A new benchmark study from APOC and Cotney Consulting Group is highlighting the growing business advantages of commercial roof restoration compared to traditional reroofing. Analyzing 118 commercial roofing projects, the report found that restoration projects generated nearly twice the gross profit per crew day while requiring smaller crews, less labor intensity and significantly faster completion times. 

Key Findings from the APOC Roof Restoration Index Include:

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

Access the full report for free!

By Emma Peterosn. 

Why owner education, contractor training and proactive planning are just as important as the materials themselves when it comes to extending the life of a structure. 

As markets and budgets stay tight, finding affordable ways to extend the lifespan of a building has become the biggest priority for many property managers and facility owners. To learn how partnering with the right manufacturer is key to delivering durable, worry-free structures, we hosted Rick Johnson of Tremco CPG for an episode of Roofing Road Trips®. 

When it comes to extending the lifespan of a structure, education and training are key. Rick explained, “Owner education is important. A lot of people defer maintenance, but deferred maintenance can be one of the worst things for a structure. The longer things get deferred, the bigger the challenge it is when you actually get around to restoring the structure, and the more expensive it gets.” He continued, “The other big thing is training. Contractors need to have the knowledge and expertise to pick the right products and install them correctly in order for a maintenance plan to succeed.”  

And for both of these factors, owner education and contractor training, Tremco is ready to help. On the owner education front, Tremco’s team can organize meetings to help contractors explain the importance of this maintenance. Rick shared: 

We can arrange meetings with the owner, the engineers and the contractors to discuss the unique challenges of the project and build a plan for how the structure is going to be restored and maintained... And not only is this good to get the project started, it’s also a really good way to build an expectation with the owner so that they understand what’s going on and what needs to happen to succeed. 

As for the contractor training aspect, the Tremco team works to provide all the training that a crew needs to succeed. Rick elaborated, “We have training facilities across North America. And the whole reason is that we want to train contractors so that they have project success and we as a product manufacturer have less issues after installation.” He went on, “I say all the time, ‘If we're meeting after the job is complete, we're all losing money. Let's talk about it before it's done and make sure everybody's trained up so we can have a quality installation which leads to a great project and a happy owner.’” 

In these ways, Tremco showcases how working with the right manufacturer is about more than just products; it’s about maximizing building performance, reducing long-term costs and creating more successful projects. 

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

By Heidi J. Ellsworth.

As daylight fades and temperatures drop, roofing contractors can strengthen safety culture by making mental health part of everyday crew conversations.

Editor’s note: Statistics and health information were checked against NRCA, CPWR and the National Institute of Mental Health.

When contractors prepare for winter, the conversation typically focuses on cold-weather safety, fall protection, equipment maintenance and changing schedules. Those priorities are essential, but the darker months also bring an important opportunity to talk about mental health.

Mental health and the construction industry

The construction industry has made meaningful progress in addressing mental health and suicide prevention, but the numbers show why this work must continue. The National Roofing Contractors Association reports that an estimated one in five adults live with a mental illness and fewer than half seek treatment. NRCA also notes that construction has the second-highest suicide rate among major U.S. industries. Research from CPWR, The Center for Construction Research and Training, found that the 2021 suicide death rate among construction workers was 46.1 per 100,000 workers, compared with 19.5 per 100,000 across all industries, making the construction rate 2.4 times higher.

Seasonal changes add another reason to keep mental health visible as winter approaches. The National Institute of Mental Health explains that many people experience mood changes when the days become shorter, while winter-pattern seasonal affective disorder often begins in late fall or early winter. Symptoms can include lower energy, difficulty concentrating, changes in sleep or appetite and social withdrawal, all of which deserve awareness and compassion rather than judgment.

Resources for roofers

Roofing is already demanding work, and shorter days can affect people differently. Contractors do not need to diagnose employees or turn supervisors into counselors. They can create a workplace where checking in is normal and support is easy to find.  Most of all, it is normalizing that when employees ask for help it is a sign of strength.

