By Emma Peterson. 

Why succession planning is about more than retirement — it’s about people, knowledge and culture. 

For many small business owners, the goal is to create a legacy in their business that succeeds long after they retire. But the spot where many of these owners encounter issues is when it comes to planning for their retirement and the company’s future. To learn more about this, we worked with John Kenney of Cotney Consulting Group and hosted an affinity webinar focusing on proper succession planning. 

Maintaining knowledge 

Beyond the legal and operational parts of succession planning, a big hurdle is making sure that knowledge is not lost in a handover. Heidi J. Ellsworth, president/CEO of The Coffee Shops™, explained, “When you have certain, knowledgeable people of a generation who you know are going to retire, you have to do succession planning. Because you don’t want that knowledge to leave the entire company when they retire.”  

John’s solution for avoiding this? Good systems and proper documentation. He explained:  

A lot of people, when they get into succession planning, they think about it as a valuation of their company. That's more of being ready for sale. Succession planning, truly, when you boil it down to what matters to be successful for all that other stuff to happen, is building a strong team through systems and documentation that continues to bring in new talent and grow positively, even if team members retire. 

Retaining culture  

The other aspect of succession planning that is too often forgotten is making sure culture remains strong even in a transition period. Heidi explained the importance of this, sharing, “We don’t hear a lot about it, but culture is often equally important to employee retention and company growth as systems and processes.” John echoed her point, saying, “I see a lot of deals that were put together very well and they're moving forward, but then they fall apart because people forget about culture.”  

So, how do you make sure your company’s culture is strong enough to outlast your career as their leader? The first step is defining your vision. John explained, “If your people that are working for you don't have any idea what your vision is there is a lack of trust and investment from them and the culture suffers.” He went on, “The best thing you can do is allow your team to grow, even if they make mistakes. That will happen when people are learning skills. But, going back to those systems and documents, if you give them operating instructions and knowledge, they will learn and grow. And then in them your culture and business will live on.” 

Check out the entire Affinity Webinar to learn more about succession planning.

By Cotney Consulting Group.

Crews take their cues from the top. If you bring structure, clarity and expectations, they bring performance.

You can tell a high-performing roofing crew within the first thirty minutes of arriving on a job. It’s not about who moves the fastest or who makes the most noise. It’s the order. The pace. The tone. The way they step onto the deck with purpose instead of wandering around waiting for direction. After 45 years in this industry — from laborer to operations manager to consultant — I’ve watched thousands of crews work, in every system, every climate and every level of complexity. And the best crews, regardless of the job or the market, share the same habits. 

High-performing crews don’t start the day guessing what they’re doing. They start with a plan. That plan begins long before the truck leaves the yard. A good foreman studies the drawings, walks the job, evaluates access, looks at the weather and reviews safety considerations before the crew ever climbs a ladder. By the time the truck rolls in, the crew already knows the order of work, where materials will be staged, how debris will be managed and what the first hour of production should accomplish. That clarity alone puts them miles ahead of the average crew. 

Most roofing delays aren’t caused by big problems — they’re caused by the first hour of confusion. High-performing crews eliminate that chaos. They unload in a specific sequence. They stage with intention, not convenience. They know that five minutes saved at the start of the day becomes an extra square or two by lunch, and those small gains compound across the entire project. 

Communication is another major difference. On a well-run crew, everyone knows their role and everyone lines up behind the foreman’s direction. You won’t hear shouting matches or long debates. You hear fast, clear direction. You see heads nod, not heads shake. Foremen on high-performing crews don’t bark orders — they establish expectations and keep the team aligned. They review the next steps before the crew finishes the current ones. They stay ahead of the work instead of reacting to it. That steadiness builds trust, and trust builds production. 

Consistency is the habit I see most often in successful crews. They don’t reinvent their process on each job. They set up the same way every morning. They keep walk paths clear. They maintain their tools and keep materials tight to the work area. Nothing is scattered. Nothing is improvised. When you watch them operate, you can see the discipline in every movement. They aren’t rushing, but they aren’t wasting a single step. Roofing is about repetition, and the crews that master their routine produce better, safer and with fewer mistakes. 

