Por John Kenney, Cotney Consulting Group. 

Los márgenes se construyen — o se erosionan poco a poco — a través de cientos de pequeñas decisiones. 

Cuando los contratistas hablan de rentabilidad, la conversación normalmente gira en torno a los estimados, los costos de mano de obra, los precios de los materiales o los gastos generales. Todas esas son piezas importantes de la ecuación, pero después de pasar más de cuatro décadas en esta industria, he llegado a creer que los márgenes rara vez se ganan o pierden por una sola decisión importante. Se construyen — o se erosionan poco a poco — a través de cientos de pequeñas decisiones. 

Esa es una de las razones por las que la rentabilidad puede ser tan difícil de entender. Cuando un proyecto tiene un desempeño menor al esperado, es natural que todos busquen el gran evento que lo provocó. ¿El estimado fue demasiado bajo? ¿Aumentaron los precios de los materiales? ¿El clima retrasó la producción? Sin duda, esas situaciones afectan un proyecto, pero la mayoría de las veces ponen al descubierto problemas que comenzaron a desarrollarse semanas antes. 

Las ganancias rara vez desaparecen de un momento a otro. Se van poco a poco, una decisión a la vez. 

He llegado a proyectos donde el estimado era sólido, las cuadrillas tenían experiencia y el cliente estaba satisfecho, pero aun así los resultados financieros estuvieron por debajo de las expectativas. Al analizar lo ocurrido, no había un solo error catastrófico. En cambio, había una larga lista de pequeñas decisiones operativas que, de manera individual, parecían insignificantes. 

No se confirmó una entrega el día anterior. Una cuadrilla esperó 30 minutos por equipo. La falta de material requirió un viaje adicional al proveedor. Una orden de cambio no se documentó hasta la semana siguiente. Un project manager pospuso una visita al sitio porque otro proyecto requería su atención. Ninguno de esos momentos arruinó el proyecto. Juntos, cambiaron el resultado. 

Eso es lo que hace que la disciplina operativa sea tan importante. Las empresas que constantemente superan a sus competidores no necesariamente toman decisiones dramáticamente mejores. Toman menos decisiones equivocadas y detectan los pequeños problemas antes de que comiencen a afectar la producción. 

Hay una observación que me ha acompañado a lo largo de mi carrera. Las empresas de roofing rara vez pierden dinero porque a las personas no les importe su trabajo. La mayoría de las veces, todos están trabajando arduamente y tratando de hacer las cosas bien. El problema es que el trabajo duro no puede compensar todas las pequeñas decisiones que no se tomaron cuando debían. 

Con el tiempo, esas decisiones comienzan a acumularse. Una orden de compra retrasada afecta las entregas de materiales. Las entregas de materiales afectan la productividad de la cuadrilla. La reducción en la productividad cambia el desempeño de la mano de obra. El desempeño de la mano de obra afecta los tiempos del proyecto. Los cambios en el calendario generan presión por parte del cliente. La presión del cliente aumenta el tiempo que debe dedicar la gerencia. Al final del proyecto, contabilidad reporta un problema con el margen. 

Pero contabilidad solo está midiendo el resultado. Las verdaderas causas ocurrieron mucho antes. 

Siempre he creído que uno de los hábitos más valiosos que puede desarrollar un contratista es reconocer las fricciones operativas. Todas las empresas de roofing las experimentan. Cuadrillas esperando información. Project managers persiguiendo documentos en lugar de administrar la producción. Estimadores respondiendo preguntas que debieron resolverse durante la transición del proyecto. Personal de dispatch reorganizando los horarios porque las decisiones de ayer crearon los problemas de hoy. 

La fricción no siempre es dramática. Generalmente es silenciosa. Y precisamente porque es silenciosa, las empresas suelen aprender a vivir con ella en lugar de eliminarla. 

Las operaciones más sólidas piensan de manera diferente. Entienden que cada interrupción innecesaria tiene un costo, incluso cuando nadie lo nota de inmediato: cinco minutos esperando un montacargas. Diez minutos buscando materiales y 15 minutos hablando sobre un problema que debió aclararse antes de comenzar el trabajo. De manera individual, esos momentos parecen inofensivos. A lo largo de decenas de proyectos durante un año, se convierten en miles de horas de trabajo perdidas. Ahí es donde desaparecen los márgenes. 

También he notado algo más a lo largo de los años. Las empresas de alto desempeño no se obsesionan con la productividad porque esperan que las personas trabajen más rápido. Se enfocan en mejorar la eficiencia eliminando los obstáculos que impiden que las personas realicen el trabajo que ya son capaces de hacer. 

Hay una diferencia importante. Puedes exigirle más esfuerzo a una cuadrilla. O puedes crear las condiciones que permitan que la cuadrilla dé lo mejor de sí. El segundo enfoque casi siempre es más rentable. 

Una de las lecciones que enseña la experiencia es que la excelencia operativa no se construye a través de recuperaciones heroicas. Se construye prestando atención constante a los detalles que la mayoría de las personas pasan por alto. Los project managers sólidos dan seguimiento a los asuntos pendientes antes de que se vuelvan urgentes. Los foremen piensan con anticipación en lugar de simplemente reaccionar a lo que tienen frente a ellos. Los estimadores comunican sus suposiciones en lugar de asumir que los demás las entienden. Los propietarios crean sistemas que reducen la incertidumbre en lugar de depender de la experiencia para llenar los vacíos. 

Esas acciones no llaman mucho la atención. Rara vez se convierten en historias de éxito. Pero son la razón por la que las empresas exitosas se mantienen exitosas. 

También he descubierto que los contratistas rentables hacen preguntas diferentes durante las revisiones de los proyectos. En lugar de preguntar: “¿Por qué perdimos dinero?” preguntan: “¿Qué pequeñas decisiones hicieron que este proyecto fuera más fácil o más difícil de ejecutar?” 

Esa pregunta cambia la conversación de la búsqueda de culpables al aprendizaje. Con el tiempo, esas lecciones se convierten en parte de los hábitos operativos de la empresa. La organización se vuelve un poco más ágil. Un poco más consistente. Un poco más disciplinada. Con el tiempo, esas pequeñas mejoras comienzan a reflejarse en el desempeño financiero. 

Las personas suelen asumir que las empresas rentables han descubierto alguna fórmula secreta. En mi experiencia, la fórmula es mucho más sencilla que eso. Han aprendido a proteger mejor sus márgenes, una decisión a la vez. 

Nunca he creído que la rentabilidad se cree en el departamento de contabilidad. Contabilidad te dice lo que sucedió. La rentabilidad se crea todos los días en las reuniones de estimación, las transiciones de proyectos, las conversaciones sobre programación, las decisiones de compra, la planificación en el sitio de trabajo y cientos de conversaciones en las que la mayoría de las personas nunca vuelve a pensar. 

Esas conversaciones dan forma al trabajo. El trabajo da forma a los resultados. Y los resultados dan forma al negocio. 

Mientras más tiempo llevo en esta industria, más convencido estoy de que la excelencia operativa no consiste en tomar una decisión brillante. Se trata de tomar la siguiente pequeña decisión un poco mejor que la anterior. 

Porque los márgenes del roofing rara vez se protegen en un solo gran momento. Se protegen a través de cientos de pequeñas decisiones que nadie nota hasta que dejan de tomarse. 

Metal Influencers bring diverse expertise and real-world insight to help contractors navigate challenges, strengthen their businesses and shape the future of metal construction. 

The Coffee Shops™, the award-winning websites where the industries meet for technology, information and everyday business, announces the 2026-27 Influencers for MetalCoffeeShop® (MCS).     

MCS Influencers contribute their expertise to MetalCoffeeShop each month through interviews, videos and articles that explore important topics shaping the metal construction industry. Contractors, association leaders and service providers offer a broad range of perspectives, giving readers practical knowledge and a deeper understanding of industry challenges and opportunities. Their insights about emerging trends in metal construction, building a scalable management team and using AI to strengthen business are featured in the site’s dedicated MCS Influencers section. 

“Our MCS Influencers are helping move the metal industry forward by sharing real-world experience and forward-thinking ideas,” said Heidi J. Ellsworth, president and CEO of The Coffee Shops. “Their diverse expertise provides contractors with meaningful insights they can use to strengthen their businesses and prepare for what’s ahead. We believe in helping contractors, erectors and tradespeople from all parts of the metal construction industry.” 

We are proud to announce the following 2026-27 MCS Influencers: 

• John Kenney – Cotney Consulting Group 
• Jon Olsen – Malco Tools 
• Corey Lincoln – Metal Sales 
• Junny Lee – Sherwin-Williams 
• Lee Ann Slattery – ATAS International 
• Anthony Ortega – Viotell Metal Concepts 
• Sasha Demyan – Metal Building Contractors and Erectors Association (MBCEA) 
• Randy Chaffee – Source One Marketing   
• Renee Ramey – Metal Roofing Alliance (MRA) 
• Paul and Emily Marshall – Mr. and Mrs. Post Frame  
• Edward Montemayor – South Texas Metal Roofing 
• David Leinbach - Kaiser Martin Group, MBCEA president 
• Travis Sliger – 4Ever Metal Roofing 

For more information on the 2026-27 MCS Influencers, meet them here.   

About MetalCoffeeShop 

MetalCoffeeShop is committed to being an advocate and supporter of the metal construction industry.  With Sherwin-Williams and industry thought leader’s contributions, the site supplies consistent information, education and networking avenues for all metal construction professionals. Visitors to the site will not only find education and information but thought-leading editorial, multimedia and Influencer content that elevates the metal construction industry. Like RoofersCoffeeShop, MetalCoffeeShop is “Where the Metal Industry Meets!” For more information and involvement opportunities, visit www.metalcoffeeshop.com.  

About The Coffee Shops 

Award-winning websites and online communities make up The Coffee Shops. Starting with RoofersCoffeeShop, which launched in 2002, the growth of the sites has been explosive for the construction trades of roofing, metal, coatings and their customers. Currently featuring four sites, RoofersCoffeeShop, MetalCoffeeShop, CoatingsCoffeeShop and AskARoofer, all the sites are committed to advocating for the construction trades by supplying consistent information, education and communication avenues for all contractors, while promoting positive growth, education and success of construction industries overall. Visitors to the site continue to find excellent opportunities for sharing information while participating in important ongoing conversations concerning new technologies, safety and overall construction information and education. The Coffee Shops are “Where the Industries Meet!” For more information, visit www.thecoffeeshops.online. 

By John Kenney, Cotney Consulting Group.  

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

By Emma Peterson. 

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

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

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

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

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

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

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

By John Kenney, Cotney Consulting Group. 

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

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

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

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

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

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

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

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

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

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

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

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

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

What are you seeing that I might have missed?

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

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

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

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

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

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

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

By John Kenney, Cotney Consulting Group. 

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

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

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

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

That is why contractors should follow a clear sequence. 

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

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

Technology reflects the process behind it 

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

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

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

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

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

A poor process remains poor when it becomes digital 

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

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

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

Define the problem before selecting the solution 

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

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

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

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

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

Simplify the process before automating it 

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

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

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

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

Ownership must remain clear 

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

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

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

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

Site adoption determines whether the system works 

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

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

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

Training must explain why the information matters 

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

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

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

Avoid creating several versions of the truth 

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

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

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

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

Dashboards should show where action is needed 

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

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

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

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

Technology should reduce administrative effort 

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

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

Artificial intelligence depends on reliable information 

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

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

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

Human judgement remains essential 

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

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

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

Implementation should happen in manageable stages 

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

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

Old processes must be retired 

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

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

Review whether the technology improved the result 

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

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

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

Technology works best inside a disciplined business 

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

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

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

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

About the author 

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

Por Emma Peterson, traducido por Alberto Torres. 

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

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

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

Domingo, 27 de septiembre de 2026 

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

Lunes, 28 de septiembre de 2026 

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

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

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

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

Martes, 29 de septiembre de 2026 

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

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

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

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

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

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

By Emma Peterson.