A practical place to begin is the NRCA Suicide Prevention Toolbox Talk. The resource helps supervisors and crew leaders start conversations about stress management, self-care and healthy lifestyles while recognizing when someone may be struggling. It identifies potential warning signs such as withdrawal, hopelessness, decreased productivity, increased tardiness or absenteeism, extreme mood swings and comments that suggest a person feels like a burden.

The toolbox talk also reinforces a message every roofing company can use. People do not need to be mental health experts to make a difference, but they do need to pay attention along with showing concern and responding when something does not seem right. Asking a coworker how they are doing, listening without minimizing their experience and helping them connect with support can be an important first step.

Contractors can download the toolbox talk and use it during winter safety meetings, then return to the topic throughout the season. Mental health should not be limited to a single annual presentation or awareness week. Short, consistent conversations can help make support part of everyday company culture and remind employees that they are not expected to handle difficult moments alone.

NRCA also offers a broader Mental Health Resource Center created for the roofing industry. Contractors can find fact sheets, posters, hard hat stickers, educational programs, English and Spanish materials and connections to additional construction-focused organizations. NRCA member companies can also access free online suicide prevention training through the association’s partnership with LivingWorks.

Roofing and mental health safety

At The Coffee Shops, we strongly encourage roofing contractors to review these resources and make mental health part of their winter safety strategy. Just as companies inspect equipment, monitor weather and reinforce fall protection, they should regularly check on the people who make their businesses successful. A stronger safety culture protects the whole person, both on and off the roof.

We also encourage contractors to look at the broader value of membership in the National Roofing Contractors Association. NRCA provides advocacy, education, technical expertise and workforce resources while continuing to invest in the health and well-being of roofing professionals and their families. Its mental health and suicide prevention materials give contractors credible, practical tools they can bring directly to their teams.

Winter presents real challenges, but it also creates an opportunity to strengthen connections across a company. By adding mental health to toolbox talks along with watching changes in coworkers and sharing trusted NRCA resources, contractors can help build workplaces where employees feel valued and supported. And those workplaces are where focus, decision-making and productivity all thrive.

If someone is in immediate emotional distress or may be considering suicide, call or text 988 to reach the 988 Suicide & Crisis Lifeline and call 911 when there is an immediate life-threatening emergency.

By The Coffee Shops®. 

NRCA leaders say persistent workforce challenges make industry engagement more important than ever. 

During a recent episode of the Roofing Road Trips® podcast, National Roofing Contractors Association (NRCA) leaders offered their insights regarding the state of federal advocacy and why roofing professionals should remain engaged despite an increasingly difficult political environment. 

When asked to describe the current state of advocacy in a word, NRCA Vice President of Government Relations Duane Musser shared “The one word I would use is challenging.” 

Duane explained that political polarization and a slower congressional process have made it harder to advance legislation, even when broad industry needs are clear. “We do, in this day and age, live in a challenging political and legislative environment in Washington, D.C. so our advocacy efforts have become more challenging.” 
 
 Still, he emphasized that despite the difficulties, their work is increasingly important, saying, “Advocacy has only become more important as the challenges grow.”  

A major focus continues to be workforce development. For NRCA, that means supporting policies that expand career and technical education (CTE), increase funding for Perkins grants and create more pathways into the skilled trades. According to the discussion, workforce issues have remained a central priority since Roofing Day in D.C. began in 2018. 

Brad Stine, NRCA's director of federal affairs, acknowledged the challenges and when asked for his own one-word assessment, Brad chose “potential.” 

“There's some potential there. We've seen an explosion of interest in apprenticeships. There's a lot of discussion on Capitol Hill, a lot of chatter, around the value of apprenticeships,” he shared. 

He pointed to growing bipartisan support for CTE programs and apprenticeships, noting that lawmakers on both sides of the aisle increasingly recognize the need to strengthen the skilled labor pipeline. As Congress continues to discuss workforce shortages, those areas remain opportunities for meaningful progress. 

The conversation also underscored the value of relationship-building. Heidi J. Ellsworth noted that engagement with elected officials often mirrors success in the roofing business itself, where trust and long-term connections drive results. Duane agreed, highlighting Roofing Day and political engagement through ROOFPAC as important tools for strengthening connections with policymakers. 

While progress may be difficult, NRCA's message was clear: advocacy remains one of the industry's most important investments. 