Leadership is the invisible engine behind all of it. A high-performing crew is never a coincidence — it’s the reflection of a strong foreman. The foreman sets the pace, the expectations and the culture. They hold the line on quality. They don’t tolerate shortcuts. They correct the small errors before they become big ones. They maintain a calm, steady presence when conditions change. And they care about the people on their crew — not just the work they produce. When a foreman leads well, the crew works well. It’s that simple. 

One of the clearest separators between good crews and great ones is how they handle problems. Every job throws surprises at you: bad decking, missing substrate, incompatible details, equipment failure, weather shifts, overlapping trades or unclear specs. Average crews stop everything and look around for someone else to solve it. High-performing crews don’t panic or freeze. They stabilize the situation, communicate quickly and work through what they can while escalating what requires leadership. That ability to stay productive under pressure is one of the main reasons high-level crews outperform others on jobs with similar labor counts and equipment. 

Another trait you’ll notice is crew chemistry. The best crews have a rhythm. They move like a unit. They don’t step on each other’s tasks. They stay aware of each other’s positions and pace. You can tell when a crew has worked together long enough to anticipate each other’s moves. They look out for each other’s safety, help newer members and share responsibility for the quality of the final product. That chemistry builds loyalty, and loyalty keeps turnover low. When a crew stays together year after year, their performance compounds. 

Training is also a major factor. High-performing crews didn’t get that way by accident — they were invested in, corrected and developed. Contractors who commit to training see the payoff daily: cleaner installations, fewer callbacks, stronger production numbers and safer operations. Crews can’t be expected to perform well if they’ve never been shown the right way. Training isn’t a cost. It’s an accelerant. 

Something else the best crews do differently: they think ahead. They don’t just focus on the square in front of them. They anticipate transitions, foresee conflicts and prepare materials before they’re needed. They don’t wait until the tear-off is complete to think about insulation layout. They don’t wait until the end of the day to organize tools. They operate with tomorrow in mind, not just today. That forward-thinking mindset keeps production smooth and minimizes downtime. 

Another consistent trait: pride. You can see it in the way they seal laps, the way they clean up, the way they handle details and the way they leave the job at the end of the day. High-performing crews take ownership of the roof. They want it to reflect well on them. They know their work is their signature, and they carry themselves accordingly. 

As contractors head into the busy season, it’s worth taking a hard look at your crews. The difference between an average crew and a high-performing one isn’t luck — it’s leadership, training, discipline, communication and culture. These are things you can influence. These are things you can strengthen. 

When a company commits to building high-performing crews, everything improves: production, quality, morale, safety, profitability and customer satisfaction. Crews take their cues from the top. If you bring structure, clarity and expectations, they bring performance. That’s how strong seasons are built. And that’s how strong companies stay strong. 

By Emma Peterson. 

APOC’s latest study quantifies the performance and profitability of roof restoration projects.  

In May of 2026, APOC, a leading liquid-applied roof restoration manufacturer and a member of ICP Building Solutions Group, released a new benchmark study all about the performance and profitability of roof restoration projects. The study compared restoration practices to traditional reroofing methods and showcased a shift that many contractors have experienced colloquially – that in an increasingly constrained labor and cost environment, restoration can be a powerful and profitable path forward.  

How the study was conducted 

This study is a part of APOC’s broader commitment to “innovation, education and industry leadership, equipping professionals with the tools, training and insights needed to maximize performance in the field.” In the study, APOC compared key performance indicators of 118 commercial roofing projects, noting which ones used restoration methods versus which went the traditional reroofing route. These indicators include profitability, labor efficiency, timeline and margin strength.  

The study was developed in partnership with Cotney Consulting Group, a roofing-specific consulting firm led by roofing leader John Kenney. John shared his thoughts about the importance of this survey, adding, “I’ve been in this industry for over 40 years, and most of that time it’s been widely accepted that restoration is the more profitable path when the roof supports it. But widely accepted and proven are two different things. This study closes that gap. Finish faster, run a smaller crew, keep more margin. That’s not theory anymore; now we can show you the numbers.” 

Key findings  

The numbers show that restoration delivered average gross margins around 43% (outperforming many reroofs which have typical margins between 30%–60%), required up to 85% less labor intensity than tear offs and could be completed with crews 1/3 smaller than reroof crews. These are just three examples of the study’s findings, which all support the idea that restoration “minimizes operational disruption for building owners, reduces project risk and supports scalability across a wide range of commercial roof sizes.” 

As Johnny Walker, a national technical manager at APOC, explained:  

At a time when contractors are under pressure to do more with less, this research provides clear, quantifiable evidence that restoration is not just a viable alternative, but it’s often the smarter business decision. At APOC, we’ve always believed in the power of restoration, when viable. Now we can show contractors exactly why it makes sense to their bottom line. 

Access the full restoration index report for free!

By Cotney Consulting Group.

How toolbox talks shape roofing culture.

If you want to know your company's safety culture, listen to a toolbox talk. This is not the scripted version, where everyone nods politely while thinking about the day ahead, but the honest ones, where supervisors lead by example, crews participate and honest conversations happen.

In roofing, where the work changes daily and conditions can shift by the hour, toolbox talks are more than a compliance requirement. They’re a culture check. Done right, they connect leadership and field crews, reinforce expectations and turn safety from a rule into a routine.

The power of a five-minute conversation

Roofers deal with daily hazards: heights, weather, materials, equipment and fatigue. No amount of paperwork or policy can replace the impact of a five-minute conversation that grounds a crew in the risks they’ll face that morning.

Toolbox talks aren’t about filling time or satisfying OSHA’s documentation trail. They’re about preparing people to make better decisions when it matters. A strong talk reminds everyone why safety matters, what’s changed on the site and the priorities before anyone picks up a tool.

It’s a leadership moment, and the best leaders treat it that way.

The difference between talking and connecting

Every safety professional has seen it happen: someone reads a generic safety sheet word-for-word, the crew stares at the ground and no one remembers a thing afterward. That’s not communication, that’s box-checking.

The best toolbox talks sound different. They’re conversational, relevant and built around shared experience. A good supervisor doesn’t just tell roofers what to do; they tell them why it matters. They ask questions like, “What hazards do you see today?” or “What part of this job feels riskier than usual?” Those simple questions open dialogue, build awareness and turn the talk into teamwork.

When workers contribute, they buy in. And when they buy in, safety becomes part of their thinking, not just what they’re told.

Make it real, not recycled

Crews can tell when a toolbox talk is recycled. Engagement drops fast if they’ve heard the same heat stress speech three times a month. Instead of repeating scripts, rotate topics and connect them to what’s happening on-site. 

For example: 

• If you’re tearing off a roof near power lines, discuss electrical hazards and safe clearances. 
• If you’re using new adhesive products, review chemical safety and PPE. 
• If you’re working under time pressure, focus on planning and pacing instead of shortcuts. 

Relevance builds credibility. A few well-prepared minutes before work saves hours of downtime, rework or injury later. 

Train your trainers 

Not everyone is naturally comfortable speaking in front of a crew. Supervisors need support and practice to deliver practical toolbox talks.

Invest a little time in training your supervisors to communicate clearly and confidently. Provide outlines or talking points, not scripts. Encourage them to share personal stories — a near miss, a lesson learned or a close call from experience. Real examples make safety relatable and show that everyone, even the boss, is learning.

Field leadership training should cover more than production and scheduling; it should also include communication. The most successful roofing companies understand that foremen are more than crew leaders; they’re culture carriers. 

Keep it consistent

Toolbox talks only work when they’re consistent. Sporadic communication sends the wrong message that safety is optional. Whether your crews meet daily or weekly, make sure talks happen on schedule, every time. 

Consistency builds trust. When workers know they’ll get regular updates, reminders and expectations, they stop tuning out and start anticipating the discussion. Over time, that predictability shapes habits, which are the foundation of culture. 

Encourage two-way feedback 

An excellent toolbox talk isn’t one-sided. Encourage questions, feedback and honest discussion. If someone points out a hazard or improvement idea, act on it. Ignoring feedback is the fastest way to destroy credibility. 

