By Cotney Consulting Group. 

How extreme temperatures increase jobsite risk. 

Extreme heat doesn’t usually cause the first mistake on a job. It causes the second one. 

The missed step. 
The rushed movement. 
The decision felt fine at the moment, but it wasn’t. 

Crews understand heat. They work through it every summer. But familiarity is precisely what makes extreme heat dangerous. When temperatures climb, judgment drops long before anyone feels sick enough to stop working. That’s where risk quietly enters the jobsite. 

Heat changes how crews think, not just how they feel 

Most safety discussions around heat focus on hydration and heat illness, and rightly so. But heat also affects concentration, reaction time and decision-making. That’s where injuries begin. 

As temperatures rise: 

• Attention spans shorten 
• Shortcuts feel justified 
• Communication gets clipped 
• Small hazards get ignored 

Contractors don’t stop caring about safety in the heat; they get mentally overloaded. When crews are hot, tired and pushing production, even experienced workers can misjudge footing, skip tie-offs or rush material handling. 

This is why extreme heat must be treated as an operational risk, not just a health concern. 

The most dangerous hours aren’t always the hottest 

One of the biggest misconceptions is that heat risk peaks in the afternoon. In reality, some of the most dangerous moments happen earlier. Morning crews often push hard to “get ahead of the heat,” especially during busy seasons. Tear-offs move faster, staging gets aggressive and rest breaks are postponed. By mid-day, fatigue has already set in — even if the thermometer hasn’t peaked yet. 

Leadership needs to recognize this pattern. Heat-related risk builds cumulatively. Once it’s there, it doesn’t reset with a water break. 

Production pressure makes heat worse 

Extreme heat rarely works alone. It shows up alongside: 

• Tight schedules 
• Storm backlogs 
• Staffing shortages 
• Customer pressure 

When production pressure meets high temperatures, safety decisions get compromised. Crews hesitate to slow down. Foremen feel squeezed between deadlines and reality. Workers push through discomfort because “everyone else is.” 

That’s when leadership matters most. A strong safety culture permits crews to adjust pace without fear of punishment. A weak one silently encourages pushing through until something goes wrong. 

Practical adjustments that actually reduce risk 

Managing extreme heat doesn’t require complicated programs. It requires intentional adjustments to how work is planned and led. 

Effective companies: 

• Shift start times earlier only if rest periods are enforced 
• Rotate physically demanding tasks instead of assigning them to the same workers 
• Build heat considerations into daily planning, not last-minute reactions 
• Treat heat days as “high-risk days,” just like windy or icy conditions 

Most importantly, they empower supervisors to make real-time decisions without second-guessing how management will receive them. If the message is “get it done no matter what,” heat will win every time. 

Crew rotation isn’t a weakness, it’s risk control 

One of the most effective heat controls is also one of the most underused: Crew rotation. 

Rotating tasks: 

• Reduces fatigue-related errors 
• Keeps decision-making sharper 
• Prevents one worker from carrying the highest-risk load all day 

This isn’t about slowing production; it’s about sustaining it safely. A fatigued worker is slower, less accurate and far more likely to get hurt than a rested one. 

The foreman sets the tone 

Crews take their cues from field leadership. If the supervisor skips breaks, the crew follows. If the supervisor acknowledges heat risk and adjusts expectations, the crew does the same. 

Effective supervisors: 

• Call out heat risk early in the day 
• Reinforce pacing, not just output 
• Watch for behavioral changes, not just physical symptoms 
• Speak up when conditions demand adjustment 

Heat stress often manifests as irritability, impatience or silence before it manifests as illness. Those are leadership signals, not weaknesses. 

Extreme heat requires clear stop-work authority 

Every company should answer one question clearly: 

Who has the authority to slow or stop work due to heat? 

If the answer isn’t immediate and obvious, crews will default to pushing through. 

Clear stop-work authority: 

• Removes hesitation 
• Protects supervisors from pressure 
• Prevents injuries before they happen 

Stopping or slowing work due to heat is not a failure. Ignoring it is. 

Close the day the right way 

Heat-related incidents often happen late in the day when crews are tired and eager to finish. End-of-day tasks like cleanup, ladder removal and material staging deserve as much attention as installation. 

A simple end-of-day check-in helps: 

• “Are we rushing?” 
• “Are we tired?” 
• “Is tomorrow’s plan realistic given the forecast?” 

These conversations prevent tomorrow’s injury, not just today’s. 

Final thought 

Extreme heat doesn’t announce itself as danger. It blends into the day. It dulls judgment. It makes good workers take risks they normally wouldn’t. The companies that manage heat best don’t just hand out water; they adjust expectations, empower leaders and respect the limits of the human body. 

Heat will always be part of working outside. How you manage it determines whether it stays a condition or becomes an incident. 

By John Kenney, Cotney Consulting Group.  

The estimate is not finished until the final project review is complete and the lessons learned have been carried forward to the next opportunity. 

One of the biggest misconceptions in our industry is that estimating ends when the proposal is delivered or the contract is signed. It’s an understandable way to think because that's often how roofing companies are organized. Estimators bid work. Sales closes the opportunity, and then operations takes over. Everyone moves on to the next task. 

The problem is that roofing projects don't operate in departments. 

They operate as a continuous process, and the estimate is the foundation that everything else is built upon. When that foundation stops being part of the conversation after the job is awarded, companies begin losing something far more valuable than information. They lose alignment. 

I've often said that estimating is the first phase of project management. Over the years, I've become convinced it's even more than that. Estimating is the first operational decision the company makes about how a project will be built. Every assumption, every production rate, every material quantity, every labor hour and every note in that estimate tells a story about how someone believes the work will unfold. If those assumptions never make it beyond the estimating department, the field is forced to write its own story. 

That's where projects begin to drift. 

I've walked enough roofing projects over the past four decades to know that very few jobs go off track because of one catastrophic mistake. More often, they slowly move away from the original plan because information wasn't transferred, assumptions weren't challenged or conditions changed without anyone stopping to ask what those changes meant to the estimate. By the time accounting discovers a margin problem, the operational decisions that created it happened weeks earlier. 