Listen to the full podcast or Watch the recording to learn more about roofing industry advocacy and workforce development. 

By Jesse Sanchez. 

Contractors can use artificial intelligence to strengthen existing technology, analyze business data and improve productivity while maintaining careful oversight. 

Artificial intelligence (AI) is moving quickly, but contractors do not need to overhaul their entire technology stack to begin exploring its potential. In this CoatingsTalk webinar hosted by Megan Ellsworth, Dataforma founder and CEO Mark Zeleznik discussed how contractors can use AI alongside existing software, data and business processes. Rather than viewing AI as a replacement for established systems, he encouraged contractors to consider how it can help their teams accomplish more. Mark explained, “I really believe that proper AI usage is an enhancement to your existing team and will allow contractors to do more with the people that they have and do a better job.” 

One of the strongest opportunities is data analysis. AI can help contractors bring information from multiple sources together, identify useful insights and better understand what is happening across their businesses. Estimating, reporting, proposal development and everyday document work can also provide practical opportunities to experiment. 

That experimentation still requires oversight. Because AI-generated information is not always reliable, contractors need to review its output before using it in important business decisions or processes. Mark cautioned, “Always keep in the back of your mind a little bit of doubt, and ask, ‘Is that true?’” That approach becomes especially important when AI is applied to processes with little tolerance for error. 

Contractors evaluating software for future AI capabilities can also look for well-defined application programming interfaces (APIs), Model Context Protocol (MCP) server capabilities, embedded AI tools and systems designed to scale. Clean, securely stored data remains essential because AI can help interpret information, but dependable software and organized data still provide the foundation for repeatable business processes. 

For contractors unsure where to begin, Mark encouraged a measured approach, advising, “You take baby steps.” Starting with a low-risk challenge gives teams an opportunity to learn what AI can do, understand its limitations and determine where it can provide meaningful value. 

Listen to the podcast or Watch the conversation to learn more about how contractors can responsibly integrate AI into their existing technology stack! 

Karnak is giving contractors a hands-on way to experience the efficiency of its updated 671 Karna-Seal packaging. As part of a limited giveaway, contractors can receive a free 10.1-ounce caulk tube of 671 Karna-Seal to see how the smaller format supports faster, cleaner repairs on real jobsites. The single-component, moisture-curing 100% silicone formula delivers the same proven UV resistance, flexibility and durability in a package designed for targeted maintenance and touch-ups. Fill out the form to claim your free tube and see how the new packaging can help reduce waste, improve crew productivity and simplify everyday roof repair work.  

Learn more about 671 Karna-Seal.

Claim your free tube today!

By Alex Tolle.

The Durable Slate Company’s work at the Basilica of St. Andrew’s earned a 2026 Bernini Award for preserving sacred architecture through skilled restoration.

Historic restoration requires more than replacing deteriorated materials. It calls for craftspeople who understand how a building was originally constructed, how traditional materials work together and how to preserve the architectural details that give a landmark its identity. It’s a tough order but one that The Durable Slate Company prides themselves in fulfilling. And their team’s commitment to their historical projects was recently recognized when the company received the  2026 Bernini Award for Church Restoration for its work at the Basilica of St. Andrew’s in Roanoke, Virginia.

Presented by the Catholic Art Institute, the Bernini Awards honor excellence in sacred architecture and the allied arts. The program takes its name from Gian Lorenzo Bernini, the influential sculptor and architect associated with the Baroque style and some of Rome and the Vatican’s most enduring sacred art and architecture. The award program carries the Latin motto “Ars Gratia Dei,” connecting artistic excellence with service to God. The Church Restoration category recognizes work that preserves and renews sacred buildings while respecting their architectural and religious importance. The 2026 Bernini Award recognized The Durable Slate Company’s restoration of St. Andrew’s Catholic Church in Roanoke, Virginia, a historic Victorian Gothic church that has served the community since the late 1800s. The restoration was completed in two major phases over several years and required the team to balance preservation, safety and complex logistics. The first phase focused on the church’s two front steeples, including a full Buckingham slate roof replacement. During that work, extensive termite damage was found in the original timber framing, so the deteriorated wood structure was replaced with a new steel framing system while each visible exterior detail was carefully reconstructed to match the historic design.  

The second phase expanded the work to the rest of the church, including masonry repointing, new slate roofing, replacement copper roofing and flashings, and restoration of the central spire. Because the sanctuary roof framing could not safely support conventional scaffolding, the spire had to be detached, lowered by crane and restored on the ground under controlled conditions. Original copper components were documented and used as templates so each replacement piece could be custom fabricated, hand formed and soldered to replicate the original craftsmanship while creating a watertight assembly. Once complete, the restored spire was lifted back into place above the newly restored slate roof. Following the project, St. Andrew’s was designated a Minor Basilica in 2023. 

John Chan, senior executive vice president of The Durable Slate Company, accepted the award on behalf of the Durable team after attending the National Slate Association Conference in Annapolis. “I’m super proud of our great team,” John wrote in a Facebook post. “Projects like this take countless hours, tremendous skill and a genuine commitment to getting the details perfect.”

For John, the award’s connection to Bernini made the occasion particularly meaningful. “His influence can be seen throughout Rome and the Vatican, and it’s pretty special to have an award connected to someone whose work has endured for centuries,” he wrote. 

The Bernini Award celebrates more than the finished appearance of the Basilica of St. Andrew’s. The recognition reflects the specialized work of The Durable Slate Company. and the hours, knowledge and attention to detail their team dedicates to preserving an important piece of sacred architecture forward without losing the craftsmanship that made it significant. 

Learn more about the Bernini Awards and The Durable Slate Company.

By John Kenney, Cotney Consulting Group.  

Exceptional project management isn't about staying busy. It's about staying ahead. 

One of the biggest differences I've noticed between average project managers and exceptional ones has very little to do with experience, personality or technical knowledge. It has everything to do with where they'relooking. 

Average project managers spend most of their day dealing with today's problems. Exceptional project managers spend their day preventing next month's. That may sound like a small distinction, but after more than four decades in the roofing industry, I've come to believe it's one of the defining characteristics of successful operations. 

Roofing has always been a business of moving parts. Materials, labor, equipment, weather, subcontractors, inspections, customers and schedules are all moving simultaneously. No project manager controls every variable. That's simply the reality of construction. What separates the best from everyone else is their ability to see problems developing before they begin affecting production. 

I've rarely walked onto a roofing project and found a serious issue that appeared overnight. Most of the time, the warning signs were already there. Materials were arriving later than planned. Coordination with another trade had started slipping. Weather forecasts were changing. Decisions were being postponed because everyone was busy dealing with today's work. None of those situations looked urgent on their own. Together, they quietly changed the direction of the project. 

One lesson this industry has taught me is that roofing projects rarely become reactive all at once. They drift into it. One delayed decision leads to another. One unanswered question becomes tomorrow's field problem. One missed follow-up creates three additional conversations that never should have been necessary. Eventually, the project manager feels like they're putting out fires from sunrise until the end of the day. The interesting part is that most of those fires could have been prevented weeks earlier. 

That's why I've always believed the best project managers are planners before they're problem solvers. Planning isn't glamorous. It doesn't usually receive recognition. Nobody congratulates a project manager for materials arriving exactly when they were supposed to or for permits being secured ahead of schedule. Those things are expected. But when they don't happen, everyone notices. 

Strong project managers understand that their job isn't just managing construction. Their job is protecting production. That means constantly asking questions that extend beyond today's schedule. 

• What decisions need to be made next week? 
• What information will the foreman need before asking for it? 
• What materials should already be ordered? 
• Which customer conversations should happen now instead of after concerns develop? 
• Where could this project become difficult if nothing changes? 

Those questions create visibility. Visibility creates control. Control protects profitability. 

I've often said that project management is really the art of reducing uncertainty. Every decision should make tomorrow a little more predictable than it was yesterday. Every conversation should remove confusion rather than create it. Every meeting should provide clarity about what comes next. 

When that happens consistently, projects develop a rhythm. Crews arrive knowing what they're expected to accomplish. Suppliers understand delivery schedules. Customers receive updates before they begin asking questions. The office and the field stay aligned because communication happens before misunderstandings have a chance to grow. 

That's not luck. That's preparation. 

One thing I've noticed over the years is that experienced project managers become remarkably calm. That calmness isn't because they have fewer problems. It's because they've already considered many of them before they happen. They've reviewed weather forecasts several times instead of once. They've spoken with suppliers earlier in the week. They've confirmed equipment availability. They've walked through the next phase of construction mentally before the crew ever reaches it. When something unexpected happens—and it always does—they're adjusting a plan instead of creating one. There's a tremendous difference between those two approaches. 

I've also found that good project managers don't spend their days asking, "What happened?" They're asking, "What's coming?" 

That simple change in perspective alters nearly every decision they make. Instead of reacting to delayed materials, they're confirming deliveries before delays occur. Instead of explaining schedule changes to customers, they're communicating potential adjustments while options still exist. Instead of discovering labor shortages Monday morning, they're evaluating manpower needs while the current phase of work is still underway. 

That isn't pessimism. It's leadership. 

Another observation that's stayed with me is that project managers don't actually manage roofing projects. They manage commitments. Commitments made to customers. Commitments made to crews. Commitments made to suppliers. Commitments made during estimating. Every commitment carries expectations, and every expectation requires communication. When communication slows down, projects become harder to control. When communication stays ahead of the work, projects become far more predictable. 

I've seen companies invest heavily in project management software hoping technology would solve operational challenges. Technology absolutely has its place, and today's tools are more capable than ever. Butsoftware cannot think ahead. It cannot recognize a conversation that should happen before someone realizes it needs to happen. It cannot replace the judgment that comes from years of watching projects succeed — and watching others struggle. That's still the responsibility of leadership. 

One lesson I've carried with me throughout my career is that the best project managers don't measure success by how many problems they solved today. They measure success by how many problems never reached the jobsite in the first place. Those victories rarely appear on reports. 

Nobody notices the delivery that arrived exactly on time because someone made one extra phone call two weeks earlier. Nobody celebrates the change order that was approved before production was affected because the project manager recognized the issue before it became urgent. Those quiet decisions don't attract attention. But they protect schedules. They protect crews. And they protect margins. 

The longer I've been in this industry, the more convinced I've become that exceptional project management isn't about staying busy. It's about staying ahead. Because the strongest project managers don't spend their careers chasing today's problems. They're already thinking three weeks ahead.

The new international platform brings global roofing news, projects, products and industry connections together in one digital destination. 

RoofersCoffeeShop®, the award-winning website where the industry meets for technology, information and everyday business, proudly announces the launch of RoofersCoffeeShop.global in conjunction with the International Federation for the Roofing Trade (IFD). It is a new site designed to connect roofing professionals, associations, manufacturers and thought leaders across international markets. 

Building on the success of RoofersCoffeeShop’s dedicated Canadian and United Kingdom sites, the global platform expands the reach of trusted roofing content by creating a centralized destination for stories, innovations and resources from around the world. The new site is sponsored by the International Federation for the Roofing Trade (IFD), whose work connecting roofing trade organizations, advancing professional development and representing shared industry interests internationally aligns with RoofersCoffeeShop’s mission to strengthen the roofing community through information, education and connection.  

“Roofing is a global industry built on shared knowledge, skilled craftsmanship and strong relationships,” said Heidi J. Ellsworth, president and CEO of The Coffee Shops. “This new global site gives roofing professionals a dedicated place to discover and explore ideas and opportunities beyond their own markets. We are very proud to share the stories of the people, projects and technologies shaping the roofing industry worldwide.” 

The global site will feature international roofing news, notable projects, sustainability initiatives, product developments and business trends. It will also highlight national and regional associations and industry voices through articles, podcasts, webinars and social media content, giving contractors and roofing professionals access to practical insights from markets around the world. 

By bringing international perspectives together in one place, RoofersCoffeeShop continues its commitment to building an inclusive digital community where roofing professionals can learn from one another, identify emerging opportunities and strengthen connections across borders. 

Experience the new site today at RoofersCoffeeShop.global. 

About RoofersCoffeeShop 

As an award-winning website and online community, RoofersCoffeeShop is committed to being a roofing professional advocate by supplying consistent information, education and communication avenues for all roofing professionals, and especially contractors, while promoting the positive growth, education and success of the roofing industry overall. Visitors to the site continue to find excellent opportunities for sharing information while participating in important ongoing conversations concerning new technologies, safety and the overall roofing trade. From the rooftop to the board room, RoofersCoffeeShop.com is “Where the Industry Meets!” For more information, visit www.rooferscoffeeshop.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™, OutdoorCoffeeshop™ 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. 

About the International Federation for the Roofing Trade (IFD) 

The purpose of the International Federation of the Roofing Trade is to serve as a permanent bond between the members belonging to it, to study the common professional problems and to derive from them findings for individual members or the organization as a whole, and to safeguard and support the common national, business, professional, social, cultural and other professional interests of the members at the international level. To do this, they exchange documentation related to the profession and issues statements on common issues along with running initiatives that promote professional development and vocational training programs. To learn more, visit ifd-roof.com/index.php/en. 

By Rocky Mountain Snow Guards.

By focusing on quality craftsmanship, dependable service and doing things the right way, Umbrella Roofing has earned the trust of repeat customers who continue to choose and recommend them year after year.

Over the past 26 years, Umbrella Roofing has grown from a local roofing company into a trusted name serving homeowners, businesses and communities throughout Colorado's mountain region. Led by Josh Yandle and his partners, that growth has been built one project and one relationship at a time.

In a unique aspect for a roofing company, Umbrella Roofing has committed to giving back 1% of gross revenues since January of 2011 to the communities it serves through its “1% Close to Home” program. To date, that sum totals more than $1,635,000.

Tell us about the geography you install roofing in and what kind of snow retention systems are needed for your customers.

We work in the Rocky Mountains between 6,000’ and 10,000’ elevations. This means we add snow retention to almost all the homes we replace roofs on. For our projects, we install a lot of pad-style snowguards along with clamp-to-seam fences and bolt-thru fences.

What type of roofing material do you tend to install most, and what’s your favorite “go to” snow retention product that you use repeatedly with that material?

In our area, we install a good amount of DaVinci® Roofscapes composite roofing. The Select Shake and DaVinci Multi-Width Shake are popular here, as are the DaVinci Slate products. These synthetic products all require snow retention. We place RG16s, RG10s, No-Flash Fences and have recently started using the Everest Guard snow guards. When we’re installing snow guards, we very much prefer a soldier row pattern.

What do you think of the Everest Guard snow guards for projects so far?

I really love this product and am excited to see it go through a couple above average winters to really test the product and see its capabilities. Our crews like how easy it is to handle and store the Everest Guard products. Really, so far we love the space savings and stacking ability of the product.

How many years has Umbrella Roofing been using Rocky Mountain Snow Guards for your snow retention needs?

It’s been so long that I’m not exactly sure! I’d guess between 18-20 years. We use the free architectural snow retention plan services on 2/3 of the projects we do.

What keeps your company coming back to Rocky Mountain Snow Guards for your snow retention needs after all these years?

We have developed a trust in the people within the Rocky Mountain Snow Guards company, along with a trust in the systems they provide. They have the highest quality snow retention systems that work with our roofing products.

How has Umbrella roofing grown over the years... and how do you hope the business will continue to grow in the future?

We've expanded our team over the years, strengthened our service and maintenance operations and developed expertise across a wide range of roofing systems. This includes everything from asphalt shingles and metal roofing to synthetic shake and slate, low-slope systems, snow retention and heated roof solutions.

While our projects and reach have become larger, our approach remains the same: provide exceptional workmanship, stand behind our work and build long-term relationships with the people and communities we serve. 

Your company’s “1% Close to Home” project is an inspiration to other roofing companies. How did it start?

Trevor Cannon, one of our company’s original founders, came up with the idea and we started the program in 2011. It’s all about giving back to different non-profit organizations in the areas that we serve. The “1% Close to Home” project allows us to connect back to our community every day with financial contributions that support dozens of programs from a percentage of our gross revenues.