When workers see their suggestions lead to change, such as a better staging area, improved signage or safer ladder placement, they understand their voice matters. That’swhen safety becomes shared ownership rather than management oversight. 

The best supervisors don’t dominate the talk; they guide it. 

Document without losing focus 

Documentation is still necessary; it protects the company and proves compliance, but don’t let it overshadow the purpose. Keep sign-in sheets quick and straightforward. Focus on quality, not paperwork. 

A meaningful five-minute conversation backed by a one-page form is far more valuable than a half-hour lecture that nobody remembers. When you treat documentation as proof of engagement, not bureaucracy, your team sees safety as genuine, not forced. 

Evolve with your workforce 

Today’s roofing crews include a mix of generations, languages and experience levels. What connects with one group may miss the mark with another. Adapt your delivery to use visuals, demonstrations or bilingual materials when needed. 

Some topics work best hands-on: fall arrest checks, equipment inspections or ladder setup demonstrations. Others benefit from group input, like discussing near-misses or planning for weather changes. The goal isn’t to impress; it’s to communicate effectively with the people in front of you. 

From habit to culture 

The best roofing companies don’t see toolbox talks as isolated events; they see them as daily culture-building tools. Every conversation reinforces your standards, valuesand respect for the people doing the work. 

When safety communication becomes a habit, it builds trust. When that trust becomes consistent, it creates culture. 

Toolbox talks are where that happens, one conversation, one morning, one crew at a time. 

The board supports the RT3 mission and leads the organization in its efforts to educate and advance technology in the roofing industry. 

Roofing Technology Think Tank (RT3), a group of progressive roofing professionals focused on technology solutions for the roofing industry, announced Brad Strawbridge, founder & CEO of Capital City Roofing and co-founder and CEO of BuilderLync as its newest board member.

“The roofing industry is at a technology inflection point, and most contractors are still watching from the sideline. RT3 is the room where that gets changed,” said Strawbridge. “As a new board member, I am excited to help shape the next three years of contractor technology, not just sit in on the conversations about it.

Karen Edwards, RT3 executive director, commented, “Brad is bringing his passion for technology and love of the industry to the organization. We are excited to have him be part of our leadership team.”

Other board members continuing their service include:

• Wendy Marvin, Matrix Roofing & Home Solutions, president
• John Kenney, Cotney Consulting Group, treasurer
• Jon Gardner, Owens Corning, board member
• Rich Carroll, Carroll Consulting Group, board member
• Jeremy Dickmann, Apollo Primm Commercial Roofing, board member 

RT3 also extends its gratitude to Thomas Basch, Infinity Home Services, for his commitment to the organization during his term on the board.

Follow RT3 on social media for continuing updates and listen to the RT3 podcast on your favorite listening platform.

About Roofing Technology Think Tank (RT3)

Roofing Technology Think Tank (RT3) strives to find innovative technology solutions to be used within the roofing industry. RT3 provides insights from progressive thought leaders both inside and outside the roofing industry along with practical resources for implementing potential solutions successfully. The organization will encourage and enable contractors to embrace technology as they seek to grow their businesses. With a commitment to disseminate technology advancement information, RT3 will help build the professionalism and appeal of the roofing industry. Learn more at www.rt3thinktank.com.

By Emma Peterson.  

A conversation with John Kenney on preparing for the integration of robotics and automation. 

In a new Read Listen Watch® (RLW), Karen Edwards sat down with John Kenney to talk about robotics and automation in the roofing industry. John is the CEO of Cotney Consulting Group and no stranger to these types of foundational industry shifts, having been in the roofing world for over 45 years as a contractor prior to taking on his current role as a consultant.  

The first thing he emphasized about automation in roofing is that we are not going to be taken over by robots. He shared, “A lot of times when we get into these topics, people start thinking about robots taking over, or some other futuristic science fiction scenario, and that's really not where we're going.” 

So, what are we using robotics for? Many leading manufacturers, such as Hyundai Motor Group and Boston Dynamics, are investing in robotics and automation as long-term, scalable investments. John explained what is motivating these companies to take this step, saying, “We're getting to the point where major manufacturers are trying to solve issues like labor shortages, safety exposures and productivity pressures and the answer they are coming to is robotics.”  