The estimate should never be viewed as a pricing document alone. It should become the roadmap for the project team. It should explain not only what was sold, but how the estimator expected the work to be performed. That means identifying areas where production may slow, where access creates challenges, where sequencing matters or where coordination with other trades could affect labor. Those aren't simply estimating details. They're operational realities that the project manager and foreman need to understand before the first truck arrives on site. 

One area where I consistently see contractors struggle is the project handoff. Too often it becomes little more than transferring paperwork from one department to another. The estimate may be complete, but the conversation is missing. The estimator knows why labor was adjusted on one elevation, why an allowance was carried for questionable deck conditions or why certain details deserved extra attention. Unfortunately, much of that knowledge stays with the person who built the estimate. 

The project manager receives the documents. The foreman receives the work. Neither receives the thinking behind the estimate. That distinction is where profitable projects often separate themselves from disappointing ones. 

The best roofing companies I've worked with treat the handoff as an operational meeting rather than an administrative one. The discussion centers on risk, production strategy, sequencing and expectations. Estimators explain where they believe the project could become difficult. Operations shares field considerations that may require adjustments. Everyone leaves with the same understanding of what success should look like before work begins. 

Those conversations are rarely long, but they are incredibly valuable. 

Another mistake contractors make is assuming that once the estimate is complete, there is nothing left to learn from it. I believe the opposite is true. The estimate should continue to evolve throughout the life of the project. As production begins, actual labor performance should be compared to the original assumptions. Material usage should be reviewed. Unforeseen conditions should be documented. Every significant deviation becomes information that strengthens future estimates. 

Without that feedback loop, estimating becomes isolated from reality. 

Think about how many times contractors say, "Labor keeps getting harder to predict." 

The question I usually ask is, "What did your last twenty projects teach your estimating department?" 

Sometimes the answer is silence. Not because the information doesn't exist. Because no one ever captured it. 

Estimating improves when operations teaches it. Operations improves when estimating listens. The two departments shouldn't operate independently. They should function as partners pursuing the same objective: building profitable projects. 

Technology has made estimating faster than ever before. Artificial intelligence can assist with takeoffs. Digital platforms organize drawings in seconds. Software identifies quantities with impressive speed. These are meaningful advancements, and contractors should embrace tools that improve efficiency. But technology still can't explain why production slowed on the west elevation after lunchtime because the staging area became congested. It can't tell you why one foreman consistently exceeds estimated production while another struggles under similar conditions. It can't recognize the subtle operational lessons that experienced people identify after completing hundreds of projects. 

That knowledge only comes from connecting estimating with execution. 

One lesson I've learned after spending a lifetime in this industry is that estimators should occasionally leave the office. Walk active jobs. Attend project reviews. Listen to foremen explain what helped production and what slowed them down. Watch how crews actually install the systems you estimate every day. Those experiences change the way estimates are built because they replace assumptions with understanding. 

The same principle applies in reverse. Project managers and field leaders should understand how estimates are developed. When they appreciate the reasoning behind production assumptions and labor calculations, they become far more effective at protecting the margins established by the estimate. 

The strongest roofing companies I've known don't treat estimating, operations and project management as separate functions. They see them as different chapters of the same story. Each depends on the one before it, and each influences the one that follows. 

When that mindset becomes part of a company's culture, something interesting happens. The estimate stops being viewed as a bid that won the work and starts becoming the operational blueprint that guides it. Decisions become more consistent. Communication improves. Production aligns more closely with expectations. And perhaps most importantly, the next estimate benefits from everything the last project taught the company. 

That's how estimating becomes more than a department. It becomes a continuous process of learning, refining and improving. 

The proposal may be submitted. The contract may be signed. But the estimate should never be finished until the final project review is complete and its lessons have been carried forward to the next opportunity. 

Because the best estimators don't just win projects. They help build better roofing companies. 

By Cotney Consulting Group.

Managing stress during high-traffic roofing seasons. 

Every roofing company has a season when everything feels urgent. Phones ring nonstop. Backlogs grow. Crews are stretched thin. Weather windows close fast. Customers want answers yesterday. Busy seasons are good for business, but they’re also when safety risk quietly increases. Not because crews forget how to work safely, but because stress changes how decisions are made. 

In roofing, stress isn’t just personal. It’s operational. And if it’s not managed deliberately, it shows up as shortcuts, miscommunication and injuries. 

Stress builds before anyone talks about it 

High-traffic seasons don’t start with chaos. They start with pressure. Longer hours. Fewer days off. Faster turnarounds. Crews feel it first, often before management does. 

Typical early signs include: 

• Rushed job starts 
• Shortened or skipped toolbox talks 
• Increased rework 
• Irritability on site 
• Less communication between crews and supervisors 

None of these screams “safety issue” on its own. Together, they create conditions where mistakes become more likely. 

Why stress affects safety more than experience does 

Experienced roofers aren’t immune to stress-related errors. In fact, experience can sometimes make things worse. When workers feel confident, they’re more likely to push through fatigue or pressure, assuming they can manage it. 

Stress affects: 

• Focus and attention 
• Reaction time 
• Risk perception 
• Decision-making under pressure 

That’s when minor hazards get ignored and “just this once” becomes a pattern. 

Production pressure changes behavior 

During peak seasons, production often becomes the unspoken priority even when safety policies say otherwise. Crews sense it. Foremen feel it. Decisions get made to keep jobs moving. 

Common pressure points include: 

• Tight weather windows 
• Customer deadlines 
• Staffing shortages 
• Equipment sharing between crews 

When everything is urgent, nothing feels optional, including safety steps that “take too long.” Strong leadership acknowledges these pressures openly instead of pretending they don’t exist. 

Leadership sets the pace — literally 

Crews move at the pace leadership allows. If supervisors rush, crews rush. If breaks disappear, fatigue builds. If concerns are brushed aside, silence follows. 

Effective leaders during high-traffic seasons: 

• Reinforce realistic expectations 
• Protect rest periods 
• Adjust schedules instead of forcing unsafe speed 
• Encourage crews to speak up without fear 

This isn’t about slowing the business down. It’s about sustaining performance without sacrificing people. 

Communication breakdowns multiply risk 

Stress shortens conversations. Instructions get rushed. Assumptions replace clarity. 

Missed details lead to: 

• Improper staging 
• Incomplete tie-offs 
• Poor access planning 
• Conflicting work activities 

Short toolbox talks or skipped briefings save minutes but cost awareness. During busy seasons, communication needs to increase, not disappear. 

Watch for the “end-of-day” effect 

Many stress-related incidents happen late in the day. Crews are tired. Everyone wants to finish. Cleanup, access and final tasks get rushed. 

Supervisors should be vigilant during: 

• Late afternoons 
• End-of-week pushes 
• Weather-driven deadline days 

These moments require more attention, not less. 

Build stress management into planning 

Managing stress isn’t about motivational speeches. It’s about planning work in a way that respects limits. 

Practical steps include: 

• Staggering start times 
• Rotating high-intensity tasks 
• Scheduling recovery days after heavy workloads 
• Ensuring crews aren’t repeatedly assigned the most demanding jobs 

When planning absorbs stress, crews don’t have to. 

Stress is contagious — so is calm 

Crews take emotional cues from leadership. Calm supervisors steady jobsites. Frantic ones amplify pressure. 

The best leaders during peak seasons: 

• Stay composed 
• Make clear decisions 
• Communicate often 
• Back safety-based calls 

That calm travels faster than stress ever will. 

Final thought 

Busy seasons will always test roofing companies. Demand will spike. Time will compress. Pressure will rise. 

The companies that get through these periods safely aren’t the ones who push hardest; they’re the ones who manage stress intentionally. They treat pace as a safety decision. They protect communication. They recognize fatigue before it becomes failure. 

In roofing, urgency never excuses injury. How you manage pressure determines whether a busy season ends as a success or a setback. 

By Cotney Consulting Group. 

Why roofing crews are getting flagged, and how you can avoid it.

Many roofing contractors are surprised when an OSHA inspector brings up silica exposure. After all, most roofers don’t think of themselves as “silica trades.” They’re not mining, blasting or pouring concrete, silica citations are appearing on roofing jobsites across the country, often when contractors least expect them. 

The reason is simple: silica exposure doesn’t come from what roofers install. It comes from what they cut, grind and remove. And in today’s enforcement environment, OSHA is paying close attention. 

Silica exposure is hiding in plain sight 

Crystalline silica is present in many materials roofing crews work around regularly, including: 

• Concrete roof decks 
• Masonry parapets and walls 
• Clay and concrete tiles 
• Mortar, grout and brick 
• Some coatings and aggregates 

Any activity that disturbs these materials, cutting, grinding, drilling or demolition, can release fine silica dust into the air. These particles are small enough to be inhaled deeply into the lungs, where they can cause severe, long-term health damage. 

The danger isn’t always obvious. Silica dust can be invisible, especially outdoors, leading crews to underestimate their exposure. 

Why roofing crews are getting cited 

Most silica citations in roofing aren’t the result of blatant disregard. They happen because contractors don’t realize their work activities fall under OSHA’s silica standard. 

Standard citation triggers include: 

• Cutting concrete or masonry with dry saws 
• Grinding surfaces without dust control 
• Demolition work during tear-offs 
• Using compressed air to clean dusty areas 
• Failing to provide respiratory protection when required 

Inspectors don’t need to measure air samples to issue a citation. If OSHA observes tasks known to generate silica dust without controls in place, enforcement can happen on the spot. 

The standard is task-based, not industry-based 

One of the most misunderstood aspects of OSHA’s silica rule is that it’s task-based. It doesn’t matter whether roofing is your primary trade. If your crew performs tasks known to generate silica dust, the standard applies. 

That’s why roofers are often caught off guard. A single saw cut through a concrete curb or parapet can be enough to trigger scrutiny if controls aren’t in place. 

The expectation is clear: employers must anticipate silica exposure and manage it proactively. 

Simple controls make a big difference 

The good news is that silica exposure is manageable when appropriately addressed. Most compliance failures stem from a lack of planning, not a lack of resources. 

Effective controls include: 

• Using wet cutting methods to suppress dust 
• Employing tools with integrated dust collection systems 
• Positioning workers upwind when possible 
• Limiting time spent performing high-dust tasks 
• Providing appropriate respiratory protection when required 

Even basic measures can significantly reduce exposure. What matters most is that controls are intentional, consistent and documented. 

Respiratory protection isn’t optional 

When engineering controls aren’t enough, respiratory protection becomes mandatory. This is where many roofing companies fall short. 

If respirators are required, employers must: 

• Provide the correct type of respirator 
• Ensure proper fit testing 
• Train employees on use and limitations 
• Maintain a written respiratory protection program 

Handing out masks without a program is not compliance. It's another citation is waiting to happen. 

Training is the missing link 

Many silica violations stem from crews simply not knowing the risk exists. If workers don’t understand when silica exposure is present, they can’t protect themselves. 

Training should cover: 

• What silica is and where it’s found 
• Tasks that create exposure 
• Proper use of controls and PPE 
• Health risks associated with inhalation 

This training doesn’t have to be complicated, but it does have to be specific to the work being performed. 

Silica exposure is a long-term risk 

Unlike many job hazards, silica doesn’t usually cause immediate symptoms. Damage builds slowly over time, which makes it easy to dismiss until the consequences appear years later. 

That long-term nature is precisely why OSHA enforces silica rules aggressively. The agency views prevention as non-negotiable. 

Roofing contractors who take silica seriously protect not only their workers, but their company’s future liability. 

