By Cotney Consulting Group. 

Technical skill may earn someone the opportunity to lead. It does not automatically prepare that person for leadership. 

The roofing industry has always depended on people who understand the work. They know how systems fit together, how water moves, where details fall short and what it takes to complete a project under difficult conditions. That technical knowledge remains essential, but it is no longer enough by itself. 

The next generation of Canadian roofing leaders will be expected to manage labour shortages, compressed construction seasons, evolving technology, regional differences, increasingly complex contracts and customers who expect more information, faster decisions and stronger accountability. 

They will need to understand the roof. They will also need to understand the business that delivers it. That requires a broader definition of leadership. The strongest future leaders will combine technical credibility with financial judgement, communication, planning, people development and operational discipline. 

Technical skill may earn someone the opportunity to lead. It does not automatically prepare that person for leadership. 

Leadership must be developed across five areas 

Future roofing leaders should be developed across five connected areas: technical knowledge, financial understanding, operational control, people leadership and strategic judgement. 

1. Technical knowledge allows the leader to understand how the work should be performed. 
2. Financial understanding connects project activity to margin, cash flow and company performance. 
3. Operational control turns plans into consistent execution. 
4. People leadership builds capable teams and develops the next level of responsibility. 
5. Strategic judgement helps the leader decide which opportunities, risks and investments support the company’s long-term direction. 

Strength in only one area may produce a capable specialist. It does not produce a complete leader. 

A technically excellent superintendent who cannot develop people may struggle to build a stable team. A financially capable manager who does not understand field conditions may accept schedules or margins the company cannot deliver. A strong communicator without operational discipline may create confidence without producing dependable results. 

Leadership development should build the complete capability required by the role. 

Experience must be converted into judgement 

Roofing leaders develop through experience. They learn from difficult projects, changing weather, material failures, customer pressure and the daily realities of managing people in the field. 

Experience is valuable because it builds pattern recognition. An experienced leader can often see a problem developing before it becomes visible to everyone else. The danger is assuming that time in the industry automatically creates good judgement. Experience only becomes useful when it is examined. 

Leaders should understand why a project succeeded, why another lost money and which warning signs were ignored. They should be able to explain the reasoning behind a decision rather than relying only on instinct. Senior leaders should explain not only what decision they made, but why they made it, what alternatives they considered and which risks influenced the outcome.  

That is how judgement becomes transferable rather than remaining personal experience locked inside one individual. A senior manager who says, “You will understand after twenty years,” may be correct, but the company cannot wait twenty years to prepare every future leader. The organization must turn experience into teachable decision-making. 

Technical excellence remains the foundation 

A roofing leader does not need to perform every field task at the highest level. The leader must still understand how the work is built. That includes systems, details, materials, sequencing, quality control, safety, production and maintenance. 

Without technical credibility, it becomes difficult to challenge unrealistic schedules, evaluate field concerns or support the people responsible for installation. Technical knowledge also protects the company from decisions that look good on paper but fail in practice. 

A leader should understand when a detail cannot be built as drawn, when a material choice creates installation difficulty and when weather or substrate conditions require work to stop. 

The next generation should not replace technical knowledge with management language. It should build management capability on top of technical understanding.  

Roofing remains a construction business. Leadership must stay connected to the roof. 

Leadership requires financial understanding 

Every operational decision has a financial effect. Crew size affects labour cost. Production affects margin. Schedule delay affects equipment, supervision and cash flow. Material handling affects waste, while documentation affects payment and change-order recovery. 

Future leaders must understand those connections. They do not all need to become accountants. They do need to read job-cost information, understand gross margin and recognize when project performance is moving away from the estimate. 

A project manager who knows only whether the work is on schedule does not have a complete picture. A superintendent who knows only how many square metres were installed does not know whether the project is performing profitably. A service manager who tracks only revenue may overlook labour efficiency, callback cost and unbilled work. 

Financial understanding allows leaders to connect field activity with business results. That connection is essential for better decisions. 

The estimate must become an operating plan 

Many future leaders will enter management through estimating, project management or field supervision. They should understand how those functions connect. 

The estimate is not only a price prepared to win the work. It is the first operating plan for the project. It contains assumptions about labour, materials, equipment, schedule, access, subcontractors, waste and risk. The project team should understand those assumptions before work begins. 

Future leaders must be able to compare estimated production with actual performance and determine why the two differ. A labour overrun may result from poor production, missed scope, weather, change, access or unrealistic estimating. Those causes require different responses. 

Leaders who do not understand the estimate can only react to the final result. Leaders who understand it can manage performance while there is still time to change the outcome. 

Future leaders need cross-functional exposure 

Leadership development should include planned exposure to estimating, project handoff, field production, job-cost review, customer communication and closeout. A future executive who has never seen how an estimate becomes fieldwork will have blind spots. A field leader who has never reviewed financial results may not fully understand the impact of operational decisions. 

Cross-functional exposure helps future leaders understand how one department’s decisions affect another.  

A late submittal can delay purchasing. An unclear estimate can create a weak handoff. Poor field documentation can prevent the company from recovering a legitimate change. An incomplete closeout can delay final payment and the release of the holdback. 

The objective is not to make every leader an expert in every department. It is to ensure that leaders understand the complete operating cycle well enough to make decisions that support the company as a whole. 

Communication is a production skill 

Communication is sometimes treated as a soft skill. In roofing operations, it directly affects production. 

A missed instruction can result in rework. An unclear handoff can delay purchasing. A poorly documented condition can weaken a change order. A supervisor who does not communicate the daily plan can leave a crew working hard without working efficiently. 

Future leaders must be able to communicate upward, downward and across the organization. They need to explain field realities to executives, company expectations to crews and project conditions to customers. That requires more than sending messages. 

Good communication confirms understanding. The leader should know whether the other person received the information, understood the decision and knows what action is expected. The best leaders are not always the loudest people in the company. They are often the people who make complex situations clear. 

Leadership is not the same as authority 

A title gives someone authority. It does not guarantee leadership. 

People follow leaders who are consistent, competent and fair. They need to know that standards will be enforced, decisions will be explained and commitments will be honoured. 

Future leaders must understand the difference between directing work and developing people. A supervisor can force compliance for one day. A leader builds a team that performs consistently even when the leader is not watching every task. 

That requires trust, but trust is not created by avoiding difficult conversations. It is created by addressing problems fairly, recognizing good work and following through on what was promised.  

Leaders should not expect accountability from others while making excuses for themselves. The standard begins with the person responsible for enforcing it. 

People development must become part of the job 

The Canadian roofing industry cannot solve its leadership needs only by hiring experienced managers from other companies. There are not enough of them. Contractors must develop more people internally. 

That means leadership development cannot remain an informal process reserved for employees who happen to attract the owner’s attention. Companies should identify potential leaders early and give them structured opportunities to grow. 

A strong installer may begin by leading a small task. A foreperson may be given responsibility for daily planning and documentation. A project coordinator may gradually take on customer communication and cost review, while a junior estimator may participate in handoffs and post-job analysis. 

The goal is not to promote people before they are ready. It is to give them the experiences required to become ready. Development should include coaching, training, feedback and increasing responsibility. A company that waits for leadership ability to appear fully formed will wait too long. 

The best craftsperson may not be the best supervisor 

Roofing companies often promote their strongest technical employee into supervision. Sometimes that works well. Sometimes it creates two problems. The company loses an excellent craftsperson and gains an unprepared supervisor. 

Technical skill does not automatically include planning, coaching, conflict resolution, documentation or financial understanding. The person being promoted should receive support before the transition, not only after problems appear. 

The company should explain how the new role is different. A supervisor is no longer responsible only for personal production. The supervisor is responsible for the performance of the team. That requires patience, communication and the ability to correct work without destroying confidence.  

Some technically strong employees may decide that leadership is not the path they want. The company should respect that choice and create ways to recognize technical expertise without requiring every skilled worker to become a manager. 

Leadership and craft mastery are both valuable. They are not the same career. 

Technology must support better decisions 

Future roofing leaders will work with more technology than previous generations. Estimating platforms, project management systems, field applications, drones, digital measurements, customer portals and artificial intelligence will continue to influence the industry. 

Leaders must know how to use those tools. They must also know what the tools cannot do. 

• Technology can organize information, improve visibility and reduce administrative delay. It cannot replace judgement. 
• A dashboard may show that labour is over budget. The leader still has to determine why. 
• A digital inspection may identify a condition. Someone still has to decide what action is appropriate. 
• Artificial intelligence may help summarize information or produce a draft. The company remains responsible for accuracy, context and final decisions. 

Future leaders should be comfortable with technology without becoming dependent on it. The objective is not to use every new tool. It is to use the right tools to improve execution and decision-making. 

Data must lead to action 

Many companies collect more information than they use. They track labour, production, safety, quality, change orders, service calls and financial performance. The problem is not always a lack of data. It is the absence of a management process around it. 

Future leaders should know which measurements matter to their role and what action is required when performance changes. A weekly report that no one discusses does not improve the company. A dashboard that contains twenty indicators but identifies no priority creates noise. 

Leaders should be able to answer three questions. 

1. What is happening? 
2. Why is it happening? 
3. What are we going to do about it? 

Data becomes valuable when it supports action and accountability. It should help the company identify problems earlier, not merely explain them after the project is complete. 

Regional awareness will matter more 

Canadian roofing leaders often operate across large and varied markets. Climate, labour availability, transportation, regulation, building practices and customer expectations can differ substantially between regions. 

Future leaders must understand that a successful operating model in one market may not transfer unchanged to another. They should know when company standards must remain consistent and when regional adaptation is necessary. Safety expectations, quality control and financial discipline should not weaken as the project progresses.Production assumptions, logistics, workforce plans and customer communication may need to change. 

Leaders working across regions must also avoid managing entirely from the head office. Local knowledge matters. The strongest approach combines company standards with people who understand the regional environment. 

Canadian leadership requires jurisdictional awareness 

Canada does not operate under one uniform set of construction and occupational health and safety requirements. Provinces and territories establish and administer many of the rules that affect roofing work. Municipal requirements, owner standards and project-specific conditions may impose additional obligations. 

Future leaders do not need to memorize every rule in every jurisdiction. They do need to understand that requirements must be verified. A manager who assumes that the home province’s process applies everywhere can expose the company to avoidable risk. 

Jurisdictional awareness should be part of tender review, project planning, safety preparation and workforce mobilization. Leaders should know when to seek qualified legal, safety, design or technical advice. Recognizing the limit of personal knowledge is part of good leadership. 

Contract awareness cannot remain in the office 

Contracts affect field decisions. Schedule obligations, notice requirements, change procedures, documentation, delay responsibility, testing and closeout all influence project performance. Future leaders must understand the parts of the contract that affect their work. 

A project manager should know when notice is required. A superintendent should understand which conditions must be documented, and a foreperson should know when changed work should not proceed without direction. 

The company should not expect field leaders to interpret complex legal language on their own. It should translate contract requirements into practical operating instructions. 

Contract awareness is not about turning every leader into a lawyer. It is about ensuring that daily decisions do not weaken the company’s position. 

Accountability requires defined authority 

People cannot be held responsible for outcomes they do not have the authority to influence. Future leaders should understand what decisions they are expected to make and which decisions require approval. 

• Can the project manager authorize overtime? 
• Can the superintendent move labour between projects? 
• Can the service manager approve a customer credit? 
• Can the foreperson stop work when conditions are unacceptable? 

Unclear authority creates delay and frustration. It also encourages employees to avoid responsibility because they do not know where their role ends. 

Companies should define decision rights by position. The objective is not to eliminate communication with senior leadership. It is to keep every routine decision from waiting for the owner. A scalable company cannot require one person to approve everything. 

Leaders must learn to manage capacity 

Growth creates pressure to accept more work. Future leaders must understand that backlog is not the same as available capacity. The company may have enough work but not enough estimators, project managers, supervisors, crews, equipment or working capital to execute it properly. 

Leaders should be able to identify the constraint before it becomes a crisis. That may require delaying a start, declining an opportunity, using a qualified subcontractor or shifting resources from a lower-priority project.  

Capacity management is not only an executive responsibility. Project leaders influence it through accurate schedules, realistic forecasts and early communication. The company cannot make good decisions when every project is reported as being on track until the day it falls behind. Future leaders must be willing to communicate capacity problems before the answer becomes obvious. 

Difficult conversations are part of leadership 

Leadership includes conversations that many people would rather avoid. A crew member may not be meeting expectations. A project manager may be failing to documentchanges. A customer may be demanding work outside the contract, or a senior employee may be resisting a new process. 

Ignoring the issue rarely makes it disappear. Future leaders must learn how to address performance directly and professionally. The conversation should identify the concern, explain the required standard and establish what must change. It should focus on behaviour and results rather than a personal attack. 

Leaders also need to listen. A performance problem may reveal inadequate training, unclear direction, poor planning or a resource shortage. Accountability does not mean assuming every problem is the employee’s fault. It means identifying the cause and taking appropriate action. 

Leadership development needs an individual plan 

Future leaders should not all be developed through the same generic program. Each person should have an individual plan based on the role being considered, current strengths, experience gaps and the decisions that person must eventually be able to make. 

One employee may need a stronger understanding of finance. Another may need experience managing people, presenting to customers or planning work across several projects. The plan should identify specific assignments, training, coaching and review points.  

A future project manager may need to lead a handoff, prepare a cost forecast and manage a difficult customer conversation. A potential operations leader may need experience reviewing backlog, allocating labour and participating in financial planning. 

Progress should be reviewed regularly. The plan should change as the individual demonstrates capability or new gaps become visible. Leadership development becomes more effective when progress is intentional rather than dependent on whatever experience happens to become available. 

Succession must be planned before it is urgent 

Many roofing companies depend heavily on one owner, estimator, operations leader or senior superintendent. That person may hold years of knowledge that has never been documented or transferred. The risk becomes visible when retirement, illness, growth or an unexpected departure forces someone else to take over. 

Succession planning should begin before a vacancy exists. The company should identify critical roles, potential successors and the experience each person still needs.Future leaders should be included in planning meetings, contract reviews, customer discussions and financial conversations before they inherit full responsibility. 

They should also be allowed to make decisions and learn from controlled mistakes. A successor who has only observed leadership has not yet practised it. Succession is not complete when a name appears on an organization chart. It is complete when the person can perform the role. 

Senior leaders must be willing to let go 

Leadership development can fail even when the company has capable people. The owner or senior manager may continue making every important decision. Future leaders are given titles but not authority. They are held responsible for performance but overruled whenever their decisions differ from the owner’s preferences. 

That is not delegation. It is dependence with additional steps. 

Senior leaders must establish expectations, define limits and allow others to operate within them. They should review outcomes without controlling every action. Mistakes will occur. The purpose of controlled delegation is to enable learning while keeping the risk manageable. 

A company cannot build independent leaders while rewarding only obedience. The next generation needs guidance. It also needs room to lead. 

Leadership development should be measured 

Companies measure sales, production and margin. They should also measure whether leadership capacity is improving. That does not require a complicated system. The company can track whether future leaders are completing training, taking on broader responsibilities, improving documentation, managing budgets and developing other employees. 

Regular performance discussions should include leadership behaviours as well as project outcomes. A manager who meets the budget while driving good employees away is not creating long-term value. A supervisor who maintains strong morale but ignores quality or accountability is also incomplete. Leadership performance should reflect results, standards and team development. 

The objective is not to create another scorecard that no one uses. It is to ensure that leadership development receives the same attention as other business priorities. 

The industry must present a real career path 

Roofing needs to attract and retain capable people. That becomes easier when employees can see a future. A career path should show how someone can grow from entry-level work into skilled installation, supervision, estimating, project management, service, safety, training or executive leadership. 

Not every person will follow the same route. The company should explain what skills, experience and performance are required for advancement. Employees should know that growth depends on more than years of service. It requires learning, reliability, communication and increasing responsibility.  

The roofing industry offers meaningful careers. Future leaders should be prepared to explain that opportunity to young workers, career changers and people who may never have considered construction. Recruitment improves when the industry can show not only the first job, but also where that job can lead. 

The next generation must be broader, not less technical 

The future roofing leader will need more skills than previous generations. That does not make technical knowledge less important. It makes the leadership role broader. 

The next generation must understand roofing systems, production, safety, quality and field conditions. It must also understand financial performance, contracts, technology, data, communication, regional differences and people development. 

No individual will master every subject immediately. Strong leaders know where their expertise ends and when to involve others. They continue learning because the business continues changing. 

Canadian roofing companies that invest in structured leadership development will be better prepared to manage growth, regional complexity and workforce transition.Those that rely on a small number of experienced people to carry all the knowledge will remain vulnerable. 

The industry will always need people who know how to build roofs. Its future will depend on people who also know how to build organizations capable of delivering them. 

By John Kenney, Cotney Consulting Group. 

How roofing contractors should plan for slower growth, uneven demand and continued volatility.

If you are having trouble deciding what the economy is telling you right now, you are not alone. The signals do not agree. 

Total nonfarm payroll employment declined by 23,000 jobs in July, while construction added 22,000. The unemployment rate edged down to 4.1%, even as labor-force participation remained at 61.4%. The broader economy is still growing, but not rapidly. Real GDP increased at a 1.5% annual rate in the second quarter, down from 2.1% in the first quarter. 

National construction backlog still looks reasonably healthy, yet architecture billings remain weak. Some contractors are carrying significant amounts of work, while others are telling me their runway is getting noticeably shorter. Data centers and power-related construction continue to perform extremely well, while several traditional commercial and residential markets remain much softer. 

Depending on which number you look at, you can make a case that the economy is still growing, the labor market is weakening or construction is holding up better than other sectors. All three can be true at the same time. 

That is a difficult environment to plan around, but it does not make planning impossible. I do not believe the current data tells us a severe recession is inevitable. I also do not believe it gives roofing contractors much reason to assume everything will work itself out. 

The more prudent position is somewhere in between. For business planning, I would operate on the assumption of slower growth, increasingly uneven demand, continued cost volatility, and elevated policy risk, while maintaining sufficientliquidity and operating flexibility to handle a genuine downturn if several of these pressures converge. 

That may not be the most exciting forecast, but it may be the most useful one. 

The headline economy is not the contractor economy 

One of the biggest mistakes business owners can make is assuming national economic statistics describe what is happening inside their company. They do not. Roofing contractors do not operate at the national average. 

They operate within a specific geographic area, serve a particular customer base, operate in certain market sectors, and depend on specific general contractors, owners, manufacturers, and suppliers. That means two roofing companies located a hundred miles apart can experience completely different economies. 

One contractor may be heavily exposed to data centers, health care, power generation or public-sector work and have more opportunities than the company can reasonably pursue. Another may depend heavily on retail, traditional office, private development or residential construction and find projects moving slower, owners hesitating, and competition becoming much more aggressive. 

Both companies are operating in the same national economy. They are simply experiencing different versions of it. That distinction matters when preparing a business plan. 

The question should not simply be, “How is construction doing?” The better question is, “How are the markets we depend on doing?” 

Construction is splitting into different markets 

The current backlog numbers illustrate the problem. Associated Builders and Contractors reported national construction backlog at 8.8 months in June. On the surface, that appears healthy. Look deeper, and the story becomes more complicated. 

Contractors involved in data-center work reported a backlog of 11.0 months, compared with 8.5 months for contractors without data-center exposure. Earlier in the year, ABC also reported that backlog growth was concentrated among the largest contractors, while smaller revenue groups showed weaker year-over-year results. 

That tells me we do not have one construction market right now. We have several. Data centers remain extremely strong, power-related construction continues to attract significant investment, and certain infrastructure and institutional sectorsremain active. 

At the same time, parts of manufacturing, private commercial development, office construction, and residential activity remain under pressure. Strong markets are becoming even stronger, while weak markets are becoming even weaker. 

The national average sits somewhere between the two and may accurately describe neither. That is why roofing executives need to understand their own market mix much better than they understand the national average. 

Backlog may be sending the wrong signal 

I have always paid close attention to backlog. It is one of the most important forward-looking indicators for a roofing company, but backlog must be understood correctly. A contractor can have plenty of work under contract and still have a production problem developing. 

I believe there are really three kinds of backlog. Reported backlog is the work you have under contract. Executable backlog is the work you realistically expect to move into production during the period planned. Profitable backlog is executable work that still meets the company’s margin expectations. 

Those numbers are not always the same. A roofing contractor may have a large project under contract today that is not scheduled to reach the roofing scope for another six months. If financing, permitting, another trade or the general construction schedule pushes that project back another 90 days, the project technically remains in backlog. However, the crew that was supposed to start that roof in October still needs somewhere to work. 

That is the difference between reported backlog and executable backlog. 

In my work with roofing and specialty contractors, I generally consider a quality, executable backlog of six months or more a healthy operating position. When the backlog approaches three months, I want leadership to monitor the bidding pipeline, award timing, and project start dates very closely. When it approaches two months, I become concerned because a single project delay, a lost award or a customer financing issue can quickly create a production gap. 

That is not a published national industry standard. It is an operating benchmark developed from years of managing and advising roofing companies. 

Right now, I am hearing more concern from roofing contractors around the country about shorter backlog visibility, delayed starts, and work that does not feel as certain as it did several months ago. That field feedback deserves attention. 

A contractor with nine months of reported backlog but only four months of reliably executable work has a four-month problem, not a nine-month solution. 

Labor is weakening without becoming easy 

The labor market is sending another mixed signal. National hiring has slowed significantly. May and June payroll gains were revised lower, and total nonfarm employment declined in July. Labor-force participation has also fallen since the beginning of the year. 

Those are legitimate signs of a cooling labor market, but roofing contractors should not assume that means skilled people will suddenly become easy to find. They will not. 

A slower national economy may increase the number of people seeking work, but it does not automatically create experienced roofing estimators, project managers, superintendents, service technicians or foremen. Those skills take years to develop. 

Our industry is also dealing with a generational transition as experienced people retire and companies compete for a limited pool of proven talent. That creates another planning challenge. 

Contractors should be cautious about adding overhead simply because they expect future growth. They should be equally cautious about cutting experienced people too quickly because the economic headlines turn negative. Replacing a strong estimator or project manager twelve months from now may be much more difficult than retaining that person through a slower period. 

The forward pipeline deserves attention 

Backlog tells us what contractors already have. Architecture and design activity can tell us something about what may be coming. That is why I believe the Architecture Billings Index deserves attention. 

The June Architecture Billings Index came in at 47.3, remaining below the 50 level associated with growth. Architecture-firm backlog also declined from 6.6 months in the first quarter to 6.3 months in the second quarter. 

I would not use that information to predict a construction collapse. I would use it as another reason not to become complacent. Design work occurs well before construction, and when design activity remains weak for an extended period, it can eventually result in fewer projects reaching the bidding stage. 

That becomes particularly important as contractors begin developing their 2027 budgets. The work you are installing today was often designed and financed many months ago. The condition of the design pipeline today may tell us more about the opportunities available next year. 

Delays may matter more than cancellations 

There is another issue I believe contractors sometimes underestimate. Projects do not have to disappear to hurt your business. They only need to move. 

Contractor surveys this year have continued to show a significant number of projects postponed, scaled back or canceled. From an operational standpoint, a postponement can sometimes be nearly as disruptive as a cancellation. 

Imagine you have a $2 million roofing project scheduled to begin in October. The owner still intends to build it, the contract still exists, and the project remains in your backlog. But financing problems push the start into February. 

Your backlog report may barely change, while your October production schedule changes dramatically. Now you have crews without the work you expected, equipment sitting idle, overhead continuing, and cash flow shifting. Other jobs may need to be accelerated to fill the hole. 

That is why contractors need to talk with general contractors and owners about more than whether a project is still active. Ask whether the start date is still realistic. That conversation can be far more valuable than simply looking at the backlog report. 

Costs have not returned to normal 

A slowing economy would be easier to manage if costs were declining at the same time. That is not necessarily the environment contractors are operating in. 

July’s inflation reports are a good example of why the headlines can be misleading. Consumer prices rose only 0.1% in July, and the annual inflation rate eased slightly to 3.4%. Producer prices were flat overall for the month. That soundsencouraging, and it is, but it does not mean prices are falling. 

If inflation drops from 4% to 3%, that does not mean prices fell 1%. It means prices are still increasing, just at a slower rate than before. The same distinction matters on the producer side. Even with no overall increase in July, producer prices were still 4.7% higher than a year earlier. 

For construction, the picture was even more important. Construction input prices edged up 0.1% in July and remained 7.4% higher than a year earlier. A lower inflation rate can slow the erosion of margins, but it does not automatically restore them. 

Material prices remain elevated, insurance continues to pressure overhead and skilled labor costs remain high. Fuel and freight can change quickly and recent disruptions involving global refinery capacity and major shipping routes are another reminder that energy costs can move independently of the broader economic cycle. Financing also remains expensive compared with the environment contractors grew accustomed to years ago. 

That creates one of the more difficult combinations for any business. Slower growth reduces pricing power, higher costs squeeze margins, and shorter backlog increases the temptation to chase work. 

That is where discipline matters. The worst response to a weakening market can be filling the schedule with low-margin work simply because everyone is worried about keeping crews busy. 

Busy and profitable are not the same thing. That lesson becomes even more important when the market starts slowing. 

Build a plan that does not require you to be right 

This is the part I believe matters most as contractors prepare for 2027. The best business plan in an uncertain economy is not the one built around the most accurate forecast. It is the one that still works when the forecast is wrong. 

I would build next year’s plan around three scenarios. The base case assumes slower growth, uneven construction demand, and continued cost volatility. The upside case assumes financing improves, project starts accelerate, and demand begins broadening across more construction sectors. 

The downside case assumes several pressures converge at the same time: employment weakens further, financing becomes more difficult, project delays increase, the backlog declines, and cost pressures remain. 

I am not suggesting contractors build three separate companies or three completely different budgets. I am suggesting leadership understand what happens under each scenario. 

What happens to revenue and gross margin? How much backlog and cash do we need? When do we stop hiring or adjust overhead? Which capital expenditures can wait? Which investments continue regardless of conditions? At what point does declining executable backlog trigger a change in strategy? 

Those decisions are much easier to make today than when everyone is already under pressure. 

Liquidity is strategic flexibility 

Cash is sometimes treated as money simply sitting on the balance sheet. During uncertain markets, liquidity is much more valuable than that because it creates options. 

It allows a company to retain a strong employee through a temporary slowdown, purchase materials earlier when there is a legitimate financial advantage, absorb a delayed project, and pursue an opportunity when a competitor cannot. 

Most importantly, liquidity prevents desperation. Companies under financial pressure often make poor decisions because they run out of time. They bid projects they should not bid, accept margins they should not accept, borrow under unfavorable terms, delay necessary investments, and make personnel decisions based on what happens next week rather than where the company needs to be next year. 

Liquidity buys time, and time creates better decisions. 

Do not cut away your ability to grow 

Preparing for slower growth does not mean putting the company into recession mode. That would be another mistake. 

If conditions weaken, contractors should absolutely challenge overhead, delay unnecessary purchases, protect cash, review expenses, and improve collections. But there is a difference between eliminating waste and eliminating capacity. 

Your strongest estimator is capacity. Your best project manager is capacity. Your service department is capacity. Leadership development is capacity. Technology that improves estimating, project visibility, and job costing may also be capacity. 

A contractor can cut so deeply during a slowdown that the company survives the downturn but is unable to take advantage of the recovery. That is why I prefer flexibility over fear. 

Protect the capabilities that make the company stronger. Challenge the expenses that do not. 

What I would be doing going into 2027 

If I were sitting with a roofing contractor today, preparing next year’s business plan, I would begin with the executable backlog rather than the total backlog. 

I would review what is realistically scheduled at 30, 60, 90, 180, and 270 days, then stress-test it. What happens if one large project is delayed by 90 days? What happens if two projects move? Which customers represent the greatest concentration risk? Which jobs still depend on financing or other approvals? Which projects have aggressive margin assumptions? 

I would review the bid pipeline and hit rates. I would increase business development before backlog becomes critical rather than waiting until crews need work. I would watch collections and cash conversion closely, preserve available credit even if I did not expect to use it, challenge major capital expenditures, and protect strong people and productive operating capacity. 

Most importantly, I would establish clear trigger points for when the company changes course. If the executable backlog falls below a predetermined level, what actions are taken? If gross margin misses plan for two consecutive months, what gets reviewed? If accounts receivable starts to stretch, who owns the response? If major projects move, when does labor planning change? 

Those decisions should not be made for the first time during a crisis. The time to make them is now. 

Planning without pretending to know the future 

I do not believe roofing executives should plan as though a recession is inevitable. I also do not believe they should assume today’s economic pressures will work themselves out. 

The more prudent position lies between those two extremes. Build the company around a reasonable expectation of slower growth, increasingly uneven demand and continued cost volatility. Maintain enough liquidity and operating flexibility to withstand a genuine downturn if several pressures converge. 

At the same time, preserve enough capacity to take advantage of opportunity if conditions improve. 

The economic signals may continue to disagree. That does not mean leadership has to be uncertain. We do not need to know exactly what the economy will do next. We need to build roofing companies capable of succeeding under more than one outcome. 

That is not pessimism. It is responsible business planning. 

By Cotney Consulting Group. 

Roofing contractors are often told to follow the specifications, and they should. But the specifications are not the entire scope. 

Drawings, specifications, addenda, contracts, supplementary conditions, manufacturer requirements, referenced standards and actual site conditions may govern a roofing project. Each document may contain part of the contractor’s responsibility, and the risk begins when those documents do not align. 

The drawings may show one assembly while the specifications describe another. The contract may transfer risks that are not mentioned in the technical sections. The manufacturer may require details that were not included in the tender documents. Existing conditions may make the proposed design difficult or impossible to install as drawn. 

A contractor that prices only the roofing specification may miss obligations located elsewhere in the project documents. A contractor that relies only on the drawings may miss performance, testing, warranty, documentation and closeout requirements. 

The estimate must account for the full contract package, not only the pages that appear to describe the roof. 

The scope is spread across several documents 

Construction documents are organized for different purposes. The drawings communicate dimensions, locations, assemblies and details. The specifications describe materials, performance requirements, execution standards, testing, submittals and closeout obligations. The contract establishes legal and commercial responsibilities. Addenda modify the tender documents before award, while supplementary conditions may change the meaning of the general conditions. 

The roofing contractor must determine how those documents work together. That requires more than searching for the word “roof.” 

Temporary protection may be addressed in one section, demolition in another and coordination with mechanical or electrical work elsewhere. Safety requirements may appear in the owner’s project manual. Waste handling, access, hoisting, noise restrictions, working hours and site security may be addressed outside the roofing division. 

The scope may also include responsibilities created by reference. A specification may require compliance with a manufacturer’s published installation instructions, a referenced standard or an owner guideline that is not reproduced in the tender package. 

The contractor must identify those references and determine what they add to the work. 

Document priority must be understood 

Project documents do not always agree. When they conflict, the contract may establish an order of precedence. One document may govern over another, or the contractor may be required to request clarification before proceeding. 

The estimator should identify that hierarchy before tender. It is dangerous to assume that the most detailed drawing automatically controls or that the specification always overrides the plan. 

The answer depends on the contract. If the drawings show two layers of insulation and the specification describes three, the contractor should not quietly choose the less expensive interpretation. If the detail shows a standard flashing height but the specification calls for a higher minimum, the discrepancy should be clarified. 

Pricing one interpretation while the owner expects another creates avoidable dispute. A clear request for information before tender is stronger than an argument after award. 

Tender questions should be logged with the date submitted, the response received and the effect on scope or price. A clarification has little value if the answer never reaches the estimator, supplier or project team. 

Addenda can change more than the price 

Addenda are often reviewed quickly as the tender deadline approaches. That is a mistake. 

An addendum may change materials, quantities, details, schedule, access, warranty requirements or contract language. It may answer one bidder’s question in a way that affects every contractor.  

The change may appear small while creating a major operational effect. A revised insulation thickness can affect material costs, labour, fastening, perimeter heights and equipment curbs. A new completion date can alter weather exposure and crew availability. A modified testing requirement can add time, coordination and repair responsibility.  

Every addendum should be logged, distributed and reviewed by the people responsible for estimating, operations and contract risk. The company should confirm that every tender revision is reflected in the final estimate. An addendum acknowledged but not priced is still a missed scope item. 

Document control must be deliberate 

The company should maintain one controlled project-document set that identifies the current drawings, specifications, addenda, approved substitutions and issued revisions. 

Superseded documents should be marked clearly and removed from active use. Estimating, purchasing, project management and the field should all be working from the same information. A revised detail does not protect the contractor when the crew is still building from an earlier drawing. Document control should identify who receives revisions, who reviews them and how the effects on scope, price, schedule and procurement will be communicated. An update to a drawing may require more than just replacing one file. It may affect purchase orders, shop drawings, field instructions, subcontractor scope and completed work.  

Revision control is not an administrative formality. It is part of project risk management. 

The contract can expand the technical scope 

Roofing contractors sometimes focus heavily on technical requirements while giving less attention to the contract. The contract can change the real cost of the work. 

It may require the contractor to verify dimensions, coordinate trades, protect completed work, provide temporary facilities, attend meetings, submit detailed schedules, maintain specific insurance, perform testing, absorb certain delays or return repeatedly for closeout. 

The technical specification may accurately describe the roof assembly, while the contract shifts significant operational risk to the contractor. 

The estimator should understand who is responsible for site access, weather protection, hoisting, temporary heating, material storage, security, damage from other trades, permits, inspections and disposal. 

Payment terms also matter. Holdback, invoice requirements, change-order procedures and closeout conditions may affect cash flow even when the technical work is straightforward. The roofing scope is not fully understood until both the technical and commercial obligations have been reviewed. 

Site conditions can override tender assumptions 

The documents describe the intended work. The site reveals whether those assumptions are realistic. 

Existing roof assemblies may differ from available records. Deck conditions may be concealed. Drainage may not match the drawings. Access may be more restricted than expected. Mechanical equipment may have been added after the original construction documents were prepared. 

The contractor should complete a site review whenever the tender process allows. The review should confirm access, staging, loading, hoisting, storage, interior protection, operating hours, occupied conditions, electrical hazards, roof elevations and visible existing conditions. 

A site visit does not eliminate concealed risk. It does help the contractor identify conditions that should have been visible before tender. When access is limited or destructive investigation is not permitted, the estimate and tender should state the assumptions used. Silence does not protect the contractor when the site later proves more difficult than expected. 

Existing conditions must be distinguished from design responsibility 

Roofing contractors are expected to draw on their experience and identify obvious concerns. That does not mean they should casually accept design responsibility for the entire building envelope. 

The contractor should identify when the proposed work conflicts with observed conditions, manufacturer requirements or sound roofing practice. It should raise those concerns promptly and document the response. 

At the same time, the contractor should avoid redesigning the project without clear authority, appropriate qualifications and compensation. A contractor that notices inadequate flashing height, poor drainage, questionable attachment conditions or incompatible materials should not simply proceed because the detail appears on the drawings. 

The issue should be referred to the appropriate design professional or consultant. Constructability review is part of responsible contracting. Uncontrolled redesign is not. 

Delegated design must be recognized and priced 

Some project documents assign limited design responsibilities to the contractor or its specialists. That may include engineered attachment, wind-uplift design, tapered insulation layouts, support details, shop drawings, calculations or professional seals.  

Those obligations should not be treated as routine submittals when they require design judgment, engineering review or specialist involvement. 

The contractor should determine who will perform the delegated design, what information must be provided, which professional qualifications are required and who carries responsibility for coordination. 

The cost and schedule effect should be included before tender. A requirement for sealed calculations or professional design can affect consultant fees, submittal timing, procurement and field installation. Delegated design is still design responsibility. It must be recognized, assigned and controlled. 

Manufacturer requirements must be confirmed 

A project may require a specific roof-system warranty. That requirement can create responsibilities beyond the tender drawings and specifications. 

The manufacturer may require approved products, attachment patterns, insulation arrangements, details, inspections, testing or contractor qualifications. It may also impose limitations on installation in cold weather or on certain substrates. 

The estimator should confirm that the specified assembly is eligible for the required warranty. Substitutions should not be priced merely because they appear technically similar. 

The manufacturer must confirm whether the proposed materials and details are acceptable within the warranty system. The contractor should also understand who pays for corrections identified during manufacturer inspections. A warranty requirement without confirmed system compatibility can create expensive changes after award. 

Referenced standards carry real obligations 

Specifications frequently reference building codes, test methods, industry standards and technical publications. Those references may establish performance requirements that are not repeated in the specification.The contractor should identify which standards apply and whether the tendered system satisfies them. 

In Canada, applicable requirements may also depend on the code edition adopted by the province, territory or municipality. National model codes provide an important framework, but the governing jurisdictiondetermines what applies to the project. 

The contractor should not make engineering decisions outside its qualifications. It should understand when wind resistance, snow loading, fire classification, energy performance, vapour control or structural attachment requires design input. 

A reference to a standard is not decorative language. It may define the performance the contractor is expected to deliver. 

Division of responsibility must be clear 

Many roofing problems occur where one contractor’s work meets another’s. The project documents may show the completed condition without identifying who installs equipment curbs, provides wood blocking, flashes mechanical penetrations, raises existing units when insulation thickness increases, protects temporary openings or repairs damage caused by another trade. 

Those responsibilities should be defined before the work begins. The specifications may assign related work to different divisions, while the general contractor may assume that the roofer will complete any work that touches the membrane. 

The roofing contractor should not rely on assumptions. Scope interfaces should be reviewed during estimating and clarified during project handoff. Undefined interfaces lead to change-order disputes, schedule delaysand warranty problems. 

Temporary work is still part of the scope 

Temporary protection is often underestimated because it does not remain in the finished building. It still requires labour, materials, supervision and risk. 

The contractor may need to protect open roof areas, interior spaces, stored materials, completed work and adjacent surfaces. Temporary drainage may be required, and work may need to be phased around occupied operations or in response to changing weather. 

The documents should be reviewed to determine the required level of protection and who is responsible if water enters during construction. A general instruction to maintain the building's watertightness can create significant obligations if the phasing and temporary systems are not understood.  

Temporary work should be estimated with the same discipline as permanent work. It may be removed later, but its cost and risk are real. 

Testing and inspection requirements must be priced 

Testing can include moisture surveys, adhesion tests, pull tests, flood testing, electronic leak detection, quality inspections and manufacturer reviews. These activities may require coordination, access, temporary repairs, return visits and written reports. The contractor should determine who arranges the testing, who pays for it and who is responsible for repairs or retesting when results are not accepted. 

Testing schedules can also affect production. A roof area may need to remain exposed until inspection is complete. Overburden may not be installed until waterproofing is tested, and adhesion results may be requiredbefore materials are ordered. 

Testing is not simply a closeout item. It can change the sequence and duration of the work. 

Submittals control procurement and installation 

Shop drawings, product data, samples, safety information, warranty forms and project schedules are sometimes treated as administrative paperwork. They are part of production planning. 

Materials may not be released until submittals are approved. Work may not begin until details are reviewed, and substitutions may require additional technical information and consultant response. 

The contractor should identify every required submittal, who will prepare it and how long approval may take. Late submittals create late purchasing. Incomplete submittals create repeated review cycles. The estimate should include the administrative effort required to prepare, track and revise them. 

A project delayed in the office can lose production time in the field. 

Closeout requirements should be identified early 

The contract may require warranties, maintenance manuals, as-built drawings, photographs, test reports, inspection records, training, statutory declarations, clearance certificates and completion of deficiencies before final payment. 

These items should not be discovered after the crew has left. The project team should create a closeout register during handoff and update it throughout the work. Required photographs should be taken while details remain visible. Product records should be retained, warranty applications submitted on time and deficiencies closed promptly. 

The contractor should also understand which closeout items affect substantial performance, final billing or the release of the holdback. Completing the installation does not automatically complete the contract. 

Assumptions must be written into the tender 

No estimator can eliminate every unknown condition. The company can make its assumptions visible. If the estimate assumes normal working hours, clear access, one mobilization, dry-deck conditions, available power, owner-provided structural support or uninterrupted staging, those assumptions should be stated. 

Exclusions should be specific enough to identify responsibility without becoming an attempt to avoid every reasonable obligation. Clarifications should address genuine gaps or conflicts in the documents. 

The tender should not depend on internal assumptions that the customer never sees. A number supported by written assumptions is easier to defend than a low price built on silent interpretation. 

The handoff must include the document history 

When a project is awarded, operations should receive the same controlled document set used to price it. That includes final drawings, specifications, addenda, tender clarifications, accepted alternatives, contracts, correspondence and supplier quotations. 

The project manager should understand which assumptions were included, which risks were accepted and which revisions changed the original tender.  

A final contract may differ from the tender package. Those differences must be identified before the project begins. The handoff should also confirm unresolved questions, submittal deadlines, long-lead materials, testing, temporary protection and closeout requirements. 

The project team cannot properly execute the estimate when it does not know which documents informed the price. 

The lowest price often contains the most assumptions 

Two roofing contractors can review the same project and arrive at very different prices. The difference may not be material cost or labour efficiency. One contractor may have included temporary protection, testing, coordination, hoisting, remobilization, detailed closeout and realistic weather exposure. The other may have priced only the visible roof assembly. 

The lower number may appear more competitive. It may also contain more unspoken assumptions. The objective is not to add unnecessary cost to every tender. It is to understand the full obligation before committing to the price. 

A roofing contractor should know exactly what it has included, what it has excluded and what remains unresolved. 

Read the project, not just the specification 

Specifications are essential. They describe materials, performance, execution and quality expectations that the roofing contractor must understand. 

But they are only one part of the project. The complete scope is set out across the drawings, contract, addenda, referenced standards, manufacturer requirements, site conditions and coordination obligations. 

Strong contractors do not review those documents independently. They reconcile them. They control revisions, track clarifications, identify delegated design, confirm interfaces and carry the real cost of execution into the estimate.  

The specifications may describe the roof. The complete project documents define the responsibility. 

By John Kenney, Cotney Consulting Group. 

Every roofing project teaches the contractor something. The question is whether the business captures that lesson or allows it to disappear when the job is finished. 

Some lessons are obvious. A material may perform differently than expected, access may prove more difficult than the tender allowed for, labour productivity may be lower in one roof area or a supplier lead time may affect the programme. Other lessons are less visible. The handover may have been incomplete, the client’s expectations may not have been fully understood, a variation may have been recognised too late or the site team may have found a better installation sequence that was never communicated back to estimating. 

In many roofing businesses, that knowledge remains with the people who worked on the project. The estimator remembers part of it, the project manager remembers another part and the site manager carries the rest. The project ends, everyone moves on and the company loses an opportunity to improve. 

The best roofing contractors do not treat completion as the end of the process. They treat it as the point where project experience should be converted into organisational knowledge. 

Experience only has value when it is shared

Roofing is an experience-driven industry. People learn by seeing what works, understanding what fails and recognising the conditions that create risk. That experience becomes extremely valuable over time, but only if the business has a way to share it. 

A company may have an estimator with 25 years of knowledge, a contracts manager who has completed hundreds of projects and a site supervisor who can identify installation problems before most people see them. Those individuals are valuable, but the business remains vulnerable if their knowledge is not transferred to others. 

The company should not have to relearn the same lesson every time a different person manages the project. 

If one site team discovers that a particular detail consistently requires more labour than the estimate allows, that information should reach the estimating team. If a project manager finds that a supplier’s actual lead time is longer than expected, that should be reflected in future procurement planning. If a client’s access restrictions create repeated disruption, the tender review process should address those conditions on the next project. 

Experience becomes a company asset only when it changes future behaviour. 

The estimate and the actual result must be compared 

One of the most important lessons on any project comes from comparing the tender with the final result. The estimate represents what the company believed would happen. The completed project shows what actually happened, and the difference between the two deserves attention. 

Did the project use more labour hours than allowed? Were material quantities accurate? Did waste exceed the tender assumption? Was plant required for longer than expected? Did the installation sequence work? Were there additional deliveries or handling costs? Did supervision continue beyond the planned period? Were variations identified and valued properly? 

These questions are not intended to prove that the estimator was wrong or that the project manager failed. They are intended to improve the next estimate and the next delivery plan. 

An estimate built entirely from historical rates can become unreliable if those rates are never tested against current project performance. Labour output changes, material packaging changes, access conditions vary and installation methods improve. The company needs actual information from completed work to keep its estimating assumptions realistic. 

Without that feedback, estimating and operations begin working from different versions of reality. 

Labour performance should be understood, not simply judged 

Labour overruns are often discussed too generally. The final report may show that the project exceeded the labour allowance, but that figure alone does not explain what happened. The business needs to understand where the hours were used and why. 

Was the original allowance too low? Did access reduce productivity? Was the site team waiting for another trade? Were materials handled more often than planned? Did the client change the sequence? Was additional preparation required? Did weather affect progress? Was the team unfamiliar with the roofing system? Did remedial work increase the total hours? 

A labour overrun caused by poor access requires a different correction from one caused by an inaccurate production rate. If the business concludes that the team was too slow, it may miss the real lesson.

The purpose of reviewing labour is not to blame the operatives. It is to understand the conditions that affected performance and determine whether the tender, programme, supervision or site plan should change in the future. That produces better decisions. 

Site knowledge must return to the office

The people working closest to the roof often see problems and opportunities first. They understand which details take longer than expected, which delivery methods create unnecessary handling, which areas are difficult to access and which installation sequences produce better results. That knowledge is valuable to estimating, procurement and project management.

Unfortunately, many businesses have a one-way flow of information. The office sends drawings, programmes and instructions to site, but very little structured information comes back. Daily reports may record labour and progress, but the broader operational lesson is rarely captured. 

A proper project review should include input from the site manager or supervisor. They should have the opportunity to explain what supported productivity, what disrupted the work and what the business should approach differently next time. This is especially important when the project went well. 

Companies often review failures in detail but spend very little time understanding success. If one team completed an area faster than expected while maintaining quality, the business should know why. Perhaps material distribution was better, the workface was released more effectively or the team developed an improved sequence. 

Good performance should be studied and repeated. 

Quality issues should improve the system

Every roofing contractor aims to complete work correctly the first time, but defects, snagging items and remedial work still occur. The value of a quality review is not simply confirming that the problem was corrected. The business should understand why it happened. 

Was the detail unclear? Was the wrong material delivered? Did the site team lack the correct information? Was supervision inadequate? Did programme pressure encourage rushed work? Was the inspection completed too late? Did the tender fail to allow enough time for the required level of detail? 

Correcting the visible defect solves the immediate problem. Correcting the process reduces the chance of recurrence. That is the difference between repair and improvement. 

If the company repeatedly encounters the same type of defect but never changes its training, supervision, inspection or documentation, it is not learning from the work. The strongest contractors use quality issues to strengthen the operating system. 

Commercial lessons must be captured as well

A project can perform reasonably well on site and still produce a poor financial result. Variations may be identified late; instructions may not be recorded; payment applications may not reflect actual progress; delay costs may not be tracked; the final account may remain unresolved for too long; or retention may be overlooked. 

These are commercial lessons, but they are also operational, as they often begin with communication and record-keeping. 

A variation that is not reported from site cannot be valued promptly. An undocumented delay becomes difficult to explain later. Additional labour that is not linked to a specific change becomes part of the general project cost. The post-project review should therefore consider more than productivity and quality. It should examine whether the business protected its commercial position throughout the work. 

Were instructions confirmed in writing? Were notices issued when required? Were variations submitted promptly? Did the project team maintain adequate records? Did the contractor recover the value of the work it completed? A profitable project depends on good installation and good commercial control. Both should be reviewed. 

Client feedback provides another perspective

Internal project reviews are important, but the contractor should also consider the client’s experience. The project may have met the roofing specification while still causing frustration due to poor communication, missed updates or inconsistent site management. 

The client may also have valued something the contractor did not recognise. They may have appreciated early warning of programme changes, clear explanations of technical issues or the way the site team managed access around an occupied building. That feedback can help the contractor understand what creates trust. 

Not every client comment requires a change in process, but patterns matter. If several clients raise the same concern, the business should listen. If several clients praise the same behaviour, that strength should become part of the company’s operating standard. 

The goal is not simply to complete technically acceptable work. It is to deliver a professional experience that encourages repeat business and stronger relationships. 

Lessons-learned meetings should be practical

A project review does not need to become a long formal exercise. In many cases, a focused meeting with the right people can produce the necessary information. The estimator, project manager, commercial lead and site representative should review what was planned, what actually occurred and what should change. The conversation should remain specific. 

Saying that communication could have been better is not enough. Which information was missing? Who needed it? When should it have been provided? What step should be added or changed? Saying that procurement was difficult is not enough. Which item created the problem? Why was it ordered late? Was approval delayed? Was the lead time misunderstood? Who should track it differently next time? 

General comments create little improvement. Specific lessons can be turned into action. 

Every lesson should have an owner

One of the biggest weaknesses in lessons-learned meetings is that the discussion ends without responsibility. People agree that the handover form should be updated, labour rates should be reviewed or supplier lead times should be adjusted, but no one has been assigned to make the changes. 

The lesson is then lost. 

Every agreed improvement should have an owner and a deadline. If the estimating database needs to be updated, someone should be responsible for it. If the pre-start checklist requires a new access question, someone should revise it. If the site team needs additional training on a detail, that training should be scheduled. If the supplier information is inaccurate, procurement should correct it. 

The purpose of the review is not simply to discuss the past. It is to improve the future. That only happens when the lesson becomes action. 

The review process should remain constructive

People will only share useful information when they believe the review is fair. If every project meeting becomes an effort to identify who made the mistake, employees will protect themselves. They will provide less detail, avoid difficult subjects and shift responsibility. That destroys the value of the process. 

Accountability still matters. If someone ignored a required step or failed to communicate important information, leadership must address it. However, the broader review should also focus on how the system supported or failed the people performing the work. 

Was the expectation clear? Was the correct information available? Was the responsibility assigned? Was there enough time? Did the process identify the risk? Was the issue escalated soon enough? 

Strong leaders examine both individual performance and system performance. That creates a more honest and useful discussion. 

Small improvements build long-term advantage

The greatest value of lessons learned does not come from one major discovery. It comes from repeated small improvements. A labour rate is adjusted, a handover question is added, a supplier lead time is corrected, a site reporting requirement is clarified, a recurring detail is included in training, a variation procedure is strengthened or a quality inspection happens earlier. 

Each change may appear minor, but over time those changes make the business more accurate, efficient and predictable. That is how operational excellence develops. It is not created through a single software platform, a single management meeting or a single written procedure. It is created by learning from real work and improving how the next project is estimated, planned and delivered. 

Completion should create a better starting point

Every roofing contractor works hard to complete projects, satisfy clients and protect margin. The strongest companies take one additional step. They make sure the completed project leaves the business better prepared for the next one. 

They compare the estimate with actual cost, review labour performance, listen to the site team, study quality issues, examine commercial results and capture client feedback. They turn those lessons into changes that improve future tenders and future projects. 

A contractor that completes work without learning from it gains revenue and experience. A contractor that captures the lesson gains something more valuable. It gains a stronger operating system. 

The best roofing companies do not simply finish projects and move on. They use every project to improve the next one. 

About the author 

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

By Cotney Consulting Group. 

Building a culture that protects crews and companies.

Roofing has never been more demanding or more scrutinized when it comes to safety. Between tighter deadlines, labor shortages and increasing OSHA enforcement, safety programs that once relied on routine box-checking no longer cut it. The best contractors have evolved beyond compliance. They’re building cultures of safety that start at the top and reach every crew member on the roof. 

A safety checklist is still essential, but it’s not just a form anymore; it’s a mindset. The most effective roofing safety programs combine thoughtful planning, daily discipline and strong leadership accountability. When safety becomes part of how you operate rather than what you react to, you don’t just prevent accidents, you build trust, efficiency and long-term profitability. 

Start before the job starts 

Safety doesn’t begin on the roof; it begins in the pre-job phase. Every project should start with a site-specific safety plan that addresses scope, crew size, materials and access points. Too many incidents stem from rushing into production before evaluating the hazards. 

Walk the jobsite before setup and ask: 

• Where are the power lines, skylights or roof openings? 
• How will materials be staged and hoisted? 
• Where will crews access the roof, and is it secure? 

This planning period sets the tone. Supervisors who identify risks upfront demonstrate leadership that values prevention, not reaction. 

Access and setup: Getting there safely 

Falls are still the leading cause of death in construction, and access points are one of the biggest culprits. Every ladder, scaffold and hoist setup must meet OSHA standards and company policy. Ladders should extend at least three feet above the landing and be secured at the top and bottom. Scaffolds require proper decking, guardrails and complete planking, no exceptions, even for “just a quick fix.” 

Crews should be trained to check ladders daily for damage, oil or loose feet. Supervisors must verify stability before work begins. The same goes for roof hatches and temporary stairs; one unsecured access point can lead to disaster. 

Perimeter and fall protection: Non-negotiable safeguards 

Once crews are on the roof, the priority shifts to preventing falls. Guardrails, warning lines and personal fall arrest systems remain the backbone of roofing safety. But they only work when used correctly. 

Every worker must know how to inspect their harness and lanyard before each use. Lifelines should be anchored correctly and free from heat, sharp edges or debris. If the jobsite changes, for example, if a roof section is removed or materials are shifted, fall protection plans must be updated immediately. 

Leadership must set the tone here. When supervisors wear their harnesses and model safe behavior, compliance becomes culture. When they don’t, shortcuts spread like wildfire. 

Material handling and housekeeping 

Clean, organized job sites don’t just look professional; they also prevent injuries. Roofing involves heavy materials, sharp tools and high-traffic zones, and cluttered work areas are breeding grounds for trips, cuts and strains. 

Establish designated areas for materials, tools and debris. Keep pathways clear and mark them if possible. Use debris chutes or containers during tear-offs instead of tossing materials over the edge. Before every break or shift change, take two minutes to clean up. It’s the simplest habit that pays off the most. 

Mechanical lifts and conveyors should be inspected daily. Overloading equipment or hoisting uneven loads can create both safety and structural risks. Make it policy that only trained workers operate powered equipment. 

Weather, environment and personal protective equipment 

Roofers work in extreme conditions. Heat, cold, wind and lightning can all change the risk level in minutes. Supervisors should monitor the weather throughout the day, especially in summer, when dehydration and heat stress peak. 

Hydration stations, shade breaks and weather alerts should be as standard as hard hats and gloves. Ice, frost and wind chill create new challenges in winter, and footwear traction and layered clothing become as critical as harnesses. 

Leadership must eliminate the “optional” mindset regarding PPE. Eye protection, gloves, helmets and hearing protection are as much a part of the trade as a hammer or trowel. If someone refuses PPE, it’s not a conversation; it’s a stop-work moment. 

Emergency readiness: Expect the unexpected 

Every roofing crew should know precisely what to do if something goes wrong. Emergency procedures must be reviewed before the first day on-site. Where’s the nearest hospital? Who calls 911? Who’s trained in CPR and first aid? 

Even with perfect planning, emergencies happen, but confusion should never be part of the response. Keep first-aid kits and fire extinguishers accessible. Train crew leaders to stay calm, communicate clearly and document the incident once everyone is safe. 

Review what happened after every event and adjust your safety program accordingly. Growth comes from reflection, not denial. 

Leadership and accountability 

Safety thrives when leadership is visible, consistent and fair. Foremen and managers who inspect what they expect drive the best safety cultures. Crews notice when leaders walk the job, point out hazards constructively and thank workers for doing things right. 

Accountability doesn’t mean punishment; it means responsibility. Everyone on the crew should know they play a role in making sure everyone goes home safely. When people see that their company takes safety seriously, they follow suit. 

The roofing safety checklist will always be an essential tool, but it’s only as strong as the culture behind it. The real goal isn’t just to avoid OSHA fines or insurance claims; it’s to build teams that work confidently, efficiently and with pride. 

Every safe decision, from ladder setup to harness inspection, compounds into something bigger: a company that protects its people and profits. That’s the accurate measure of safety excellence, starting with leadership that means it. 

By Cotney Consulting Group.

Mental health and suicide prevention in roofing.

Most safety conversations in roofing focus on what you can see: fall hazards, equipment, weather and materials. But some of the most serious risks on a jobsite aren’t visible at all. 

Mental health struggles don’t announce themselves with alarms or warning labels. They show up quietly in behavior changes, missed connections and moments that feel “off” but are easy to dismiss. And in a high-pressure, physically demanding industry like roofing, those warning signs are often overlooked until it’s too late. 

Suicide prevention isn’t about turning supervisors into counselors. It’s about awareness, leadership presence and knowing when something isn’t right. 

Roofing is a high-stress industry — Whether we acknowledge it or not 

Roofing crews deal with more than physical risk. Long hours, seasonal pressure, financial stress, travel, time away from family and constant production demands take a toll. Add heat, fatigue and job insecurity during slow seasons and stress compounds quickly. 

Many roofers are wired to “push through.” That mindset builds tough workers, but it also creates silence. Asking for help is often mistaken for weakness, and personal struggles getburied under work. That’s why leadership awareness matters. Mental health issues don’t stay at home. They show up on the roof, in the truck and in how people work together. 

The warning signs usually aren’t dramatic

One of the biggest misconceptions about mental health crises is that the signs are apparent. In reality, they’re subtle and easy to rationalize away. Familiar warning signs supervisors and coworkers may notice include: 

• Sudden withdrawal from the crew 
• Increased irritability or anger 
• Lack of focus or careless mistakes 
• Changes in attendance or punctuality 
• Noticeable fatigue or loss of motivation 
• Risk-taking behavior that feels out of character 

None of these automatically means someone is in crisis. But when several show up together or represent an apparent change from normal behavior, they deserve attention. Ignoring them is not “staying in your lane.” It’s missing an opportunity to intervene early. 

Why foremen are in the best position to notice changes 

Mental health struggles are rarely visible to upper management. They’re noticed first by the people working closest together, supervisors and crew leaders. Supervisors see: 

• Who’s unusually quiet 
• Who’s snapping over minor issues 
• Who’s disengaged or distracted 
• Who’s pushing themselves recklessly 

This isn’t about diagnosing anyone. It’s about noticing patterns and being willing to check in. A simple, private conversation — “You don’t seem like yourself lately. Everything okay?” — can open a door that’s been closed for a long time. 

What to say — And what not to say 

Most people hesitate to speak up because they’re afraid of saying the wrong thing. The truth is, silence is far more damaging than imperfect words. What helps: 

• Listening without judgment 
• Showing genuine concern 
• Encouraging connection to support resources 
• Taking comments about hopelessness seriously 

What doesn’t help: 

• Minimizing the issue (“Everyone gets stressed”) 
• Offering quick fixes 
• Telling someone to “tough it out.” 
• Ignoring warning signs because work needs to get done 

You don’t need the correct answers. You need the willingness to engage. 

Suicide prevention is a leadership responsibility 

Mental health and suicide prevention are part of safety culture, not separate from it. A company that values its people only when they’re productive sends a clear message. A company that checks in, listens and supports its crews builds loyalty and trust. Leadership sets the tone by: 

• Talking openly about mental health as part of safety 
• Encouraging employees to use support resources 
• Training supervisors on recognizing warning signs 
• Removing stigma from asking for help 

When leadership treats mental health as a legitimate safety concern, crews follow suit. 

Support systems matter more than policies 

Written policies alone won’t protect someone in crisis. What matters is whether people feel safe speaking up. Companies should ensure: 

• Employees know where to turn for help 
• Resources are communicated clearly and regularly 
• Supervisors understand escalation procedures 
• Conversations stay respectful and confidential 

Even something as simple as posting support hotline information in break areas and job trailers sends a message: you matter beyond your output. 

Why this matters on the jobsite 

Mental health struggles don’t stay contained. They affect focus, decision-making and risk awareness. Distraction and emotional overload increase the likelihood of injuries — not just for the individual, but for everyone around them. Caring about mental health isn’t just the right thing to do; it’s a safety issue. Crews that feel supported work more safely, communicate better and watch out for each other. 

That’s authentic safety culture. 

Final thought 

Roofing will always be demanding work. Pressure, deadlines and physical strain are part of the trade. But suffering in silence doesn’t have to be. 

The most crucial safety intervention sometimes isn’t a guardrail or a harness, it’s a conversation. 

Catching the warning signs early, creating space for honest dialogue and leading with awareness can save lives. And in this industry, looking out for each other has always been part of the job. 

By John Kenney, Cotney Consulting Group.  

The strongest roofing contractors are the ones who see the problems coming and prepare accordingly. 

After more than 45 years in the roofing industry, I have learned that many project failures do not begin on site. They begin weeks earlier, when a decision was delayed, an order was not placed, access was not confirmed or information was not chased soon enough. 

By the time the issue becomes visible, the opportunity to manage it properly may already be gone. A material has not arrived, the planned area is not available, the client has changed the sequence, the site team is waiting, additional plant is required or a delivery must be rearranged. The business then moves into recovery mode; people work harder, calls become more urgent and costs begin to increase. 

The problem may appear to be today’s problem, but it was usually created by a lack of planning several weeks earlier. That is why planning is one of the most important operational disciplines a roofing contractor can develop. 

Planning is more than producing a programme. 

Most contractors have a project programme, but that does not necessarily mean they are planning effectively. 

A programme may show when work is expected to begin and finish, but true planning goes much further. It considers the sequence of activities, availability of labour, material lead times, access arrangements, plant requirements, approvals, temporary protection, coordination with other trades and the effect of weather on the work. 

A programme tells the team what should happen. Planning determines whether it can happen. 

A roofing project may be shown as starting on a particular date, but has the insulation been approved? Have the rooflights been ordered? Is the scaffolding complete? Are lifting arrangements confirmed? Has the client released the work area? Are the required operatives available? Has the substrate been inspected? Are the design details complete? 

If those questions have not been answered, the start date is only an intention. The most successful roofing contractors test the programme against reality. 

Materials should be managed before they become urgent 

Material planning has always been important, but delays, transport disruption, manufacturing constraints and changing product availability have made it even more critical. Not every material creates the same risk. Some products can be obtained locally with short notice, while others require technical approval, fabrication, colour selection, design input or scheduled manufacturing. The project team should understand that difference from the beginning. 

A standard roll of membrane should not be managed in the same way as a bespoke metal flashing, rooflight, tapered insulation scheme or specialist edge detail. Critical materials need to be identified during the handover and tracked separately. 

The contractor should know what information is required before each item can be released, who is responsible for providing it and when the order must be placed to protect the programme. Waiting until the material is needed is too late. 

Many procurement problems arise because the team assumes there is more time than there actually is. The contractor may be waiting for a technical submission, final dimensions, colour approval or client instruction and each delay shortens the available manufacturing window. 

By the time the order is finally released, the supplier is blamed for a lead time that should have been planned from the start. Planning does not eliminate every delay, but it gives the contractor more options. That alone has value.

Labour planning requires a wider view

Labour is often managed one week at a time — the company reviews which sites are active, which team is available and where the greatest pressure exists. That may be necessary for daily operations, but it is not enough for long-term control. 

Roofing contractors need to look several weeks ahead. They need to understand which projects are expected to start, which are likely to finish, where labour demand will peak and which jobs require specific skills or supervision. Without that wider view, one delayed project can disrupt the entire labour plan. 

A project that was expected to finish on Friday may continue for another two weeks, even though the same operatives have already been allocated to another site. The contractor then has to move people, delay a start, use unfamiliar labour or divide a team that should remain together. 

The result is usually lower productivity. 

Labour planning should also account for more than total numbers. The question is not simply how many operatives are available. The business needs to know which people are suitable for the work, who can supervise the project, who is familiar with the system and whether the planned team can achieve the output assumed in the tender. 

A team of six is not automatically more productive than a team of four. Too many people in a restricted area can reduce output rather than improve it. The correct labour plan depends on the project, sequence, access and available workface. That is why planning must begin with more than a headcount. 

Plant and access can control the entire project

Many roofing projects are delayed because plant and access are treated as secondary issues. 

They are not secondary. They often control whether the work can proceed at all. 

Scaffolding, hoists, cranes, telehandlers, mobile elevating work platforms, loading areas and material storage all affect productivity and programme. If the contractor does not confirm these arrangements early, the site team may arrive ready to work but unable to move materials to the roof. 

Additional handling is one of the most common forms of hidden labour loss. Materials are delivered to the wrong location, moved once for storage, moved again for access and moved a third time before installation. 

Each movement consumes labour and increases the risk of damage. The contractor may not notice the cost because it is spread across the project, but it is still there. 

Good planning asks practical questions before mobilisation. Where will materials be delivered? How will they reach the roof? How much storage is available? Which areas must remain clear? Who is responsible for booking plant? What happens if access is shared with another trade? Are there restrictions on delivery times? Will the same access arrangement be available throughout the project? 

These questions are operational, but they are also financial. Poor access planning quickly becomes a labour problem. 

Weather must be part of the plan 

Roofing will always be affected by weather. 

The challenge is not predicting every condition perfectly. The challenge is building enough flexibility into the plan to respond when conditions change. 

A realistic programme should consider the time of year, the type of roofing system, the sequence of stripping and covering, temporary protection and the consequences of leaving areas exposed. It should also consider which work can continue if the planned activity cannot proceed. 

Can prefabrication continue? Can materials be distributed? Can internal work be completed? Can another area be released? Can inspections or quality checks be brought forward? Contractors that plan alternatives lose less time. Those that plan only one sequence are more vulnerable. Weather delays become especially expensive when the business has already committed labour, plant and deliveries to one activity with no secondary plan. 

The most prepared contractors do not assume the weather will cooperate. They build options. 

Communication must happen before the problem 

One of the clearest signs of weak planning is late communication. 

The client is told about a delay after the date has already been missed. The supplier is contacted when the material is urgently required. The site team is informed of a sequence change after arriving on site. The commercial team hears about additional work after it has been completed. At that point, the conversation becomes more difficult. 

Early communication creates choices. Late communication creates explanations. A client may be willing to adjust the sequence if the issue is raised early enough. A supplier may be able to prioritise an order if given proper notice. A project manager may be able to move labour to another area if the team knows access will not be available. 

The earlier the information is shared, the more options remain. That does not mean communicating every minor concern as though it is a crisis. It means identifying issues with enough time to manage them professionally. 

Good communication is part of planning because it gives the entire project team time to respond. 

Cash flow is affected by operational planning. 

Planning is not limited to site performance. It also affects cash flow. Materials may require deposits or early payment. Labour costs begin before the contractor receives payment. Plant hire continues even when work is delayed. Late variations may not be included in the next payment application. 

An operationally disorganised project often becomes financially disorganised as well. The business may carry more cost than expected because procurement happened too early or too late. It may miss valuation opportunities because additional work was not recorded promptly. It may continue paying for labour and plant while waiting for access or information. 

The project manager and commercial team should therefore plan together. What costs will be incurred before the next payment cycle? Which materials require early commitment? What information is needed to support the application? Which variations must be valued now? Are delays affecting cost recovery? 

Operational decisions create financial consequences. The strongest contractors understand that connection. 

Short planning meetings can create long-term control 

Planning does not require endless meetings. It requires disciplined conversations held regularly. 

A weekly planning review can identify upcoming risks before they become urgent. The team should look beyond the current week and ask what must happen over the next three, six or even 12 weeks.

 Which projects are starting? Which are finishing? Which materials are critical? Which approvals are outstanding? Where will labour demand increase? What plant must be booked? Which clients need updated information? Which commercial issues require action? 

The purpose is not to create a perfect forecast. Construction changes too quickly for that. The purpose is to keep the business looking ahead. A contractor that reviews only what happened last week is managing history. A contractor that reviews what must happen next month is managing operations. 

Both are necessary, but only one protects the future. 

Planning further ahead protects margin 

Many contractors associate margin loss with poor estimating. Sometimes the estimate is the problem. 

Often, however, the estimate was reasonable, and the delivery process allowed small inefficiencies to accumulate. Additional carriage is paid, plant is extended, labour waits, materials are handled repeatedly, work is completed out of sequence, supervision is required for longer than planned and variations are submitted late. 

None of these costs may be large enough to attract immediate attention, but together they reduce profitability. Planning protects margin by reducing avoidable disruption. It allows the contractor to order more strategically, schedule labour more accurately, coordinate plant properly and communicate changes before they become emergencies. 

The business becomes less reactive. That is the real advantage. 

Better planning creates a more predictable business 

Roofing contractors cannot control every event that affects a project. They cannot control the weather, manufacturing capacity, client decisions or every condition found on site. They can control how early they look for risk, how quickly they respond, whether responsibilities are clear and whether important information is reviewed every week or left until someone remembers it. 

The most successful roofing contractors are not those that avoid every problem. They are the ones that give themselves more time to manage problems properly. They plan materials before they become urgent, plan labour before teams become overcommitted, confirm access before operatives arrive, communicate before dates are missed and review commercial issues before costs are forgotten. 

Planning further ahead does not make roofing predictable in every detail. It makes the business more prepared. That preparation improves productivity, communication, cash flow and margin. It also gives the contractor something every business needs. 

More control over what happens next. 

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

About the author 

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

By Emma Peterson. 

Explore the articles that generated the most interest this month. 

In the last month, over 250 articles have been published on RoofersCoffeeShop.com. That’s a lot of reading to keep up with, especially for busy contractors who are going between the office and the field. To make it easier to keep up, we’ve looked at those hundreds of articles and picked out the most popular ones to showcase.  

In this list, there are a couple of articles authored by Heidi J. Ellsworth, the president of The Coffee Shops™. In one article she highlights how the National Roofing Contractors Association (NRCA) is expanding mental health support through suicide prevention training, made possible through a collaboration with LivingWorks. The other article dove into the importance of awards and recognition during the current artificial intelligence boom.  

Our friends over at Cotney Consulting Group also contributed a few articles on our top 10 list, including one about crystalline silica exposure and another about creating an operational preparedness plan to navigate the current global political environment.  

Our number one article of the month showcased FMI Corporation’s 2026 Q2 North America Construction and Engineering Outlook Report and was written by Emma Peterson, senior content developer for The Coffee Shops™. This was not the only article of Emma’s that made the list, as her articles about turning data into business strategies, taking on leadership roles and the development of the metal roof retrofit industry were also featured. 

July 2026’s top articles 

10 - Eagleview warns emergency managers: A below average hurricane season is not a safe season by Eagleview. 

9 - NRCA expands mental health support with free suicide prevention training by Heidi J. Ellsworth. 

8 - NRCA Gold Circle Awards: Why recognition matters more than ever in the age of AI by Heidi J. Ellsworth. 

7 - When global events reach the rooftop by John Kenney, Cotney Consulting Group. 

6 - Building the metal roof retrofit industry by Emma Peterson. 

5 - Finding opportunity in every position by Emma Peterson. 

4 - ARCA’s Lotería Night brings fun and connection to the roofing community by Alex Tolle. 

3 - Connecting the dots between data and strategy by Emma Peterson. 

2 - The silica citation nobody sees coming by Cotney Consulting Group. 

1 - Construction growth expected in the next year by Emma Peterson. 

Por John Kenney, Cotney Consulting Group, traducido por Alberto Torres 

Un estimado no está realmente terminado hasta que se hace la revisión final del proyecto y las lecciones aprendidas se aplican al siguiente trabajo. 

Uno de los errores más comunes en nuestra industria es pensar que el trabajo del estimador termina cuando se entrega la propuesta o se firma el contrato. Es una forma de verlo que tiene sentido, porque así es como están organizadas muchas empresas de roofing. Los estimadores preparan las propuestas. El equipo de ventas cierra el trato y después operaciones toma el control. Todos pasan a la siguiente tarea. 

El problema es que los proyectos de roofing no funcionan por departamentos. 

Funcionan como un proceso continuo, y el estimado es la base sobre la que se construye todo lo demás. Cuando esa base deja de formar parte de la conversación después de que se gana el proyecto, las empresas empiezan a perder algo mucho más valioso que información. Pierden alineación. 

Siempre he dicho que el proceso de estimación es la primera etapa de la administración de un proyecto. Con los años, me he convencido de que es incluso más que eso. El estimado es la primera decisión operativa que toma una empresa sobre cómo se va a construir un proyecto. Cada suposición, cada rendimiento de producción, cada cantidad de material, cada hora de mano de obra y cada nota dentro del estimado cuentan una historia sobre cómo alguien cree que se desarrollará el trabajo. Si esas ideas nunca salen del departamento de estimados, el equipo de campo termina escribiendo su propia historia. 

Ahí es cuando los proyectos empiezan a desviarse. 

He recorrido suficientes proyectos de roofing durante las últimas cuatro décadas para saber que muy pocos se salen de control por un solo error grave. Lo más común es que poco a poco se alejen del plan original porque la información no se compartió, las suposiciones nunca se cuestionaron o las condiciones cambiaron sin que nadie se detuviera a pensar qué significaban esos cambios para el estimado. Cuando el departamento de contabilidad detecta un problema con la utilidad, las decisiones que lo causaron normalmente ocurrieron semanas antes. 

El estimado nunca debe verse únicamente como un documento de precios. Debe convertirse en la guía del equipo del proyecto. Debe explicar no solo qué fue lo que se vendió, sino también cómo el estimador esperaba que se realizara el trabajo. Eso significa identificar las áreas donde la producción puede ser más lenta, donde el acceso representa un reto, donde el orden de las actividades es importante o donde la coordinación con otros oficios puede afectar la mano de obra. Esos no son solo detalles del estimado. Son situaciones reales que el gerente de proyecto y el supervisor deben conocer antes de que llegue el primer camión a la obra. 

Un área donde constantemente veo que los contratistas tienen dificultades es en la entrega del proyecto entre departamentos. Muchas veces se limita a pasar documentos de un área a otra. El estimado puede estar completo, pero la conversación no existe. El estimador sabe por qué ajustó la mano de obra en una parte del edificio, por qué incluyó un presupuesto adicional para posibles problemas en la plataforma del techo o por qué algunos detalles necesitaban más atención. Desafortunadamente, gran parte de ese conocimiento se queda con la persona que preparó el estimado. 

El gerente de proyecto recibe los documentos. El supervisor recibe el trabajo. Pero ninguno recibe el razonamiento que hay detrás del estimado. Esa diferencia es la que muchas veces separa un proyecto rentable de uno que termina siendo una decepción. 

Las mejores empresas de roofing con las que he trabajado consideran la entrega del proyecto como una reunión operativa y no solo como un trámite administrativo. La conversación se enfoca en los riesgos, la estrategia de producción, el orden de los trabajos y las expectativas. Los estimadores explican dónde creen que el proyecto puede complicarse. El equipo de operaciones comparte aspectos del trabajo en campo que podrían requerir ajustes. Al final, todos comienzan el proyecto con la misma idea de cómo debe verse el éxito. 

Estas conversaciones casi nunca son largas, pero tienen un enorme valor. 

Otro error que cometen muchos contratistas es pensar que, una vez terminado el estimado, ya no queda nada por aprender de él. Yo creo exactamente lo contrario. El estimado debe seguir evolucionando durante toda la vida del proyecto. Conforme avanza la producción, el desempeño real de la mano de obra debe compararse con las suposiciones originales. Se debe revisar el consumo de materiales. También deben documentarse las condiciones imprevistas. Cada diferencia importante se convierte en información que fortalece los futuros estimados. 

Sin ese proceso de retroalimentación, el trabajo de estimación termina desconectado de la realidad. 

Piensa cuántas veces escuchamos decir a los contratistas: "Cada vez es más difícil calcular la mano de obra." 

La pregunta que normalmente hago es: "¿Qué le enseñaron a su departamento de estimados los últimos veinte proyectos?" 

Muchas veces la respuesta es silencio. No porque esa información no exista. Sino porque nadie la recopiló. 

Los estimados mejoran cuando el equipo de operaciones comparte su experiencia. Y las operaciones mejoran cuando los estimadores escuchan. Ambos departamentos no deberían trabajar por separado. Deben funcionar como socios con el mismo objetivo: construir proyectos rentables. 

La tecnología ha hecho que preparar estimados sea más rápido que nunca. La inteligencia artificial puede ayudar con las mediciones. Las plataformas digitales organizan planos en cuestión de segundos. Los programas identifican cantidades con gran rapidez. Todos estos son avances importantes y los contratistas deben aprovechar las herramientas que aumentan la eficiencia. Pero la tecnología todavía no puede explicar por qué la producción bajó en el lado oeste del edificio después de la hora de comida porque el área de materiales estaba saturada. Tampoco puede decirte por qué un supervisor supera constantemente la producción estimada mientras otro tiene dificultades en condiciones muy parecidas. Y tampoco puede identificar esas pequeñas lecciones operativas que solo las personas con experiencia descubren después de completar cientos de proyectos. 

Ese conocimiento solo se obtiene conectando el proceso de estimación con la ejecución del trabajo. 

Una de las lecciones más importantes que he aprendido después de toda una vida en esta industria es que los estimadores deberían salir de la oficina de vez en cuando. Visiten proyectos en ejecución. Participen en las revisiones finales. Escuchen a los supervisores explicar qué ayudó a mejorar la producción y qué la retrasó. Observen cómo las cuadrillas realmente instalan los sistemas que ustedes estiman todos los días. Esas experiencias cambian la forma de preparar un estimado porque reemplazan las suposiciones con conocimiento. 

Lo mismo aplica en sentido contrario. Los gerentes de proyecto y los líderes de campo también deben entender cómo se preparan los estimados. Cuando conocen el razonamiento detrás de las proyecciones de producción y los cálculos de mano de obra, pueden proteger mucho mejor la utilidad que se estableció desde el principio. 

Las empresas de roofing más sólidas que he conocido no ven la estimación, las operaciones y la administración de proyectos como funciones separadas. Las consideran diferentes capítulos de la misma historia. Cada uno depende del anterior y cada uno influye en el siguiente. 

Cuando esa forma de pensar se convierte en parte de la cultura de una empresa, sucede algo muy interesante. El estimado deja de verse como la propuesta que ganó el proyecto y comienza a convertirse en el plan operativo que guía todo el trabajo. Las decisiones son más consistentes. La comunicación mejora. La producción se acerca mucho más a lo que se esperaba. Y, quizá lo más importante, el siguiente estimado aprovecha todo lo que el proyecto anterior le enseñó a la empresa. 

Así es como el proceso de estimación deja de ser simplemente un departamento. Se convierte en un proceso continuo de aprendizaje, mejora y perfeccionamiento. 

La propuesta puede haberse entregado. El contrato puede estar firmado. Pero un estimado nunca debería considerarse terminado hasta que se haga la revisión final del proyecto y las lecciones aprendidas se apliquen al siguiente trabajo. 

Porque los mejores estimadores no solo ayudan a ganar proyectos. Ayudan a construir mejores empresas de roofing. 

By Emma Peterson. 

John Kenney shares why contractors with strong systems, clear workflows and documented processes will be best positioned to embrace new technologies.  

For many of us, robots seem like something from a science fiction movie – something that might be cool but is far from becoming a part of our reality. But with advancements in automation and technology, robotics are already beginning to influence the roofing industry. To learn how contractors can prepare their operations for emerging robot technology, we brought John Kenney of Cotney Consulting Group on for a Read Listen Watch® webinar. 

Looking to the future, John sees robotics as a tool that will be used for repetitive tasks, sharing, “I think you're going to be able to have a lot of things happen within your company that are repetitive tasks, that we can't find anybody that wants to do them anyways, like moving materials, loading trucks, setting things up, managing your inventory, etc.”  

Additionally, he predicts that they will eventually become advanced enough to collaborate with your service technicians, saying, “There is a future where robots could be a part of service workflows. It could be super helpful in situations where you don’t have a full visual of a roof and need to collect that data safely. A robot could go up there and record data so that your service crew knows they can safely climb on a roof to work.” 

Obviously, we have not developed this level of robotic technology yet, but with the advancement of technologies like artificial intelligence, it has started to feel increasingly inevitable. So, if robots are going to become a part of our industry in the future, how can you make sure your company is positioned to adapt to this change effectively? John argues that it all depends on your operational workflows being in order:  

You have to start documenting your workflows and you have to start figuring those out. Further, you need to develop an accountability chain. Most companies have an unclear accountability process and if robotic tools ever become a part of our industry, you're going to need to clean those up... It’s the companies with disciplined systems and strong operational clarity that have the flexibility to adapt with technology.  

This advice applies to more than just preparing for future robot coworkers. It’s also about helping your team operate more efficiently and profitably today. By having everything documented and in order, your company will be better positioned both today and wherever the future leads.  

Listen the RLW or Watch the recording on demand to learn more about robotics, roofing and preparing your company for the future.