By Emma Peterson. 

Robotics and automation are coming to the jobsite. Are you prepared?  

Robotics and automation have long been a part of manufacturing processes. But where these two pieces of technology have historically played behind-the-scenes roles, that norm is quickly changing. Both in our personal and professional lives, we are seeing the integration of robotics and automations, whether that’s a robot bartender in Las Vegas or a delivery robot on a college campus. With this shift into day-to-day uses, it’s not hard to imagine how these technologies will be introduced into other roles, such as on the jobsite. 

To learn more about robotics and automation, and how they might influence the construction industry, Karen Edwards will be hosting a Read Listen Watch® (RLW) with John Kenney of Cotney Consulting Group about the topic on May 21, 2026.  

John is the perfect guest for this conversation as he comes with over 45 years of experience in the roofing and construction industries. He started his career as a laborer in a family-run construction business and eventually worked up to being a COO of a commercial contracting firm. Today, John is CEO and co-founder of Cotney Consulting Group; a board member of Roofing Technology Think Tank (RT3); an active part of the National Women in Roofing (NWIR)’s membership committee; and a member of countless other international and national technical associations.  

Each of these experiences have granted him insights into the roles technology has and will continue to play across the building envelope and the trades. From changing the ways businesses operate to how contractors can begin familiarizing themselves with the evolving robotic and automation developments without disrupting crews or culture, he has great advice for navigating these changes. 

The conversation will take on this topic that is often mired in fear and speculation, instead approaching it with an outlook that centers on the importance of awareness and preparation. John and Karen will not only discuss the emergence of new robotics and automations but also dive into how contractors can prepare their operations for the changes these tools bring.  

Want to learn more about how robotics will work in the world of roofing? Tune into the live Read Listen Watch® (RLW) on May 21, 2026! Register to save your spot.  

By Emma Peterson. 

Check out what The Coffee Shops™ readers are clicking on. 

It’s hard to even believe that it’s already April. If your March has been anything like ours has been at The Coffee Shops™, it has been very busy! So, to help our readers keep track of everything that happened in the last month, we put together a list of the top-read articles on RoofersCoffeeShop®, MetalCoffeeShop® and CoatingsCoffeeShop® in March 2026.  

One thing we noticed when looking at the data for our trending article topics was the sheer number of articles focused on workforce development and business advice. For example, Emma Peterson highlighted how SkillsUSA helped two young roofers find a mentor for life and how National Roofing Contractors Association (NRCA) has made workforce development one of their key initiatives.   

Additionally, Jenny Yu shared key information for metal roofers about how Sherwin-Williams' MetalVue program acts as “a comprehensive support system for contractors that connects them to all the tools they might need” to succeed. Additionally, John Kenney of Cotney Consulting Group dove into general construction safety practices and how the fundamentals are key to building a long-lasting, successful business.  

Our top article list from March 2026 

10 - Finding the path to roofing by Emma Peterson 

9 - Navigating a new world of technology by Emma Peterson 

8 - Business-in-a-box for metal roofing by Jenny Yu 

7 - Finding your path through mentorship by Emma Peterson 

6 - Brakes and beyond: Products for efficiency and customization by Jenny Yu 

5 - The state of roofing recruitment and retention by Emma Peterson 

4 - General construction safety principles: The core practices every outdoor trade should follow by John Kenney 

3 - Inspiring the next generation of roofers by Emma Peterson 

2 - A new safety frontier by Emma Peterson 

1 - Level up your team with training by Emma Peterson 

By Emma Peterson. 

Explore how early planning, clear processes and documentation prepare your business for its next chapter. 

One of the hardest moments for any business owner or entrepreneur to properly prepare for is when it’s time to take a step back and pass the company on to the next leader. But it is a moment that comes for all of us, and one that you want to be prepared for. When you’ve put years or even decades of work into a company, it becomes your legacy, and that should be protected through proper preparations. To talk about the process of leadership transitions, Heidi J. Ellsworth, Megan Ellsworth and John Kenney (CEO of Cotney Consulting Group) hosted an Affinity Webinar to discuss navigating different forms of succession planning.  

Passing the torch on to family 

Many roofing companies become part of family legacies as they are passed down from parent to child. This is often a great way to make sure your business is cared for by someone who is as invested in its success as you are. But this succession method also comes with some challenges. John explained:  

There’s a saying about the first generation having success, and every generation after that has a higher chance of failure. Why? Oftentimes when companies are passed through families, going from that first to second, or second to third generation, the processes, procedures and understandings aren’t passed down as well. 

