By John Kenney, Cotney Consulting Group. 

Developing supervisors from within remains one of the strongest ways to build a roofing company, but the transition must be managed deliberately. 

Many roofing contractors promote their best operatives into supervisory roles for understandable reasons. They know the work, understand the materials, have earned the respect of the team and can identify poor workmanship quickly. Those qualities matter, but they do not automatically prepare someone to lead a project. 

The responsibilities of a skilled roofer and an effective supervisor overlap, but they are not the same. A skilled roofer proves what they can do. A supervisor must enable the whole team to perform. That requires more than technical ability. The supervisor must plan the work, organise people, communicate with the office, coordinate with others on site, maintain records, protect quality and help the team respond when conditions change. 

When contractors promote strong operatives without preparing them for those additional responsibilities, they place good people in difficult positions. The new supervisor may continue thinking like the most experienced person on the tools while the project needs someone to manage the entire site operation. The result can be frustration for the supervisor, confusion for the team and reduced control for the business. Developing supervisors from within remains one of the strongest ways to build a roofing company, but the transition must be managed deliberately. 

Technical skill is the foundation, not the complete role 

A supervisor needs technical credibility. The site team must believe that the person leading them understands the roofing system, installation sequence, quality requirements and practical challenges of the work. Without that credibility, leadership becomes difficult. 

However, technical knowledge is only the foundation. The supervisor must also understand what needs to happen before installation begins, what information the team requires, how labour should be organised and which issues need to be reported before they affect cost or programme. 

An experienced roofer may know exactly how to complete a difficult detail. A supervisor must make sure the entire team understands the detail, has the correct materials and completes it consistently. An experienced roofer may recognise that access is poor. A supervisor must assess how that access will affect productivity, raise the issue and help develop a workable plan. An experienced roofer may see that another trade is causing disruption. A supervisor must record the effect, communicate it to the project manager and protect the team’s ability to continue productive work. 

The role moves from completing tasks personally to creating the conditions in which other people can complete them successfully. That change is not always easy. 

The best operative cannot continue doing everything 

New supervisors often struggle because they remain too involved in the physical work. They may believe they are helping the team by completing the most difficult tasks themselves, correcting every detail personally or stepping in whenever production slows. In the short term, that can appear productive. In the longer term, it creates a problem. 

While the supervisor is focused on one area, no one may be looking ahead. Materials may not be ready, the next workface may not be released, a delivery may arrive without a plan, quality checks may happen too late or an instruction may not be recorded. The supervisor’s value is no longer measured only by how much work they complete personally. It is measured by how well the entire team performs. 

That requires stepping back from some tasks and paying attention to the wider project. The strongest supervisors still support the team when necessary, but they do not allow constant involvement on the tools, which would prevent them from leading. 

Supervisors must plan beyond the current activity 

Site leadership requires forward thinking. A supervisor should know not only what the team is doing today, but what must be ready tomorrow and later in the week. They should understand which materials are required next, which area will become available, what access or plant is needed and whether drawings or approvals remain outstanding. They should also be aware of any likely interference from other trades and whether the current rate of progress remains consistent with the programme. These questions help prevent the site from becoming reactive. 

Without planning, the team may complete one activity and then wait for the next decision. Materials may arrive too late, labour may be moved unnecessarily and the project may lose momentum. The supervisor does not need to control every part of the project programme, but they should understand how the site team’s work fits within it. They should also be able to explain emerging risks to the project manager while there is still time to respond. A supervisor who looks only at the work directly in front of the team is managing the present. A supervisor who looks ahead is helping protect the project. 

Clear communication is a core supervisory skill 

Many strong operatives are promoted because they lead naturally through example. They work hard, maintain standards and help others when problems arise. Formal supervision requires more than example. Expectations must be communicated clearly. The team needs to understand what work is planned, how it should be completed, what quality standard applies and which site conditions require particular attention. Instructions should be specific enough to prevent misunderstanding. Telling a team to complete an area is not the same as confirming the sequence, material requirements, detail expectations, access restrictions and completion target. 

Communication also needs to work in both directions. The supervisor must listen to operatives who identify a problem, raise a concern or suggest a better method. People working directly with the materials and details often recognise issues before they become obvious elsewhere. A good supervisor does not dismiss that information simply because the original plan came from the office. They assess it, confirm the facts and communicate the issue to the appropriate person. The supervisor becomes the link between the site team and the wider project organisation. 

Daily planning creates control 

A short daily briefing can prevent a great deal of confusion. The supervisor should explain the day’s priorities, expected work areas, labour allocation, material needs, access limitations, quality concerns and relevant health and safety requirements. The briefing does not need to become a long meeting. It should give the team enough information to begin with a shared understanding. 

The supervisor should also confirm whether any issues from the previous day remain unresolved, including missing materials, revised details, access concerns or additional work that needs to be recorded separately. Daily planning allows the supervisor to organise the workforce properly. 

Not every operative has the same experience or strength. Some may be better suited to detailed work, while others may produce more effectively in open areas. Less experienced team members may need to work alongside someone who can provide guidance. Good labour allocation is not simply dividing people evenly across the roof. It is using the available skills in the way that best supports safety, quality and progress. 

Quality leadership begins before the inspection 

Supervisors are responsible for more than finding defects after work has been completed. They should create the conditions that prevent defects from occurring. That begins with confirming that the team has the correct drawings, details, materials and instructions. If a detail is unclear, the question should be raised before installation rather than after a larger area has been completed incorrectly. 

Early checks are particularly important when a team begins a new activity or complex detail. Inspecting the first completed section allows the supervisor to correct the method before the issue is repeated. Waiting until the end of the day or the completion of an entire area can make remedial work far more expensive. 

Quality leadership also means maintaining one standard across the team. Experienced operatives may have developed different working methods over time. Some variation may be harmless, but the completed roofing system must still meet the project requirements and manufacturer guidance. The supervisor must be prepared to address inconsistent work respectfully and directly. Avoiding a difficult conversation does not protect the relationship. It allows the problem to grow. 

Health and safety leadership must be visible 

A supervisor’s behaviour establishes the practical health and safety standard on site. Written procedures matter, but the team pays close attention to what the supervisor accepts in daily operations. If poor housekeeping is ignored, it becomes normal. If access arrangements are used incorrectly, others will follow. If programme pressure is allowed to override agreed controls, the message is clear. The supervisor must reinforce the planned method of work, confirm that controls remain suitable and act when conditions change. 

Roofing work can be affected quickly by weather, access, fragile surfaces, other trades and changes in the work area. A method that was appropriate at the beginning of the day may need to be reconsidered later. The supervisor should feel confident pausing the work when the conditions no longer support the planned approach. That does not make the supervisor unproductive. It demonstrates control. Effective supervision is not measured by keeping everyone working at all costs. It is measured by keeping the work organised, safe and consistent. 

Site records are part of project delivery 

New supervisors sometimes view reporting as an office responsibility. It is not. The site record explains what happened during the work and should capture labour, progress, delays, deliveries, instructions, access problems, weather effects, quality issues and additional work where relevant. Without that information, the office may know that the project is behind or over budget without understanding why. The record does not need to be lengthy, but it must be clear, factual and completed while the information is current. 

This is especially important when site conditions differ from the tender information or when the team receives an instruction that affects the original scope. A photograph can be valuable, but a photograph without context may not explain what changed or why it mattered. Good reporting connects the image, event and project impact. The supervisor’s records support project management, commercial control, client communication and lessons learned. They are part of managing the work properly. 

Supervisors need commercial awareness 

A supervisor does not need to become a quantity surveyor or contracts manager. They do need enough commercial awareness to understand that changes on site create cost. Additional preparation, repeated handling, altered access, revised details, waiting time and changes in sequence can all affect labour, plant and programme. If those issues are not recognised and communicated, the cost may disappear into the project. The supervisor’s responsibility is not to determine entitlement or agree the final value. 

It is to identify the event, record the resources affected and notify the project manager promptly. That simple discipline can make a significant difference to margin recovery. Commercial awareness also helps the supervisor understand why productivity matters. Labour hours are not an abstract office number. They represent the operating plan on which the tender was built.  

The supervisor should know the expected output and recognise when the team is falling behind, but the discussion should remain practical:  

• Is the team working inefficiently, or is the workface restricted?  
• Is the labour level wrong, or are operatives waiting for information?  
• Is the production assumption unrealistic, or has the sequence changed? 

The supervisor helps the business understand the cause, not simply the result. 

Leadership requires accountability and respect 

Supervisors must hold people accountable. That includes attendance, workmanship, productivity, behaviour, housekeeping and compliance with site requirements. Accountability does not require aggression. The strongest supervisors are clear, consistent and fair. They explain the expectation, address the issue promptly and avoid allowing personal relationships to create different standards for different people.  

This can be one of the hardest parts of moving from operative to supervisor. The new supervisor may now be responsible for people who were recently close colleagues. They may hesitate to correct poor performance because they do not want to damage those relationships. Avoiding the issue usually makes the situation worse. Other members of the team see when standards are applied inconsistently. Good operatives become frustrated when poor performance is tolerated, and the supervisor’s credibility begins to weaken. Respect is not maintained by ignoring problems. It is maintained through fairness, honesty and consistency. 

Contractors should define what good supervision looks like 

Many businesses promote supervisors without giving them a clear description of the role. The new supervisor is told to run the site but receives little explanation of what that means. They may focus on production because that is what they know best, while the company expects them to manage records, quality, labour, deliveries, coordination and communication. Those expectations should be defined. 

A practical supervisory standard might include conducting daily briefings, planning labour and upcoming work, confirming materials and access, monitoring quality, maintaining health and safety controls, recording site activity, reporting delays and changes, protecting materials and completed work and supporting the development of less experienced operatives. 

The specific responsibilities will vary by contractor and project type, but the supervisor should not have to guess what success looks like. Clear expectations also make performance reviews more useful. Instead of saying that someone needs to improve leadership, the business can discuss which responsibilities are being handled well and where additional development is required. 

Training should be practical and continuous 

Supervisor development should not consist of one course followed by an assumption that the person is fully prepared. Formal instruction can introduce planning, communication, health and safety, quality control, record keeping and basic commercial awareness. The contractor must then help the supervisor apply those principles on real projects. 

A project manager or experienced supervisor can review the daily plan, examine reports, discuss labour performance and help the new leader prepare for difficult conversations. Short, regular coaching is often more effective than waiting for a major problem. The supervisor should also be encouraged to ask questions. Some newly promoted leaders avoid asking for help because they believe the promotion means they are expected to know everything. That is unrealistic. They are learning a new role. Creating an environment where questions are accepted improves development and reduces the risk of issues being hidden until they become serious. 

Promotion should not be the only career path 

Not every highly skilled roofer wants to become a supervisor. Some people prefer technical work and may provide greater value as senior operatives, specialist installers, trainers or quality leaders. Contractors should avoid treating supervision as the only form of advancement. Promoting someone into a role they do not want can result in losing an excellent operative and gaining an unhappy supervisor.  

The conversation should begin with the individual’s interest, aptitude and long-term goals. Do they enjoy organising others? Can they communicate calmly? Are they willing to complete records and attend meetings? Can they address poor performance? Do they look ahead? Do other members of the team seek their guidance? 

Technical skill remains important, but the best candidate is not always the fastest or most experienced installer. Leadership potential should be considered separately. Creating respected technical career paths also helps contractors retain highly skilled people without forcing them into management. 

Strong supervisors create stronger businesses 

Effective supervisors improve much more than site productivity. They create better communication between site and office, identify risk earlier, support quality, improve records and help less experienced operatives develop. They also reduce the number of decisions that must be escalated to project managers and directors. That gives the business more capacity to grow. 

A contractor cannot manage an increasing number of projects effectively if every site depends on one senior leader in the office to solve every problem. Capable supervisors create control closer to the work. They understand the company’s expectations and apply them consistently on site. The transition from skilled roofer to effective supervisor does not happen automatically with a new title. 

It happens when the contractor defines the role, provides practical training, offers ongoing support and gives the individual an opportunity to grow into leadership. Technical ability may justify the opportunity. Leadership development determines whether the promotion succeeds. 

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 MIoR designation from the former Institute of Roofing in the United Kingdom. He works with roofing contractors to improve estimating, project management, operational performance, leadership and profitability. 

By John Kenney, