affect the workforce. 

The contractor should understand where employees will stay, how meals will be provided, which work rotations are realistic and how rest days will be managed. Poor living conditions can reduce morale, retention and productivity. A schedule that assumes continuous peak output over a long rotation may not be realistic. 

Employees may also have different expectations about remote work. The company should communicate the conditions clearly before assigning them. Workers should know the duration, accommodation arrangement, travel process, available services and conduct expectations. Remote assignments should not be presented as ordinary projects with a larger travel allowance. They require a workforce strategy. 

Emergency planning must account for distance 

Emergency response can look very different in a remote community. Medical services, fire response, rescue resources and transportation may be limited or located far from the project. The contractor should understand what is available before work begins. 

The emergency plan should identify communication methods, site location information, transportation options, first-aid resources and the process for obtaining outside assistance. The level of on-site preparation may need to reflect the time required for emergency services to arrive. The company should verify the occupational health and safety, first-aid and emergency requirements that govern the project’s jurisdiction. 

Community emergency personnel or facility representatives should be included in planning where appropriate. The contractor should also establish what will happen if telephone or internet service is interrupted. An emergency plan that depends entirely on reliable cellular service may not be adequate. Distance increases the consequences of weak preparation. 

Communication cannot depend on one method. 

Remote projects may have limited internet access, inconsistent cellular service or restricted access to technology. The contractor should establish how the field will communicate with the office, suppliers and customers. That plan may include scheduled calls, satellite communication, offline documentation or designated locations with reliable service. Daily reports, photographs, time records and quality-control information should still be completed. The company may need a system for storing information locally until it can be transmitted.  

Communication expectations should be realistic. An office that demands immediate responses throughout the day can interrupt production when connectivity is limited. The project team should identify what information is urgent, what can be reported on a schedule and how emergency communication will be handled. 

Limited connectivity does not eliminate documentation. It changes the process. 

Weather and seasonal access control the schedule 

Remote project schedules must reflect the seasons. Weather may affect more than roofing production. It may determine whether people, materials and equipment can reach or leave the community.  

A delay near the end of an access window can create consequences far beyond a few lost workdays. Materials may remain on site for months. Equipment may be unable to leave, and a partially completed roof may require extended temporary protection. The contractor should understand the critical dates that control transportation and project completion. 

The schedule should include contingency before those dates, not end on them. The company should also consider what happens if work cannot be completed within the planned season. 

• Who maintains temporary protection? 
• Where will materials be stored? 
• How will the site be secured? 
• When can the contractor return? 

Those questions should be answered before tender. 

Waste removal must be planned before delivery 

Construction waste cannot be treated as an end-of-project problem. Remote communities may have limited disposal capacity. Some materials may need to be separated, compacted or transported out of the community. Containers, hauling and acceptance requirements should be confirmed in advance. The contractor should avoid placing an unreasonable burden on local waste systems simply because removal was not planned.  

Material ordering and packaging choices can also reduce the volume of waste. Reusable containers, consolidated shipments and controlled cutting may help where practical. The estimate should include the actual cost of handling the removed roofing, packaging and project debris. 

A clean site is part of good construction. In a remote community, responsible waste planning is also part of being a respectful project partner. 

Remote projects require greater working-capital planning 

Travel, freight, accommodation, material deposits, equipment movement and payroll may all need to be funded before the contractor receives its first substantial payment. Those early costs can be much greater than on a local project. 

The company should understand the billing process, approval timeline, holdback, change-order procedure and cost of financing the work. It should also determine which costs can be billed early and which must be carried until later in the project. 

Delayed material delivery, extended accommodation or an additional crew rotation can increase the cash requirement quickly. A profitable remote project can still create serious strain when the contractor underestimates how much money must be committed before revenue is collected.  

Margin and cash flow are related. They are not the same. 

Quality control must be stronger, not weaker 

The difficulty of returning to a remote project makes quality control more important. The contractor should inspect the substrate conditions, attachments, seams, flashings, penetrations, drainage and completed details throughout the work. Photographs and records should document concealed conditions and critical installations. Manufacturer inspections should be coordinated early when required. Waiting until the project is nearly complete to request an inspection may cause delays or lead to expensive return trips. 

Deficiencies should be corrected while the crew, tools and materials are still on site. A small issue that might require a short local service call can become a major cost when travel is involved. The project should not be rushed simply because the access window is closing. Schedule pressure does not improve quality. It makes disciplined inspection more necessary. 

Warranty service must be realistic 

The contractor must decide how the completed roof will be supported. A standard warranty response written for an urban market may not be practical in a remote community. Travel, weather, transportation and available local labour can affect response time. The company should not promise service it cannot deliver. That does not mean reducing responsibility. It means developing a realistic support plan. 

The plan may include trained local personnel, approved regional partners, remote troubleshooting, stored repair materials or scheduled inspections. The owner should know how service requests will be handled and what information will be required. The contractor should also distinguish between emergency response, warranty work and routine maintenance. 

A remote roof still needs support after the installation crew leaves. That obligation should be designed and priced into the project. 

The community should receive a complete handover 

Project completion should include more than a warranty document. Facility staff should understand the installed system, maintenance requirements, access controls and process for reporting concerns.  

The contractor should provide clear records of materials, details, photographs, inspection reports and significant concealed conditions. Where appropriate, local staff may benefit from practical training on visual inspection, drain maintenance, minor emergency protection and identifying when professional repair is required. 

The contractor should remain within its role and avoid encouraging unqualified roof repairs. The objective is to help the community recognize and report issues early. A strong handover improves the owner’s ability to manage the asset. It also reduces uncertainty when service is needed later. 

Require a community and project-readiness review 

Before tender approval, leadership should confirm that the company understands the community’s expectations, decision-making structure, access conditions, workforce commitments, transportation, accommodation, emergency response, communication, waste handling and long-term service requirements. 

The review should identify which assumptions have been verified directly, which depend on third parties and which remain unresolved. It should also confirm who is responsible for each major commitment and whether the required resources have been included in the estimate. 

Remote work should not be approved simply because the contract value appears attractive. It should be approved because the company has demonstrated that it can deliver the project responsibly. 

Leadership must evaluate more than margin 

Remote work can appear attractive because the contract value is higher. The additional revenue may reflect additional risk. Leadership should evaluate logistics, labour, supervision, community commitments, cultural preparation, safety, schedule, cash flow, quality control and long-term service before approving the tender. 

The project should also fit the company’s capability. A contractor that performs well locally may not yet have the systems required for remote work. That is not a criticism. It is a reason to prepare before expanding. 

The tender review should identify which assumptions have been verified, which depend on third parties, and what contingencies are included. The company should also ask whether it is prepared to build a respectful, long-term relationship or is interested only in a single project. 

Communities remember how contractors perform. They also remember how contractors behave. 

More than mobilization 

Indigenous and remote community projects can provide important opportunities for contractors, local workers and building owners. They can also fail when the contractor treats distance as the only difference. 

Success requires more than getting the crew, materials and equipment to the site. It requires listening, planning, local coordination, realistic commitments, cultural respect, disciplined logistics and dependable support after completion. 

The roofing work still matters. So does the way the contractor becomes part of the community while performing it. Mobilization brings the company to the project. Trust, preparation and performance determine whether it should be invited back. 

By John Kenney, Cotney Consulting Group.  

Margins are built — or quietly eroded — through hundreds of small choices. 

When contractors talk about profitability, the conversation usually turns to estimating, labor costs, material pricing or overhead. Those are all important pieces of the equation, but after spending more than four decades in this industry, I've come to believe that margins are rarely won or lost because of one major decision. They're built — or quietly eroded — through hundreds of small ones. 

That's one of the reasons profitability can be so difficult to understand. When a project underperforms, everyone naturally looks for the big event that caused it. Was the estimate too low? Did material prices increase? Did weather delay production? Those things certainly affect a project, but more often than not, they expose problems that have been developing for weeks. 

Profit rarely disappears all at once. It slips away one decision at a time. 

I've walked onto projects where the estimate was solid, the crews were experienced and the customer was satisfied, yet the financial results still fell short of expectations. Looking back, there wasn't a single catastrophic mistake. Instead, there was a long list of small operational decisions that, individually, seemed insignificant. 

A delivery wasn't confirmed the day before. A crew waited thirty minutes for equipment. A material shortage required an extra supplier trip. A change order wasn't documented until the following week. A project manager postponed a site visit because another job demanded attention. None of those moments ruined the project. Together, they changed the outcome. 

That's what makes operational discipline so important. The companies that consistently outperform their competitors aren't necessarily making better decisions dramatically. They're making fewer poor ones, andthey're catching the small issues before they begin affecting production. 

One observation has stayed with me throughout my career. Roofing companies rarely lose money because people don't care. Most of the time, everyone involved is working hard and trying to do the right thing. The problem is that hard work cannot recover every small decision that wasn't made when it should have been. 

Eventually, those decisions begin stacking on top of one another. A delayed purchase order affects material deliveries. Material deliveries affect crew productivity. Reduced productivity changes labor performance.Labor performance affects project schedules. Schedule changes create customer pressure. Customer pressure increases management time. By the end of the project, accounting reports a margin problem.  

But accounting is only measuring the result. The real causes happened much earlier. 

I've always believed that one of the most valuable habits a contractor can develop is recognizing operational friction. Every roofing company experiences it. Crews waiting for information. Project managers chasingpaperwork instead of managing production. Estimators answering questions that should have been resolved during the handoff. Dispatchers reshuffling schedules because yesterday's decisions created today's problems. 

Friction isn't always dramatic. It's usually quiet. And because it's quiet, companies often learn to live with it rather than eliminate it. 

The strongest operations think differently. They understand that every unnecessary interruption has a cost, even when nobody immediately notices it—five minutes waiting for a forklift. Ten minutes looking for materialsand fifteen minutes discussing an issue that should have been clarified before work started. Individually, those moments seem harmless. Across dozens of projects over the course of a year, they add up to thousands of lost labor hours. That's where margins disappear. 

I've noticed something else over the years. High-performing companies don't obsess over productivity because they expect people to work faster. They focus on improving efficiency by removing obstacles that prevent people from doing the work they're already capable of performing. 

There's an important distinction. You can demand more effort from a crew. Or you can create conditions that allow the crew to perform at its best. The second approach is almost always more profitable. 

One lesson experience teaches is that operational excellence isn't built through heroic recoveries. It's built through consistent attention to details that most people overlook. Strong project managers follow up on open issues before they become urgent. Foremen think ahead instead of simply reacting to what's in front of them. Estimators communicate assumptions instead of assuming others understand them. Owners create systems that reduce uncertainty instead of relying on experience to fill the gaps. 

Those actions don't attract much attention. They rarely become success stories. But they're the reason successful companies remain successful. I've also found that profitable contractors ask different questions during project reviews. Instead of asking, "Why did we lose money?" they ask, "What small decisions made this project easier—or harder—to execute?" 

That question shifts the conversation away from blame and toward learning. Over time, those lessons become part of the company's operating habits. The organization becomes a little sharper. A little more consistent. A little more disciplined. Eventually, those small improvements begin showing up in financial performance. 

People often assume profitable companies have discovered some secret formula. In my experience, the formula is much simpler than that. They've become better at protecting their margins one decision at a time. I'venever believed that profitability is created in the accounting office. Accounting tells you what happened. Profitability is created every day in estimating meetings, project handoffs, scheduling discussions, purchasingdecisions, jobsite planning and hundreds of conversations that most people never think about again. 

Those conversations shape the work. The work shapes the results. And the results shape the business. 

The longer I've been in this industry, the more convinced I've become that operational excellence isn't about making one brilliant decision. It's about making the next small decision a little better than the last one.Because roofing margins are rarely protected by one big moment. They're protected by hundreds of small ones that nobody notices until they're missing. 

By Emma Peterson. 

Why the key to navigating a challenging market isn’t tied to price or margins, but rather stronger client relationships and higher-value services. 

Our modern market poses quite a few unique challenges to professionals across the roofing and construction industries. From supply chain disruptions to workforce shortages, it can be hard to position your business for profitability and long-term growth. To learn how contractors can find new opportunities and success in the modern market, we brought John Kenney of Cotney Consulting Group onto an episode of CoatingsTalk™.  

The main advice John had was to avoid price cutting and lowering your margins. He elaborated, “Right now, we’re seeing some markets tighten and bid lists grow more crowded as more contractors chase fewer projects. But what I warn everyone is that lowering your margins or price cutting is not the answer.” What is the answer, then? John points to being selective and thinking proactively. He shared, “What contractors need to do is to find the right type of work that fits the marketplace. There's always work out there if you are ahead of the market enough to realize it.” 