What supervisors should watch for 

Field leadership plays a critical role in silica prevention. Supervisors should watch for: 

• Dry cutting or grinding without controls 
• Dust clouds forming during work 
• Improvised tools or shortcuts 
• Workers removing respirators too soon 

When supervisors intervene early, problems stay small. When they don’t, citations and injuries follow. 

Final thoughts

Silica citations aren’t limited to large contractors or industrial jobs. They’re showing up on everyday roofing projects because exposure often goes unnoticed. 

The contractors who avoid these citations aren’t doing anything extreme. They’re planning, using the right tools, training their crews and recognizing that dust control is part of modern roofing work. 

Silica exposure may be invisible, but OSHA’s attention to it isn’t.

By Cotney Consulting Group.  

Wildfire smoke has become an operational concern that many Canadian roofing contractors can no longer treat as an uncommon event. 

By mid-July 2026, hundreds of active wildfires were burning across Canada, with elevated fire danger affecting several northern and central regions. Smoke from those fires was also reducing air quality far beyond the immediate fire zones. 

For roofing contractors, the impact is not limited to projects located near an active fire. 

Smoke can travel hundreds or even thousands of kilometres. A roofing crew may be working under a clear-looking sky while still being exposed to unhealthy concentrations of fine particulate matter. Transportation routes can be disrupted. Employees may be affected at home. Customers may postpone work. Deliveries may be delayed. Evacuation orders can change access to an entire region with little notice. 

Wildfire smoke must therefore be treated as more than a weather problem. It is a worker-safety, scheduling, documentation and business-continuity issue. 

Smoke exposure is a roofing hazard 

Roofing crews perform strenuous physical work in outdoor conditions. Workers climb ladders, carry materials, move equipment and install roof systems while exposed to sun, heat, wind and changing weather conditions. 

Wildfire smoke adds another layer of risk. 

The primary concern is fine particulate matter known as PM2.5. These particles are small enough to travel deep into the lungs and can affect respiratory and cardiovascular health. Wildfire smoke may also contain carbon monoxide, volatile organic compounds and other contaminants produced as vegetation, buildings and equipment burn. 

Health Canada advises that wildfire smoke can affect health even at low levels and that air quality may be poor even when workers cannot see or smell smoke.  

That point is important for roofing supervisors. The absence of a heavy visible haze does not automatically mean conditions are safe. 

Employees exposed to smoke may experience coughing, throat irritation, headaches, shortness of breath, dizziness, chest discomfort or unusual fatigue. Workers with asthma, heart disease and other medical conditions may face greater risks, but healthy workers can also be affected when smoke concentrations rise. 

Roofing contractors should not wait until employees become visibly ill before adjusting the work. 

Monitor conditions before and during the shift 

The Air Quality Health Index provides current and forecast health-risk information for communities across Canada. During wildfire-smoke events, the calculation may be adjusted to use hourly PM2.5 concentrations to reflect rapidly changing smoke conditions and their health risks. 

Someone within the company should be responsible for checking the AQHI before crews are dispatched and periodically throughout the day. That responsibility should not be left to chance. 

Conditions can change quickly as the wind shifts or smoke settles closer to the ground. The reading taken during the morning safety meeting may not reflect the conditions the crew faces several hours later. 

Supervisors should also pay attention to local air-quality statements, evacuation alerts, road closures and emergency notices issued by provincial, territorial and municipal authorities. 

The AQHI should support the contractor’s hazard assessment. Still, it does not replace the need to evaluate the physical demands of the work, individual worker exposure, local conditions and applicable occupational health and safety requirements. 

Monitoring is only useful when the company has already decided how it will respond. 

Contractors should establish action levels for modifying work, reducing strenuous activity, shortening shifts, increasing rest periods or suspending outdoor work. Those decisions should reflect applicable provincial or territorial occupational health and safety requirements, available public health guidance and the conditions affecting the individual project. 

Canada does not have one national rule governing every roofing project. Requirements and enforcement responsibilities vary among jurisdictions. Contractors must confirm the applicable rules in the jurisdiction where the work is being performed. 

Heat and smoke must be evaluated together 

Wildfire smoke frequently arrives during periods of high temperature and dry weather. That combination deserves special attention. 

Workers breathing faster because of heat and physical exertion may inhale more smoke. Respirators, protective clothing and other controls can also increase heat strain when improperly selected or managed. 

The solution cannot simply be telling employees to work through the conditions while wearing more personal protective equipment. The contractor may need to change the work itself. 

More demanding tasks can be scheduled during the best available air-quality periods. Crews can be rotated. Shift lengths can be reduced. Breaks can be increased. Workers can be provided with a clean-air or filtered recovery area away from rooftop exposure. 

Water must remain readily available. Workers should be encouraged to report symptoms early, without feeling as though they are letting the crew down. 

Respiratory protection may be required when exposure cannot be adequately controlled through scheduling, reduced exertion, relocation or suspension of work. When respirators are used, they must be selected for the hazard and incorporated into a properly managed respiratory-protection program. Depending on the respirator and jurisdiction, this may include worker instruction, fit testing, medical assessment, inspection, storage and replacement requirements. 

A dust mask handed out at the morning meeting is not a complete respiratory-protection strategy. 

Protect the roof when work must stop

Stopping work due to smoke does not relieve the contractor’s responsibility to protect the building. That is especially important when the crew has opened an existing roof or left materials, equipment and partially completed work exposed. 

Every project should have a shutdown plan. 

The plan should identify how the crew will secure loose materials, protect roof openings, complete temporary tie-ins, remove ignition sources and make the site weather-resistant before leaving.  

Supervisors must also understand how much time is required to secure the roof. A contractor should not continue installation until the last possible minute and then discover there is not enough time to protect the building safely. 

Materials and equipment may also require attention. Smoke, ash and airborne debris can contaminate roof surfaces, adhesives, insulation and stored materials. Contractors should follow the manufacturer's requirements before installing products that may have been exposed to or contaminated. 

Once conditions improve, the roof should be inspected before work resumes. 

The crew may need to clean surfaces, evaluate stored materials, check temporary protection and confirm that changing weather has not created additional hazards. 

Document every disruption

Wildfire smoke can cause legitimate production delays, but undocumented delays often escalate into project disputes. 

Contractors should maintain records of AQHI readings, air-quality advisories, local emergency notices, evacuation orders, access restrictions, work modifications, crew impacts, customer notifications, photographs, material delays and revised schedules. 

Documentation should begin when the disruption occurs, not weeks later when someone asks why the project is behind schedule. 

Contracts may contain notice requirements for delays, changed conditions, emergencies or events outside the contractor’s control. Those requirements often include strict deadlines and specific methods of notification. 

Wildfire conditions should not automatically be assumed to qualify as force majeure or guarantee additional compensation. The contract language, facts and jurisdiction will determine the parties’ rights and responsibilities. 

Contractors should review significant contractual or insurance questions with qualified Canadian legal and insurance professionals. The project manager’s responsibility is to create a clear and timely record. 

Expect secondary operational effects 

A project does not need to be in an evacuation zone to be affected by a wildfire. 

Road closures and emergency restrictions may change delivery routes. Employees may be unable to report due to their families' or communities' being affected. Suppliers may experience interruptions. Hotels and temporary accommodations may be occupied by evacuees or emergency personnel. Fuel availability and transportation schedules can change. 

The contractor should review upcoming work and identify where one disruption could affect multiple projects. 

• Are critical materials being shipped through an affected region? 
• Are alternate suppliers available? 
• Can deliveries be moved forward? 
• Does the company have another qualified crew that can support the project? 
• What happens if a project manager, superintendent or key operator becomes unavailable? 
• Which customers must be notified first? 

The purpose is not to predict every possible outcome. It is to identify the few failures that could stop the company from operating. 

Build wildfire response into the company plan 

Emergency planning is often focused on what happens at the jobsite. Wildfire conditions require a broader view. The company’s plan should address workers, projects, vehicles, records, technology and customer communication. 

Emergency contact information should be current. Employees should know how the company will communicate when normal operations are interrupted. Project records should be accessible remotely. Important documents should be backed up. Managers should know who has authority to suspend work, move crews, authorize emergency purchases and communicate with customers. 

Contractors operating in higher-risk areas should also consider how they will respond after the immediate emergency. 

Demand for temporary repairs and restoration work may rise quickly. Existing customers may need priority service. Building owners may request inspections before contractors have sufficient labour available to respond. 

That demand can look like an opportunity. It can also overwhelm a company. 

Roofing contractors should resist accepting more emergency work than they can safely inspect, document, schedule and complete. Overcommitting during a regional event leads to rushed decisions, poor communication, quality failures and unpaid work. 

The contractor’s first responsibility is to protect its people and to uphold its existing obligations. 

Leadership matters most when conditions change 

No policy can account for every smoke event, fire location or project condition. Someone still has to make the decision. 

Good supervisors recognize when the original plan no longer fits the conditions. They listen when workers report symptoms. They understand that stopping for safety is not a failure of production management. 

It is production management. 

Roofing companies cannot control where wildfires occur or where the smoke travels. They can control whether they monitor the conditions, prepare their supervisors, protect their workers, document disruptions and communicate with their customers. 

Wildfire smoke is now part of the operating environment for many Canadian contractors. The companies that prepare for it will protect more than a day’s production. They will protect their workers, their projects and their ability to keep operating when conditions change. 

By John Walker, APOC.

Compared with traditional tear-offs and reroofs, roof restoration has emerged as a cost-effective, minimally disruptive and effective option for professional roofing contractors and their customers alike.

Reroofing a commercial building can be a cumbersome but necessary task for major structures anywhere. Such projects can last for weeks, cause disruption to internal activities and can invite the potential for installation error that can compromise long-term performance. 

But the truth is that a full reroof is not always as necessary as it may seem. And that means opportunity for both roofing contractors and their customers.  

Commercial roof restoration has emerged as a increasingly viable alternative for any roof type. Restoration techniques that are performed with high-quality materials are effective in ensuring commercial roofs regain and maintain their full performance potential over the course of their lifetimes and at a fraction of the cost for a full replacement. Not only does restoration reduce the likelihood of failure, but it also extends the longevity of your commercial roof, regardless of type.  

Recent research proves this to be true. Cotney Consulting Group, a business consulting firm specializing in the commercial roofing industry, recently conducted a thorough study comparing commercial roof restoration performed with high-performance coatings versus reroofing, including recover and tear-off methods. The results were significant, showing that roof restoration can lead to improved profit productivity, enhanced labor efficiency, greater time efficiency and stronger margins for contractors.  

Indeed, restoration can be an effective and profitable strategy. In this article, we’ll explore how to determine if a roof is a good candidate for restoration, the basics of sound restoration techniques and specific findings from the Cotney Consulting Group’s report. Let’s explore:  

Determining if a roof is a good restoration candidate 

First, contractors must determine if the existing roof is in good enough condition for restoration techniques to be effective. To start, a good rule of thumb is that roofs that are 20%-25% (or more) saturated will likely need to be replaced in their entirety based on varying building codes and standards. But a thorough assessment of the roof is necessary to get the full picture.  

This process begins with a visual inspection, which should involve clearing off any trash or accumulated debris that could disguise hidden problem areas. Some initial clues may include:  

• A splitting membrane that is visible to the naked eye for experienced professionals
• A soft area underfoot that is an indicator of saturated insulation
• Rusted, rotted or cracked decking that can be seen from the inside of the building
• Ponding water that could indicate structural sagging in the deck

Infrared thermography along with field verification can be deployed for a more thorough assessment of wet insulation. Small, hand-held infrared cameras are great for smaller roofs. For very large roofs, aerial infrared photography, when possible, can be effective.  