What John is pointing out is that, in these family hand-offs, the plan is often to simply hand the company to the next generation, and plans do not extend beyond that. In order to set that next generation up for success, you need to plan beyond who gets the business. As John put it, “There is a lot of planning and even financial type of setting up to do, if you want to set them up for success. At the end of the day, if everything is not in order, the succession's not going to work.”   

Making a sale 

Another form of succession that we see frequently in the roofing industry is sales. This can be to another contractor or private equity. And the main thing to know about this path is that your company might not look the same after the sale. John explained, “Sales happen for two reasons. One is they're buying you out because they're going to flip you and get rid of you, and they don't care. So, you have to think hard about if that’s what you want. Or they come in as a partner.” 

If you want the latter, for your company to become partner of the buyers’ business, there is some groundwork that must be done to prepare for sale. John gave some examples, explaining, “They are going to deep dive into what your current org chart looks like, management structure, what your bench strength looks like and how you have planned for the next 5 to 10 year.” By keeping your records organized and clear, you can show them why your business is worth investing in and keeping as a partner, rather than being flipped completely. 

Navigating a merger 

And last but not least, there are mergers and strategic partnerships. This form of succession has been all over the headlines across the industry. While it may sound fancy or complex, John broke it down, saying, “When you're looking at mergers and strategic partnerships, they absolutely become no different than bringing in a family member. The only difference is it's a family member with money.” 

Why does he say that? Similar to older generations preparing to hand off to a younger family member, the most important part of planning for a merger succession is making sure that structures and processes are established and clear. John explained:  

The company is just the structure, and that structure should be able to go on if you've got it built correctly to put different people in different seats as time progresses...And if you don’t have that in place, your absolute sales price, your buyout price, your stock shares or whatever the deal may be, is going to be lower.”  

Overall advice 

You might have started to notice a pattern in John’s advice – succession planning is all about clear organization. And that’s because that is the key to any successful handoff, whether it's to a family member, another contractor or an investor. As John elaborated:  

The first place to start is to look at yourself and your company. You should start building your initial succession plan years before you want to exit. Within 6 month of starting to plan, you should have something that you're ready to start to kick around, and within a year you should know what the goals are and how to get there. From there, you're having quarterly or biannual review meetings, documenting the growth within the company and adjusting the plan to that.  

With this type of strategy, you can be assured that no matter whether you are looking at a family handover, a sale or a merger, you will have set up your roofing company for succession success.  

Watch the whole webinar to learn more about succession planning.

By Jenny Yu.  

Industry experts discuss recent insurance shifts in Florida and what this means for the roof restoration market. 

In a recent CoatingsCoffeeShop® Coffee Conversations, sponsored by APOC, Megan Ellsworth spoke with industry leaders Johnny Walker, national technical manager of APOC, and John Kenney, CEO of Cotney Consulting Group, about the biggest changes in the roof restoration market right now.  

Today, the industry faces insurance-based challenges, starting in Florida and slowly spreading throughout the nation. Between hurricane exposure, litigation issues and claims activity, insurance companies in Florida have been trying to reduce risk with roofs as a major focus. “Insurance has tightened eligibility requirements, especially around roof aging,” John explained. “From a contractor perspective, that creates confusion because a roof may still be structurally sound and restorable, but once it crosses a certain age or threshold, the insurance companies are looking at them differently and causing a lot of havoc within the marketplace.” 

Contractors aren’t the only ones affected by these changes in insurance policies. Johnny emphasized their impact on property owners. “It’s very costly,” Johnny lamented. “A lot of folks are living on their retirement incomes and can’t afford to pay the extra amount to have a roof torn off when it could have been restored.” 

Despite these challenges, the panelists spoke to how the industry can adapt and take this as an opportunity for advancing restoration regulations and education. 

“We have to stand up and do what's right for the industry and not be challenged by insurance companies to lead the way, which I'm seeing as a good thing,” John shared. “But the flip side is, contractors need the knowledge and discipline to properly evaluate these roofs and design restoration systems correctly. We can help move our industry along by increasing the benefits of where restoration is a value.” 

Listen to the conversation or Watch the recording to learn more about the economic and sustainability pressures impacting the roof restoration market. 

By Jesse Sanchez. 

Understanding break-even calculations can help protect margins and simplify pricing decisions. 