And right now, the right type of work for many contractors is tied to roof coatings and waterproofing. John explained:  

The strongest opportunities right now are tied to helping owners manage and extend the life of their existing assets. And the truth is, not enough roofers are taking the time to learn and become experts in this. There are some that dabble in roof coatings, but to really find success you need to go and think in terms of the broader building envelope. 

What does that mean? It means don’t just learn how to slap a coating on a roof. Instead, learn how to service that coating and waterproof the rest of the building. As John put it, “To succeed today, you need to be the contractor that can wrap all those walls together and provide everything in terms of service and maintenance. Why? Because clients today want more than a contractor, they want an expert who will build a relationship with them and help them with everything.” He went on, “And for contractors, being that one-stop shop makes you less dependent on one-time re-roof opportunities and sets you up for long-term success, even in a challenging market.”  

Listen to the whole episode or Watch the recording for more advice on navigating modern market challenges. 

By John Kenney, Cotney Consulting Group. 

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

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

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

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

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

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

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

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

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

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

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

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

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

What are you seeing that I might have missed?

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

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

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

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

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

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

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

By John Kenney, Cotney Consulting Group. 

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

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

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

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

That is why contractors should follow a clear sequence. 

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

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

Technology reflects the process behind it 

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

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

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

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

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

A poor process remains poor when it becomes digital 

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

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

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

Define the problem before selecting the solution 

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

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

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

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

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

Simplify the process before automating it 

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

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

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

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

Ownership must remain clear 

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

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

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

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

Site adoption determines whether the system works 

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

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

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

Training must explain why the information matters 

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

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

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

Avoid creating several versions of the truth 

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

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

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

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

Dashboards should show where action is needed 

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

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

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

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

Technology should reduce administrative effort 

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

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

Artificial intelligence depends on reliable information 

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

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

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

Human judgement remains essential 

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

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

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

Implementation should happen in manageable stages 

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

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

Old processes must be retired 

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

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

Review whether the technology improved the result 

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

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

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

Technology works best inside a disciplined business 

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

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

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

Learn more about Cotney Consulting Group in their Coffee Shop Directory or visit www.cotneyconsulting.com.

About the author 

John Kenney has more than 45 years of experience in the roofing industry. His career has included every level of roofing operations, from field installation and estimating through executive leadership. He is CEO of Cotney Consulting Group, a partner member of the International Federation for the Roofing Trades and earned the MIoRdesignation from the former Institute of Roofing in the United Kingdom. He works with roofing contractors to improve estimating, project management, operational performance, leadership and profitability. 

By Emma Peterson. 

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

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

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

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

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

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

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

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

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

By Cotney Consulting Group. 

Learn about planning roof work around an occupied building. 

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

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

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

Begin with a preconstruction meeting 

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

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

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

Establish clear points of contact 

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

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

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

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

Plan deliveries and staging carefully 

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

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

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

Protect entrances and pedestrian routes 

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

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

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

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

Prepare occupants for noise and vibration 

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

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

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

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

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

Address dust, debris and interior protection 

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

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

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

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

Discuss roofing odors in advance 

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

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

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

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

Coordinate with building operations 

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

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

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

Plan for parking and vehicle protection 

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

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

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

Protect HVAC and other building systems 

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

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

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

Establish daily cleanup and weather protection expectations 

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

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

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

Prepare for weather and schedule changes 

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

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

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

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

Communicate before and during the project 

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

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

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

Occupied buildings require additional planning 

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

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

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

Por Emma Peterson, traducido por Alberto Torres. 

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

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

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

Domingo, 27 de septiembre de 2026 

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

Lunes, 28 de septiembre de 2026 

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

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

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

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

Martes, 29 de septiembre de 2026 

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

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

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

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

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

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

By Emma Peterson.

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

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

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

Sunday, September 27, 2026

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

Monday, September 28, 2026

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

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

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

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

Tuesday, September 29, 2026

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

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

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

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

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

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

By Cotney Consulting Group. 

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

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

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

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

More than just a muscle cramp 

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

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

Toughness can become a liability 

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

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

Supervisors need to recognize the first warning 

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

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

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

Water isn't always the complete answer 

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

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

Heat safety starts well before the first ladder is climbed. 

Planning reduces heat stress 

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

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

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

Building a different safety culture 

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

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

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

Final thoughts 

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

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

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