Visual findings should be confirmed through a series of tests, including:  

• A peel adhesion test that can help determine the viability of coating solutions
• Core cutting, which while destructive, can be eye-opening, helping to validate the visual moisture survey and helping to confirm how many layers of roofing actually exist
• Wind uplift testing when necessary can be used to determine the state of the membrane—remember that membranes can become decimated by a storm but may stay in place

Finally, a licensed structural engineer should be retained if there is any evidence of structural failure or additional loading on the roof (condensing units, blowers, metal screens, ballasted antennas, etc.).  

When the roof inspection is complete, it’s time to determine a path forward. Roofs with low to moderate damage and saturation levels are often good candidates for roof restoration rather than a full reroof and can be a cost-effective option when the circumstances call for it. Reroofs will be required in more extreme scenarios such as elevated levels of insulation saturation, decking deterioration and more. 

Evaluating a building’s needs 

In addition to the physical characteristics and condition of the roof, it is also worth evaluating the anticipated service life of the building.  

Not every structure merits the same level of repair work. For example, a small retail store that sits in the path of a proposed freeway expansion might not need a repair that ensures 20 years of performance. A major museum in the hub of a cultural district, by contrast, will require a long-term solution.  

Also worth consideration is potential expansion plans for the structure. It is generally more economical to reroof a structure in conjunction with an expansion rather than splitting the project across multiple years. The need for roof access and the impact on building operations can be greatly reduced if both projects can be performed at the same time. 

In any case, proven repair solutions are available to best suit the needs of the given situation. 

The basics of roof restoration 

It’s helpful to explore the basics of roof restoration and the benefits restoration can bring for contractors and building owners alike when compared to tear-off and replacement jobs. Generally, a restoration project looks like this: 

1 - Contractors can begin by removing any debris and thoroughly cleaning the roof (performed in conjunction with your initial assessment and inspection) to best uncover areas that are to be repaired and to create a workable surface for the rest of the project.  

2 - A high-performance primer is applied to the roof membrane to ensure good adhesion for patching, stain blocking and rust inhibition.  

3 - A high-performance patch system is applied to seal the roof and ensure all parts of the system are watertight and deliver reliable waterproofing protection.  

4 - Supplemental protective coatings can be applied to better protect against common forms of roof damage, helping to ensure greater overall longevity for the roof system. 

This work generally does not require specialized equipment and does not leave the building interior exposed while the job takes place. And if you can successfully bring an existing roof back up to its original performance level with restoration methods, you can move on to your next job more quickly. 

It’s also important to remember that performing quality restoration work requires sourcing reliable, proven products from a trusted supplier. High-performing primers, coatings, adhesives, caulks, sealants and other materials will help to ensure longevity and performance your customers can trust.  

Major benefits for contractors 

In its recent study, Cotney Consulting Group sought to compare restoration with reroofing based on four key factors: Profit productivity, time efficiency, labor efficiency and margin strength. The study evaluated 118 commercial roof restoration projects, analyzing actual costs, contract value and gross profit metrics. This data was cross-referenced with historical project data from the National Roofing Contractors Association (NRCA) and adjusted for inflation. 

The findings were significant, including: 

Improved profit productivity. Findings showed that restoration generates ~85% higher modeled gross profit per crew day vs. reroof options. Further, restoration can deliver nearly double the profit per crew day compared to reroofing. From a dollar perspective, restoration averages ~$8,000 in gross profit per crew day compared to ~$4,300 for reroof projects. 

Enhanced labor efficiency. Results showed that restoration can require materially lower labor intensity—up to ~85% less vs. tear-off benchmarks. Time on job decreases significantly as well, with restoration requiring up to ~50% fewer labor hours than recover scenarios. For contractors, these figures show that restoration jobs can be performed with a 33% smaller crew required compared with reroof projects. 

Greater time efficiency. Restoration averages ~eight crew days compared to 13 for recovery and 26–30 for tear-off. Findings also showed that restoration can be completed in roughly one-third the time of tear-off projects. These results were consistent across a range of building square footages. 

Stronger margins for contractors. Results found that restoration generates stronger average gross margins compared to study comparison ranges for reroof alternatives by a weighted average gross margin of ~43%. That can make a major impact for roofing contractors and their businesses. 

Overall, roof restoration offers commercial building owners a practical, cost-effective way to extend roof life and restore performance without the disruption and expense of a full replacement. For roofing contractors, it also represents a valuable growth opportunity that can help meet customer needs, strengthen long-term relationships and support a more profitable business.

By Cotney Consulting Group.

Turning compliance into culture on roofing jobsites.

Safety isn’t just a program, a manual or a meeting. It’s what happens when leadership, training and accountability come together on a jobsite day after day, without exception. Yet, too often in roofing, safety culture gets reduced to slogans and paperwork. Crews sit through meetings, sign forms and nod in agreement, but the real question remains: Is safety part of how your people work or just something they’re told to care about? 

The difference between compliance and culture can't be overstated in an industry where one mistake can have life-altering consequences. Compliance checks boxes. Culture changes behavior. And when it’s built the right way, it doesn’t fade when the safety director leaves the site; it sticks. 

It starts at the top, but lives in the field 

Safety culture always begins with leadership, but it can’t survive on directives alone. Crews will mirror what they see, not what they’re told. When management cuts corners, workers notice. When supervisors wear their harnesses correctly, insist on clear walk paths and follow lockout procedures, that behavior becomes contagious. 

The best leaders don’t have to shout about safety — they show it. They stop unsafe work even when it slows production. They hold their supervisors accountable. They clarify that safety isn’t a line item — it’s a core value. 

If safety feels like an “extra task,” leadership hasn’t made it part of the workflow. The companies that get it right build safety into planning, scheduling, budgeting and bonus structures, not as a side note, but as a measure of operational excellence. 

Train for thinking, not just remembering 

Many companies still treat safety training as a compliance exercise, one-size-fits-all PowerPoints and sign-in sheets. That’s not how adults learn, and it’s not how safety culture grows. 

Real training teaches people how to think, not just what to memorize. It explains why procedures exist and how to make the right call when something goes wrong. It gives crews ownership. 

Toolbox talks shouldn’t be monotone lectures; they should be discussions. Ask the crew where they see risks that morning. Let them identify hazards and solutions. If your people are engaged, you’ll learn more from a 10-minute conversation than from an hour-long presentation. 

Measure what matters 

You can’t improve what you don’t track, but too many companies measure safety by what doesn’t happen: “no incidents this quarter.” That’s not culture, that’s luck. 

Instead, measure what drives results: 

• Training completion rates 
• Near-miss reporting 
• Supervisor engagement in field audits 
• Employee participation in safety planning 

If you’re not tracking these leading indicators, you’re reacting instead of leading. Numbers matter, but the correct numbers tell a story about prevention, not just performance. 

When workers see leadership tracking what they do right, not just punishing mistakes, the tone changes — accountability shifts from fear to ownership. 

Turn conversations into action 

Safety culture fails when communication dies. A company can have the best-written safety manual in the industry, but if nobody listens, it’s useless. 

Great contractors close that gap. They use feedback loops from toolbox talks to post-job debriefs to turn small observations into meaningful change. When a crew reports an issue and sees it corrected, they learn that their voice matters. When they report it and nothing happens, they stop talking. 

Every supervisor should ask a weekly question: “What’s making your job unsafe, and what can we fix?” Then follow through. That’s how you create a safety culture in real time. 

Respect the realities of roofing work 

Roofing isn’t an easy trade. Heat, heights, weather and constant movement create challenges that other industries don’t face. Workers deal with fatigue, changing crews and pressure to hit production targets. Pretending otherwise hurts credibility. 

True safety leaders respect that reality. They don’t push for “perfect compliance”; they build realistic systems that make safety practical. That might mean designing more efficient material layouts to reduce trips, rotating crews during heat waves or ensuring breaks are enforced even when schedules are tight. 

Culture isn’t created by preaching perfection; it’s built by removing excuses. 

Recognize and reinforce 

Culture thrives on reinforcement. Positive recognition works far better than punishment regarding long-term behavioral change. Recognize crews that identify hazards early, maintain clean worksites or report near-misses. Make it public and genuine. 

Incentive programs should reward the right things, such as proactive safety behavior, not just “no injury” streaks. Rewarding luck breeds silence, while rewarding participation builds engagement. 

Accountability is the glue 

No safety system survives without accountability. That doesn’t mean discipline for its own sake; it means clear expectations and consistent follow-through. 

It can't be brushed off when a worker ignores PPE rules or skips a pre-lift check. Respectful corrective action reinforces standards. As importantly, management must hold itself accountable when a deadline pushes unsafe behavior; leadership owns that, too. 

Safety culture doesn’t crumble from one mistake. It erodes from inconsistency. Every time a rule is enforced one day and ignored the next, your credibility weakens. 

A strong safety culture doesn’t happen by hiring the right person or posting the right sign. It occurs when every level of your company, from ownership to apprentice, understands its role and takes pride in doing the job right. 

Compliance is the floor, culture is the ceiling and the difference between the two is leadership that practices what it preaches. 

In roofing, you can’t build trust or longevity without safety that sticks. When safety becomes second nature, planned, practiced and led by example, you’re not just running safer crews. You’re running a better business. 

By Cotney Consulting Group.

When execution is controlled, roofing jobs don’t fall apart after the sale, they perform the way they were intended to from the start.

Most roofing jobs don’t fall apart because of bad work. They fall apart because of what happens or doesn’t happen after the sale is made. 

From the outside, everything looks good. The job is sold. The contract is signed. Materials are ordered. Crews are scheduled, but somewhere between the handshake and the first day on the roof, control starts to slip. By the time leadership realizes it, the job is already behind, costs are climbing and everyone is reacting instead of managing. 

The problem usually isn’t effort. It’s a transition. 

The sale of a roofing job is a handoff point, and it’s one of the most fragile moments in the entire operation. Estimating finishes its work. Sales celebrates the win. Operations inherits the project. If that transition isn’t deliberate and structured, the job begins with gaps that are difficult to close later. Essential details get lost. Assumptions go unstated. Risks aren’t fully communicated. The job moves forward, but without alignment. 

One of the most common breakdowns happens when the estimate never truly becomes an execution plan. Numbers are provided, but context is missing. Production expectations are assumed rather than explained. Access challenges are mentioned casually, if at all. Known risks are buried in notes or live only in the estimator’s memory. When the foreman and project manager don’t fully understand how the job was envisioned, they’re forced to improvise. Improvisation is rarely profitable. 

Another issue is the separation between sales and operations. Sales teams often focus on closing the deal rather than on how the job will be built. Sometimes promises are made unintentionally that don’t align with field realities. Tight schedules, flexible phasing or expanded scope may sound reasonable in conversation, but they carry real operational consequences. When those expectations aren’t reconciled before work begins, operations is left managing a mismatch between what was sold and what can realistically be delivered. 

Jobs also fall apart when roles and responsibilities aren’t clearly defined after the sale. Project managers assume supervisors will handle specific issues. Foremen assume the office is managing coordination. Vendors assume someone else is tracking deliveries. When responsibility is vague, accountability disappears. Problems don’t get addressed early because no one is sure who owns them. By the time leadership steps in, the job has already absorbed unnecessary cost. 

Scheduling pressure makes this worse. Roofing companies are often eager to get started, especially during busy seasons. Jobs get pushed onto the calendar before materials arrive, before permits are secured or before crews are properly briefed. The urgency to “get going” overrides the need to get organized. The job technically starts, but execution stumbles right out of the gate. 

Communication gaps compound the problem. Early warning signs are missed because no one is consistently checking in. Small delays aren’t discussed. Minor issues aren’t documented. Crews adapt quietly until the adaptation becomes a deviation from the plan. By the time the problem is visible on a cost report or schedule update, it’s no longer small. 

High-performing contractors approach the post-sale phase differently. They treat it as a critical stage of the project, not a formality. The job doesn’t truly begin until the estimate, scope, assumptions, schedule and risks have been reviewed with the project team. Supervisors are brought into the conversation early. Expectations are clarified. Questions are encouraged. The goal is alignment, not speed. 

These contractors also establish control early. They confirm access, verify material deliveries, review sequencing and document conditions before crews mobilize. They don’t assume everything will go according to plan, but they prepare for what won’t. That preparation prevents minor issues from turning into major disruptions. 

Another key difference is follow-through. Strong companies check in on jobs early and often. They don’t wait for problems to escalate. They look for signs of drift and correct them quickly. That discipline keeps jobs from unraveling slowly while everyone is too busy to notice. 

Roofing jobs rarely fail all at once. They fail through a series of small misses that add up over time, missed communication, unclear expectations, rushed starts, undefined responsibility. Each one on its own seems manageable. Together, they create jobs that feel harder than they should. 

The sale isn’t the finish line. It’s the starting point. Contractors who understand that put as much discipline into the transition as they do into winning the work. When alignment happens early, execution follows naturally. 

And when execution is controlled, roofing jobs don’t fall apart after the sale—they perform the way they were intended to from the start. 

By Cotney Consulting Group.

Most roofing companies don’t fail because they lack ideas. They fail because they struggle to execute the ones they already have. 

Nearly every contractor Cotney Consulting Group works with can explain what they want their company to look like. They want better crews, tighter jobs, more substantial margins, fewer fires to put out and more control over their operations. They talk about improving estimating, tightening project management, strengthening leadership and reducing rework. On paper, the strategy makes sense. In conversation, the vision is usually clear. But somewhere between intention and reality, execution breaks down. 

That gap is where most roofing companies live. 

Execution problems rarely announce themselves as execution problems. They show up as missed schedules, blown labor budgets, frustrated crews, unhappy customers and leadership constantly reacting instead of leading. Contractors often assume the issue is people, weather, material delays or market conditions. Those things matter, but they are rarely the root cause. The real problem is that the operation doesn’t consistently turn decisions into disciplined action. 

Strategy is comfortable. Execution is not. 

It’s easy to say you want better estimating. It’s harder to enforce scope reviews, production assumptions and risk recognition on every bid. It’s easy to say project managers should “stay on top of jobs.” It’s harder to give them the structure, authority and expectations needed to control cost, communication and change. It’s easy to talk about accountability. It’s harder to define it clearly and apply it consistently when production pressure mounts. 

In roofing, execution lives in the small decisions made every day. It lives in how the job is handed off from estimating to operations. It lives in whether the foreman truly understands the plan or is expected to figure it out on the roof. It lives in whether issues are addressed early or allowed to grow until they become expensive. These aren’t strategic failures. They’re operational ones. 

One of the most significant execution gaps is the handoff between departments. Estimating finishes the job, sales closes it and operations inherits it — often with incomplete information, unclear assumptions or missing context. The estimate might be technically sound, but if production expectations aren’t communicated, materials aren’t staged correctly or access limitations aren’t discussed, the job starts behind before the first square is installed. Execution doesn’t fail because the strategy was wrong. It fails because the process didn’t carry it forward. 

Another common issue is the belief that experience alone will fill the gaps. Contractors assume that seasoned foremen, project managers or estimators will “just know” what to do. Sometimes they do. Sometimes they don’t. Even experienced people need structure. Without transparent processes, expectations and communication, execution becomes inconsistent. One job runs smoothly, while the subsequent ones struggle, even with the same people involved. That inconsistency erodes confidence and profitability. 

Execution also suffers when leadership lives too far above the work. Owners and senior managers spend time planning growth, pursuing new markets or refining pricing strategies, but they don’t always see how those decisions land in the field. When leadership doesn’t stay connected to day-to-day operations, minor breakdowns go unnoticed until they become big problems. Execution requires visibility, not just vision. 

Another factor is overload. Roofing companies are busy by nature, and many operate in a constant state of urgency. When everything feels critical, nothing receives the attention it deserves. Meetings get skipped. Job reviews get postponed. Documentation gets rushed. Crews get sent out without complete clarity. Over time, that pace becomes normal, and execution quietly degrades. The company stays busy, but control slips. 

Strong roofing companies approach execution differently. They don’t rely on motivation or memory. They rely on repeatable habits. They define how work moves from estimating to operations. They clarify expectations for project managers and supervisors. They review jobs consistently, not just when something goes wrong. They treat execution as a discipline, not an afterthought. 

These companies also understand that execution isn’t about perfection. It’s about consistency. Jobs don’t need to be flawless to be profitable, but they do need to be managed the same way every time. Crews need clear direction. Project managers need authority and accountability. Estimators need feedback from the field. When those loops are closed, execution improves naturally. 

Perhaps most importantly, strong contractors accept that execution is leadership’s responsibility. It can’t be delegated away. Systems help, but systems only work when leadership reinforces them. When expectations are clear, followed and reinforced, people rise to them. When they’re vague or optional, execution becomes uneven. 

As the industry moves into another busy year, it’s worth taking an honest look at where your company struggles. Chances are, the strategy isn’t the issue. The ideas are there. The goals are clear. The real question is whether your operation consistently turns those ideas into action. 

Roofing companies that master execution don’t necessarily work harder. They work with more clarity. They reduce friction between departments. They eliminate guesswork. They create structure where chaos once lived. Over time, that discipline shows up in production, profitability and morale. 

Execution isn’t exciting. It doesn’t get headlines. But it’s the difference between companies that stay busy and companies that remain profitable. And in roofing, that difference matters more than any strategy ever will. 

Por Emma Peterson, traducido por Jessica Bravo.  

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

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

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

El corazón del evento 

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

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

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

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

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

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

Eventos adicionales y más 

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

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

Regístrate y asegura tu lugar 

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

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

¡Conoce más sobre el WRE 2026!