Many roofing companies judge the success of a year by how much revenue they generate. Yet revenue alone does not determine whether a company is financially healthy. According to industry consultant John Kenney from Cotney Consulting Group, the number that ultimately reveals the true condition of a roofing business is its break-even point. When that number is outdated or poorly understood, contractors may unknowingly price projects below the level required to sustain their operations. 

Break-even analysis serves as the financial foundation behind nearly every operational decision in a roofing company. It influences how contractors set prices, allocate overhead, manage labor and determine when to hire or expand. Because roofing is one of the most economically sensitive construction trades, those calculations must constantly adapt to changing conditions. Labor costs fluctuate, insurance premiums increase, production efficiency shifts and material prices move with market demand. When companies rely on last year’s assumptions, the pricing decisions built on those numbers can quietly undermine profitability. 

The consequences often appear gradually rather than all at once. Jobs may appear profitable on paper while cash flow fails to improve. Crews remain fully scheduled, but margins continue to narrow. Meanwhile, overhead expenses increase as businesses scale operations, yet pricing structures remain unchanged. In those situations, contractors can find themselves working harder each year while earning less from the work they complete. 

A clear break-even calculation depends on understanding several financial realities that are often underestimated. Overhead costs extend far beyond basic office expenses and include administrative salaries, vehicles, software systems, insurance premiums, marketing and facility costs. Labor expenses are similarly more complex than hourly wages alone. Payroll taxes, workers’ compensation, health benefits, paid leave, supervision time and lost productivity all contribute to the true cost of maintaining a workforce. 

John notes that this gap between perceived and actual labor costs frequently surprises contractors. A crew member paid $28 per hour, for example, may ultimately cost a company closer to $52 per hour once those additional obligations are included. After overhead allocation and required profit margin are factored in, a contractor charging $65 per hour could still be operating below the level needed to remain profitable. 

Regularly updating break-even calculations allows contractors to adjust pricing for re-roof projects, service work and time-and-materials jobs with greater confidence. By grounding estimating decisions in current financial data rather than assumptions, roofing companies can protect margins while building more stable and sustainable operations. 

Learn more about how recalculating your break-even point each year helps roofing contractors price work accurately, protect profit margins and make stronger operational decisions!

By Emma Peterson. 

Trent Cotney and Jon Gardner discuss AI liability, confidentiality and how contractors can build safe, effective practices. 

As artificial intelligence (AI) grows more and more common in our everyday life, it’s important to look at it critically and understand how it can be used as a tool. Just like any other technology before it, AI has both upsides and downsides. To dive into some of the ethics and challenges behind integrating this technology, Jon Gardner of Owens Corning and Trent Cotney of Adams and Reese stopped by The Coffee Shops™ for a Read Listen Watch® (RLW) webinar. 

Trent, who is a leading lawyer in the roofing and construction industry, opened the conversation with context about where AI sits in terms of legal regulations, sharing, “The government is typically 10 to 15 years behind regulating technology, so while there are some guardrails based on case law and existing statutes, there isn’t a ton tailored specifically for AI.”  

This void in legislation has made AI kind of the wild west of technology, which can lead to some unique issues. Trent gave an example, explaining, “If a roofing contractor is using AI strictly as a chatbot, there isn't necessarily a need to disclose that. Where it becomes more of an issue is if you are using that AI to provide things like jobsite safety specifications or anything that a customer could potentially rely on.” The main difference between these two scenarios is whether the information is being used internally or for customers. This is because of deceptive and fraudulent trade practice statutes. Trent explained, “In almost every single state, there's a version of that statute which says that if you, as a contractor, are swindling a consumer by information or stuff that you put out, then you could, you know, potentially have liability. So, if you are using AI, it is important to disclose where that’s being used to avoid liability.”  

Another place where contractors need to be careful about AI is when it comes to confidential information. Jon dove into how he and his team at Owens Corning have navigated this one, sharing, “The impact can be significant, whether it's Owens Corning or any other business that provides proprietary and confidential information. If you put it in any old AI chat, it could turn out to be a problem because it's now in a publicly available resource center.” Trent added, “You need to recognize that you should not be submitting private customer data onto a site that is public. Think ChatGPT, Gemini, Grok, anything like that. It's not confidential; anybody in the world could potentially get that. And, as a lawyer, I have subpoenaed ChatGPT history before. All of that is saved, even if you think you’ve deleted it.” 

What Owens Corning has done to avoid this issue is build guard rails. He explained, “At Owens Corning we have guardrails that are placed within the use of AI to ensure that no proprietary information is being placed in the public domain. That keeps our company healthy and risk-free.” 

These are just two examples of the complex challenges that AI has brought as it becomes more integrated in our lives. This is not to say AI cannot be helpful; it can make worlds of difference in things like customer follow-ups and automating lead processes. But it is a tool and like any other tool comes with upsides and downsides.  

Listen to the episode or Watch the recording to learn more about managing and integrating AI responsibly. 

By John Kenney III, advisor to Commercial Roofing Contractors, Cotney Consulting Group.

In uncertain markets, the most disciplined contractors focus less on predicting prices and more on protecting assumptions.

Over the past several weeks, headlines have been dominated by escalating conflict in the Middle East. Missile strikes, attacks on energy infrastructure and disruptions to shipping in the Persian Gulf have pushed oil markets into a new period of volatility. For many observers, this appears to be just another geopolitical crisis. But for contractors and construction businesses, these developments carry real operational consequences. 

The global construction industry sits directly downstream from energy markets. Fuel costs influence transportation, manufacturing and logistics. Interest rates influence project financing. Supply chains react quickly when global uncertainty increases. 

The question contractors should be asking right now is not simply what is happening in the Middle East. The more important question is this: What could these developments mean for construction operations over the next 90 days and the next six months? Several signals are already beginning to emerge. 

The headline everyone sees: Energy market volatility 

One of the most immediate effects of the conflict has been pressure on global oil markets. The situation is particularly sensitive because a large portion of the world’s oil supply moves through the Strait of Hormuz. Roughly one-fifth of global petroleum trade passes through this route each day. 

Any disruption — whether through military activity, tanker attacks or insurance restrictions — creates uncertainty in global supply. Even when oil continues to flow, the perceived risk alone can drive prices higher.

Diesel fuel has reacted particularly quickly. Diesel powers freight trucks, construction equipment, rail networks and maritime shipping. When diesel prices rise, transportation and logistics costs rise with them. For contractors, diesel is often the first signal that broader cost pressures may follow. 

The signals contractors may be missing 

While oil prices receive most of the attention, several other economic indicators are beginning to move quietly beneath the surface. 

Shipping and insurance costs

Shipping companies and insurers are already reassessing risk levels for vessels moving through the Persian Gulf region. War-risk insurance premiums have begun to increase, and some shipping operators are avoiding the region entirely. Even if supply routes remain open, higher insurance costs translate into higher shipping rates. Those cost increases eventually flow into the price of imported materials and petrochemical products used throughout construction. 

Roofing membranes, insulation products, coatings and plastics all depend heavily on petrochemical production, which is tied directly to oil and natural gas markets. 

Treasury yields and financing 

Energy shocks historically push inflation expectations higher. When inflation risk increases, investors demand higher returns on government bonds. Rising yields in the U.S. Treasury market can translate quickly into higher borrowing costs for: 

• Commercial real estate development 
• Equipment financing 
• Infrastructure projects 
• Municipal construction

For contractors, this does not stop projects immediately. However, it can slow new project starts as developers reassess financing conditions. 

Commodity and industrial supply chains 

Energy disruptions ripple across multiple industrial sectors. Aluminum, steel, chemicals and transportation costs all respond to changes in energy prices. Contractors rarely see these increases immediately. Suppliers typically begin adjusting pricing 30 to 60 days after energy costs move significantly. 

That delayed reaction is one reason experienced contractors pay attention to macroeconomic signals long before price increases reach job sites. 

What historically happens next 

After decades in the construction industry, one pattern appears consistently following energy shocks. 

First, fuel and logistics costs begin to rise. Next, suppliers introduce selective price adjustments. Then financing becomes more expensive as interest rates respond to inflation pressures. The final stage often appears months later, when developers begin postponing or re-evaluating speculative projects. 

None of these shifts occur overnight. But they tend to unfold in a predictable sequence that experienced contractors learn to recognize. 

The 90-day outlook 

Over the next three months, contractors are most likely to experience continued volatility rather than dramatic disruption. 

Diesel prices may remain elevated as energy markets respond to ongoing geopolitical developments. Transportation and freight costs could rise modestly as shipping insurers adjust risk premiums. Material price increases may begin to appear selectively in products connected to petrochemical production and global shipping. At the same time, many construction sectors still maintain strong backlogs. Existing projects will continue moving forward, and most contractors should not expect immediate cancellations or widespread delays. 

The six-month outlook: Two possible scenarios 

The longer-term outlook will depend largely on how the geopolitical situation evolves. 

Scenario one: Stabilization 

If tensions ease and energy supply routes remain open, oil markets could gradually stabilize. In that case, the construction industry may experience only modest cost adjustments. Project backlogs would remain strong, and new development activity would continue at a steady pace. 

Scenario two: Prolonged disruption 

If shipping routes remain threatened or energy infrastructure continues to be targeted, sustained oil price volatility could push transportation and manufacturing costs higher. Combined with rising interest rates, that environment could slow new project development and tighten financing conditions for large commercial construction projects. Even under this scenario, the impact would likely develop gradually rather than suddenly. 

What this means for estimating and margin protection 

Periods of energy volatility often expose weaknesses in estimating assumptions. When fuel, transportation and supplier costs begin moving quickly, small estimating errors can compound across a project. 

Contractors should pay close attention to the assumptions embedded in their estimates over the next several months. Freight costs, equipment fuel consumption, material lead times and supplier pricing adjustments may begin shifting faster than they have in recent years. 

This does not mean contractors should assume widespread cost escalation. However, it reinforces the importance of clearly communicating assumptions in proposals and contracts. 

Experienced estimators often include language outlining the basis for fuel pricing, material availability and supplier quotations. If conditions change rapidly, those assumptions help protect both margins and relationships with customers. In uncertain markets, the most disciplined contractors focus less on predicting prices and more on protecting assumptions. 

The bottom line 

Global events may feel distant from day-to-day construction operations, but the industry has always been closely tied to energy markets, transportation costs and financial conditions. The current geopolitical situation is a reminder that external events can influence construction economics in ways that are not immediately visible. 

For contractors, the key is not to react emotionally to headlines but to watch the underlying signals that affect cost structures, financing and project demand. Those signals are beginning to move again. And the contractors who pay attention early are usually the ones best positioned to navigate whatever comes next. 

By John Kenney, Cotney Consulting Group. 

Learn how geopolitical conflicts are impacting material costs, supply chains and more in the roofing market. 

For many people in the U.S., gas costs have been top of mind with the conflict in Iran disrupting oil distribution. However, the cost of this type of disruption extends far beyond the pump. Specifically, we have seen a shift in global energy logistics, shipping routes and industrial supply changes as the conflict impacts the Strait of Hormuz.  

This is not the first time geopolitics have disrupted these systems. And in the past, it has led to higher material costs, tighter supply chains and greater uncertainty in bidding and project planning. Keep reading to learn more about this ongoing situation and what contractors should do to prepare from John Kenney, the CEO of Cotney Consulting Group. 

The moment energy markets shifted 

The Strait of Hormuz normally carries roughly one-fifth of the world’s oil and liquefied natural gas shipments. When traffic through that corridor becomes disrupted, the ripple effects extend far beyond energy markets. 

Recently, several Gulf energy producers have declared force majeure on shipments due to the inability to safely move product through the region. In energy markets, that declaration carries a simple meaning: Producers cannot deliver contracted supply due to extraordinary circumstances such as war or shipping disruptions. 

Once force majeure declarations begin, the issue is no longer speculation. It signals that the system responsible for moving energy resources is breaking down. 

At the same time, industrial signals are starting to appear. One example came from Aluminium Bahrain (Alba), the world’s largest single-site aluminum smelter, which recently reduced output by nearly 20 percent because raw materials could no longer be replenished through disrupted shipping routes. 

This is the point where global events begin transitioning from headlines into supply chain realities. 

Why construction supply chains follow energy disruptions 

Energy logistics sit at the foundation of modern industrial production. When oil shipping, petrochemical production or maritime freight becomes unstable, construction materials eventually follow. 

The construction industry sits several layers downstream from energy markets. That means the first signs of disruption appear elsewhere before contractors see price increases. 

The sequence typically looks like this: 

1. Energy markets become volatile. 
2. Shipping routes become restricted or more expensive. 
3. Industrial producers adjust output. 
4. Material manufacturers increase prices or extend lead times. 
5. Contractors feel the effects months later. 

We are now seeing the early stages of that process. 

Materials contractors should be watching 

Several construction materials are particularly exposed to energy and shipping disruptions. 

Asphalt and roofing products are closely tied to oil refining. When crude supply chains tighten or refineries shift production priorities, asphalt supply can shrink quickly. Roofing membranes, built-up roofing asphalt and paving materials often feel these changes within a few months. 

Aluminum is another vulnerable material. Modern construction relies heavily on aluminum for curtain wall systems, flashing, HVAC components and architectural framing. When global smelters face raw material shortages or energy costs rise, aluminum pricing tends to move rapidly. 

Petrochemical-based materials are also exposed. Many roofing membranes, insulation products, coatings and adhesives rely on petrochemical feedstocks produced in the Middle East and Gulf Coast. Supply disruptions can affect these materials within a 60- to 90-day window. 

Copper and electrical materials may follow later. Copper processing relies on industrial chemicals and global shipping logistics. If those systems tighten, electrical components and wiring systems used in construction can see price increases. 

Finally, insulation materials such as polyiso and spray foam depend on petrochemical derivatives. When those feedstocks become constrained, insulation pricing can adjust quickly. 

None of these changes happen overnight. But they rarely occur in isolation either. 

The timeline contractors should expect 

Projected timeline showing how energy disruptions can move from oil markets to construction material pricing over a 30–180 day period.  

Construction material impacts typically unfold in stages following energy disruptions. 

• 0–30 days – Market volatility 
  Energy markets react first. Oil prices fluctuate, tanker traffic becomes uncertain and freight rates increase as shipping companies reroute vessels or charge war-risk insurance premiums. 
• 30–90 days – Supply chain tightening 
  Industrial supply chains begin to adjust. Petrochemical feedstocks tighten, asphalt supply becomes more volatile and insulation and coating manufacturers may begin issuing price notifications. 
• 90–180 days – Construction cost adjustments 
  Material price increases begin appearing in contractor bids and project budgets. Aluminum, copper and fabricated systems often see adjustments as global supply chains recalibrate. 

This timeline isn’t exact, but historically it reflects how energy disruptions move through industrial supply chains. 

What contractors should be doing now 

Most contractors cannot control global events, but they can control how they respond to early signals. 

First, pay attention to supplier communications. Price increase notices often appear before broader market reports. Staying in close contact with suppliers can provide early warning of material volatility. 

Second, review contract language related to price escalation. In periods of uncertainty, clearly defined escalation clauses can help manage risk for both contractors and project owners. 

Third, monitor key materials tied to energy markets, including asphalt, petrochemical-based products and aluminum. These materials often move earlier than structural components. 

Finally, communicate with clients about potential supply chain risks. Owners appreciate transparency when contractors explain the factors influencing project pricing and timelines. 

Looking ahead 

Wars rarely remain confined to battlefields. They reshape supply chains, alter trade routes and introduce new uncertainties into global markets. For contractors, the key issue isn’t predicting geopolitics. It’s recognizing how global disruptions eventually translate into local material costs. 

The construction industry may not feel the full effects immediately. But when energy logistics shift, construction materials usually follow. The companies paying attention now will be better positioned when the next round of pricing adjustments arrives. 

Original article source: Cotney Consulting Group

By Jesse Sanchez. 

Exclusive bilingual safety trainings equip roofing crews with clarity, confidence and stronger compliance culture. 

Safety on a jobsite is not built through policies alone. It is reinforced through repetition, leadership and training that reaches every crew member clearly and consistently. Inside the RoofersCoffeeShop® R-Club, that commitment shows up each month through exclusive safety trainings led by John Kenney of Cotney Consulting Group; now offered in Spanish. 

John Kenney brings field-tested leadership to safety education 

John Kenney draws from deep experience in compliance, risk management and roofing operations as he walks contractors through the realities crews face daily. Each month’s session focuses on practical, jobsite-relevant topics including fall protection, personal protective equipment (PPE), ladder safety, electrical safety, silica dust prevention, defensive driving, fire safety and handling hazardous materials. 

Every training is supported by a downloadable learning guide, giving companies the structure to turn a video session into a team discussion and continue the learning.  

Why Spanish-language trainings matter 

One of the most impactful aspects of the R-Club safety program is that monthly trainings are available in both English and Spanish. In an industry where a significant portion of the workforce speaks Spanish as a first language, bilingual education is a necessity. 

When safety protocols are communicated in a worker’s primary language, comprehension improves. When comprehension improves, risk decreases. Miscommunication on a roof can lead to injuries, delays and costly liability. Clear, accessible instruction protects both people and businesses. 

Providing Spanish-language training also sends a message of inclusion and respect. It recognizes the critical role Spanish-speaking professionals play across the roofing industry and ensures they are fully equipped with the knowledge needed to work safely and confidently. 

Why it matters for contractors 

For contractors, safety performance affects everything; insurance costs, productivity, employee retention and company reputation. A well-trained crew identifies hazards earlier, makes better decisions under pressure and operates with greater confidence. 

With these Spanish safety trainings, the R-Club positions safety as an ongoing practice. Crews are encouraged to gather, watch the trainings together and review key takeaways using the learning guides. Companies can even submit photos of their teams participating for a chance to be recognized within the community. 

These trainings are exclusive to R-Club members, designed for contractors who want structured, consistent education that supports both compliance and culture. 

Learn more about how the R-Club delivers monthly bilingual safety trainings with John Kenney to help contractors protect their teams and strengthen their operations!

Por Jesse Sanchez. Traducido por Jessica Bravo.  

Capacitaciones exclusivas de seguridad en bilingüe brindan a las cuadrillas de techado mayor claridad, confianza y una cultura de cumplimiento más sólida. 

La seguridad en un sitio de trabajo no se construye únicamente con políticas. Se refuerza mediante la repetición, el liderazgo y la capacitación que llega a cada miembro de la cuadrilla de manera clara y constante. Dentro del RoofersCoffeeShop® R-Club, ese compromiso se refleja cada mes a través de capacitaciones exclusivas de seguridad dirigidas por John Kenney de Cotney Consulting Group, ahora disponibles en español. 

John Kenney aporta liderazgo probado en campo a la educación en seguridad 

John Kenney se basa en su amplia experiencia en cumplimiento normativo, gestión de riesgos y operaciones de techado mientras guía a los contratistas a través de las realidades que las cuadrillas enfrentan a diario. Cada sesión mensual se enfoca en temas prácticos y relevantes en el lugar de trabajo, incluyendo protección contra caídas, equipo de protección personal (EPP), seguridad en escaleras, seguridad eléctrica, prevención del polvo de sílice, conducción defensiva, seguridad contra incendios y manejo de materiales peligrosos. 

Cada capacitación incluye una guía de aprendizaje descargable, brindando a las empresas la estructura necesaria para convertir una sesión en video en una discusión en equipo y continuar reforzando el aprendizaje. 

Por qué son importantes las capacitaciones en español 

Uno de los aspectos más impactantes del programa de seguridad del R-Club es que las capacitaciones mensuales están disponibles tanto en inglés como en español. En una industria donde una parte significativa de la fuerza laboral tiene el español como primer idioma, la educación bilingüe no es un lujo, sino una necesidad. 

Cuando los protocolos de seguridad se comunican en el idioma principal del trabajador, la comprensión mejora. Cuando la comprensión mejora, el riesgo disminuye. La falta de comunicación en un techo puede provocar lesiones, retrasos y responsabilidades legales costosas. Una instrucción clara y accesible protege tanto a las personas como a las empresas. 

Ofrecer capacitación en español también envía un mensaje de inclusión y respeto. Reconoce el papel fundamental que desempeñan los profesionales hispanohablantes en toda la industria del techado y garantiza que cuenten plenamente con el conocimiento necesario para trabajar de manera segura y con confianza. 

Por qué es importante para los contratistas 

Para los contratistas, el desempeño en seguridad influye en todo: costos de seguros, productividad, retención de empleados y reputación de la empresa. Una cuadrilla bien capacitada identifica los peligros con mayor anticipación, toma mejores decisiones bajo presión y trabaja con mayor confianza. 

Con estas capacitaciones de seguridad en español, el R-Club posiciona la seguridad como una práctica continua. Se anima a las cuadrillas a reunirse, ver las capacitaciones juntas y repasar los puntos clave utilizando las guías de aprendizaje. Las empresas incluso pueden enviar fotos de sus equipos participando para tener la oportunidad de ser reconocidas dentro de la comunidad. 

Estas capacitaciones son exclusivas para los miembros del R-Club y están diseñadas para contratistas que buscan una educación estructurada y constante que respalde tanto el cumplimiento normativo como la cultura organizacional. 

¡Obtenga más información sobre cómo el R-Club ofrece capacitaciones mensuales bilingües de seguridad con John Kenney para ayudar a los contratistas a proteger a sus equipos y fortalecer sus operaciones!