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

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

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

Sunday, September 27, 2026

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

Monday, September 28, 2026

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

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

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

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

Tuesday, September 29, 2026

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

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

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

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

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

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

By Emma Peterson. 

Industry veteran John Kenney shares his perspective on the current opportunities and challenges in the construction coatings market. 

In a new CoatingsTalk™, Heidi J. Ellsworth spoke with John Kenney about the state of the construction coatings industry and what is driving its current changes. John is the CEO of Cotney Consulting Group and has an extensive background in the industry, both being a third-generation roofer and having had over 45 years of experience in the field personally.  

When asked about what he’s seeing in the industry, specifically the coatings market, John used the word uneven. He explained, “I don't think you can simply describe construction as good or bad right now. Conditions are varying considerably by geographical and market segment... Overall, I’d say the market isn’t moving collectively in one direction.”  

But even without a clear direction, there are some trends that John has observed beyond the diversity of experiences across regions. One is the expansion of coatings beyond the roof. As he put it, “One of the things that I see as far as coating opportunities, they definitely extend beyond the roof; you have waterproofing, walls, decks and other type of protective applications... All this means that, even though backlogs have shrunk in some areas, there’s still profitable work in this market.” 

What has created this uneven but expanding market? John pointed to deferred capital spending and rising building owner understanding as some of the growth drivers. “Deferred capital spending can create many, many restoration opportunities. The need to maintain the assets are not going to disappear simply because the owner delays a larger capital project,” he explained. “And what we’re seeing is a lot of clients who are realizing coatings are the solution to deferring large amounts of spending while still maintaining their properties.” 

As for some of the factors slowing the market, John’s main points were about fuel prices that have been impacted by geopolitics, “ 

As we all know, geopolitics are turbulent and where we’re feeling that is with oil. Specifically, there’s less refining capabilities because of all the wars, so the reason why the output is less is because there's no way of making more. And that pressure is keeping things like oil prices, fuel shortages, diesel especially, and chemical costs high with no sign of coming down. And those high prices and shortages are felt in everything from gas prices and mobilization expenses to delivered material costs and more. 

Overall, John’s outlook is hesitant positivity. In his own words, “Projects aren't going to disappear. And I think that puts us in even a better position for what we're talking about here, restoration, coating, service and maintenance work even with the challenges.” 

Listen to the whole episode or Watch the recording to learn more!  

By Emma Peterson. 

Want to take your estimating skills to the next level? Don’t miss the chance to learn in-person from industry expert John Kenney!  

John Kenney will be teaching an Advanced Roofing Estimating Workshop in Lakewood, Florida this coming November. John, CEO of Cotney Consulting Group, has an extensive history in the industry doing everything from installing millions of square feet of roofing systems to managing multi-branch operations and generating millions in annual revenue. This level of expertise makes him the perfect person to learn from. His classes take attendees through real-world examples so that they are not only knowledgeable about the theory of estimating but experienced in the realities of it as well.  

This two-day workshop will cover:  

• Evaluating opportunities and knowing when to bid, pass or wait  
• Reviewing plans, specifications and scope requirements  
• Identifying estimating risk before pricing is finalized  
• Validating labor, crew size and productivity assumptions  
• Developing complete direct and indirect project costs  
• Reviewing material, equipment and subcontractor costs  
• Protecting margin through proper contingency and cost allocation  
• Identifying scope gaps and unclear project requirements  
• Developing responsible and competitive bid strategies  
• Reviewing estimates before submission  
• Preparing a complete estimating-to-operations handoff  
• Using the results of completed projects to improve future estimates 

This is a great opportunity for roofing estimators, project managers, operations leaders and business owners to take their skills beyond quantity takeoffs and basic unit pricing into strategy and skills that will improve their business’ profitability and efficiency. 

For this training in particular, attendees should already have a fundamental knowledge of estimating. Coffee, drinks, snacks and lunch will be provided during both training days, and all classroom exercises can be completed by hand using paper, pencil and a calculator. Laptops and estimating software are welcome but are not required. 

After registration, attendees will automatically receive a welcome package, which includes event details, travel information, preparation guidance and a pre-workshop self-assessment. 

Learn more about the event and get registered!