These issues might sound very familiar to roofers, as they are the same issues that our industry has been facing for the last few decades. John shared some thoughts about this crossover of issues:  

Big factories are the proving grounds; they're a controlled environment which gives robotic companies a place to improve reliability, safety, movement, decision making and human interaction. So, the future I see is the further maturing of these systems and then the introduction of them into labor-intensive and high-risk industries with similar issues – like roofing...That doesn't mean that robots suddenly are going to show up replacing crews next year. But it does mean our industry is now officially on the radar, and it's time to start taking robotics and automation seriously.  

What can you do to prepare for the introduction of robotics? John recommends reviewing the core operations and procedures your business is built on. He explained, “You have to ask yourself whether your operations are ready for automation if it becomes practical. Because technologies don't fix chaos, they actually expose it. And that's a big thing people are starting to find out with things like AI...So as I always say, before you worry about things like robots, make sure your own workflows are functioning consistently from estimating all the way up to production.” 

Listen to the whole episode or Watch the recording to learn more about robotics and the roofing industry. 

By Emma Peterson. 

Catch up on the biggest industry stories from May 2026. 

This last May, The Coffee Shops™ crew has been working hard to keep up with all the news and developments of the industry, whether it’s new events, evolving technology, shifting regulations or something else! To help readers like you keep up with everything, we like to put together a list of the top articles each month so you can see what the industry has been talking about.  

This month, we saw multiple articles about artificial intelligence (AI) on our top ten list. In eighth spot was “Cutting through the noise around AI,” which highlights Patrick Garcia of SRS Distribution and Fred Castonguay of Reworked.ai’s insights into how business can use AI effectively. The other article, in the fifth spot on our list, explores the common fear of AI taking human jobs with Denver Riggleman, the co-founder and CEO of Hootl. 

This month’s top list also saw articles from Coffee Shops’ President Heidi J. Ellsworth and our friends at Cotney Consulting Group. In her article, Heidi shares how Thomas Roofing delivers both quality craftsmanship and community support. As for the Cotney Consulting Group article, it dives into the difference between business and profitability, emphasizing how successful contractors are the ones who operate with better habits.  

And in the top spot for the month is one of my articles about “how the Farnsworth Group fosters business growth by helping contractors and other professionals better understand the market around them.” 

May 2026 top article list 

10 - Thomas Roofing and Supply builds a legacy through family, quality and community by Heidi J. Ellsworth 

9 - The operational habits that separate profitable contractors from busy ones by Cotney Consulting Group 

8 - Cutting through the noise around AI by Emma Peterson 

7 - Kick off the summer with the SRS XTV Soccer Tour! by Emma Peterson 

6 - Investing in people, not just positions by Emma Peterson 

5 - Is AI coming for our jobs? by Emma Peterson 

4 - When your company grows beyond you by Emma Peterson 

3 - Beyond the roof: Taking care of families in need by Emma Peterson 

2 - Training as the foundation of a stronger roofing industry by Emma Peterson 

1 - Seeing the big picture by Emma Peterson 

By Jesse Sanchez. 

Proven methodologies outline how roofing sales professionals build trust, clarity and sustainable results across competitive markets. 

According to an article by John Kenney from Cotney Consulting Group, roofing sales success depends on disciplined methodology rather than installation expertise alone. John outlines core practices guiding roofing sales professionals toward stronger outcomes, focusing on communication, preparation and consistency. The article positions roofing sales as a consultative process built on understanding needs, expectations and decision drivers. 

The foundation begins with market awareness. John explains that researching weather patterns, materials and competitors allows sales teams to align conversations with regional realities. Early rapport also matters. Clear, confident interaction establishes trust quickly and sets expectations before technical details enter the discussion. Education follows, helping homeowners understand materials, warranties and maintenance without confusion. 

Technology plays a practical role throughout the process. Tools such as drone inspections, roof modeling and mobile applications support accuracy and transparency. Consistent follow up maintains momentum, allowing opportunities to ask questions while keeping projects moving forward. 

Compensation structures also shape performance expectations. John explains that roofing sales roles vary between commission only, base plus commission and draw against commission models. Understanding those frameworks affects motivation, planning and long-term satisfaction for sales professionals entering the field. 

Assessing customer needs remains a critical turning point. John stresses thorough inspections paired with open ended questions such as, “What issues have you noticed with your roof?” and “Are you interested in energy efficient roofing options?” Identifying pain points allows solutions to align with priorities rather than assumptions. 

Communication ties each phase together. John advises using simple language, visual aids and benefit focused explanations while listening actively. Structured sales methodologies then guide lead generation, presentations, closing and post sale follow up. Long-term success grows through delivering on promises, maintaining contact and educating customers consistently. 

Learn more about proven roofing sales methodologies that support trust driven conversations, consistency and measurable growth outcomes!

Roof Restoration Benchmark Report quantifies what contractors have long believed — restoration is often the smarter business decision.

APOC, a leading manufacturer of liquid-applied roof restoration solutions, announced findings from a new benchmark study that provides data validating the performance and profitability of roof restoration compared to traditional reroofing methods.

While experienced contractors have long thought that restoration could be the more profitable path when conditions allow, actual data to support this has been limited — until now. APOC’s latest research changes that.

Developed in partnership with Cotney Consulting Group, the study analyzed 118 commercial roofing projects and compared restoration methods with traditional reroofing approaches across key performance indicators including profitability, labor efficiency, time to completion and margin strength. The findings showcase a shift in how contractors can approach project delivery in an increasingly constrained labor and cost environment.

“At a time when contractors are under pressure to do more with less, this research provides clear, quantifiable evidence that restoration is not just a viable alternative, but it’s often the smarter business decision,” said Johnny Walker, national technical manager, APOC. “At APOC, we’ve always believed in the power of restoration, when viable. Now we can show contractors exactly why it makes sense to their bottom line.”

Key findings from the APOC Roof Restoration Index include:

• Significantly higher profit productivity: Restoration projects generated approximately 85% higher gross profit per crew day — due to smaller crew sizes and fewer days needed to complete a job — compared to reroofing benchmarks, with average returns of ~$8,000 per crew day versus ~$4,300.
• Major time savings: Restoration projects averaged ~8 crew days for a 30,000 SF roof, compared to 13 for recovery and up to 30 for tear-off, enabling faster project turnover and increased annual capacity.
• Improved labor efficiency: Restoration required up to 85% less labor intensity than tear-off methods and could be completed with crews approximately one-third smaller.
• Stronger, more consistent margins: Restoration delivered average gross margins around 43%, with typical ranges between 30%–60%, outperforming many reroofing scenarios.

The study further demonstrates that restoration minimizes operational disruption for building owners, reduces project risk and supports scalability across a wide range of commercial roof sizes.

As labor shortages persist and project backlogs grow, APOC’s research positions restoration as a strategic move for contractors seeking to improve efficiency, increase profitability and remain competitive in a rapidly evolving market. Industry estimates suggest that 30–50% of roofs** that are ultimately reroofed may instead be viable candidates for restoration, representing a significant potential market opportunity based on contractor evaluation patterns and field experience.

“I’ve been in this industry for over 40 years, and most of that time it’s been widely accepted that restoration is the more profitable path, when the roof supports it,” said John Kenney, research consultant, Cotney. “But widely accepted and proven are two different things. This study closes that gap. Finish faster, run a smaller crew, keep more margin. That’s not theory anymore, now we can show you the numbers.”

The Roof Restoration Benchmark Report is part of APOC’s broader commitment to innovation, education and industry leadership, equipping professionals with the tools, training and insights needed to maximize performance in the field.

To learn more about APOC’s roof restoration research and solutions, download the restoration report.

*Modeled benchmark based on anonymized contractor performance data and measured crew-day benchmarks; applies when the roof is a valid restoration candidate; not a guarantee of results.

** Estimate based on structured industry assessment, contractor decision patterns and commercial roofing field experience; not derived from a statistically sampled industry dataset. 

About APOC

APOC is part of the ICP Group and is a premier manufacturer of commercial and residential roofing, construction and maintenance products that maximize productivity, performance and energy efficiency. Based in Tampa, Florida, in business since 1913 and with 18 manufacturing plants in the United States, APOC is a global supplier of full-system, liquid-applied roof restoration products with local support and customer service. For more information, visit www.APOC.com.

About ICP

ICP Group is a leading specialty chemical manufacturer in North America and provides coatings, adhesives and sealants globally. With operations headquartered in Andover, Massachusetts, and multiple manufacturing facilities around the world, ICP serves multiple end markets, including building materials, specialty construction and sports surfaces. ICP is privately held and manufactures products under several recognized specialty groups. For more information, visit www.ICPGroup.com.

ICP is a portfolio company of Audax Private Equity.

By Jenny Yu.  

Contractors will gain practical insights from leading experts while connecting with top manufacturers and suppliers. 

The Florida Roofing and Sheet Metal Contractors Association (FRSA) is hosting its 104th Convention & Expo from June 10-12, 2026, at the Gaylord Palms Resort & Convention Center in in Kissimmee, Florida. With a strong lineup of sponsors and an educational program packed with timely topics, this year’s event is set to provide contractors with practical insights and valuable networking opportunities. 

A wide range of industry leaders are lending their support for the event, underscoring its importance across the roofing and metal construction sectors. Platinum sponsors include Eagle Roofing Products, ABC Supply and TAMKO®; while gold sponsors CertainTeed LLC, Polyglass and SOPREMA further highlight the depth of industry participation. Additional support from emerald sponsor Adams & Reese LLP; sapphire sponsors BITEC, Drexel Metals, MetalForming LLC and Sika Corporation; silver sponsor SRS Building Products; bronze sponsors Duro-Last®, IB Roof Systems™, PAC-CLAD Petersen and Roof Hugger; and affiliate sponsor, Roofing Contractors Association of South Florida (RCASF), reinforce the event’s focus on innovation, performance and contractor success. 

Educational sessions 

Education remains the cornerstone of the convention, with sessions designed to address today’s most pressing challenges in the industry while providing attendees with opportunities to earn CE credits. Legal and compliance topics are a hot topic with multiple sessions led by Trent Cotney, RoofersCoffeeShop® Influencer and partner at Adams & Reese LLP, including: 

• “Building an OSHA Inspection SOP” - Wednesday, June 10, 8:00 a.m. 
• “Roofing Legal, Labor and Policy Trends” - Wednesday, June 10, 12:30 p.m. and Friday, June 12, 7:00 a.m. 
• “Artificial Intelligence in Roofing” - Thursday, June 11, 7:00 a.m. 
• “ICE Raids and I-9 Audit Defense” - Thursday, June 11, 8:15 a.m. and Friday, June 12, 8:15 a.m. 

These sessions will provide contractors with actionable guidance on navigating regulations, mitigating risk and adapting to emerging technologies.  

Business operations are also a key focus. John Kenney, Influencer of The Coffee Shops™ and CEO of Cotney Consulting Group, will lead “Estimating for Small Business” on Wednesday, June 10, at 9:15 a.m. and Thursday, June 11, at 7:00 a.m., offering practical strategies to improve accuracy and profitability for contractors of all sizes. Meanwhile, Chad Westbrook, founder of Service Alignment, will present “Documenting a Roofing Project” on Thursday, June 11, at 9:30 a.m. and Friday, June 12, at 7:00 a.m., helping attendees strengthen processes that support accountability, communication and long-term project success. 

Additional sessions cover critical issues including Florida Building Code updates, metal roofing best practices and safety topics such as heat illness prevention. The “SkillsUSA: Build a Workforce Pipeline” session on Thursday, June 11, at 9:30 a.m., will also highlight strategies for developing the next generation of roofers, a growing priority for contractors facing ongoing workforce shortages. Together, these seminars provide well-rounded education opportunities tailored to both roofing and sheet metal professionals.  

Register to reserve your spot and take full advantage of everything the 104th FRSA Convention & Expo has to offer!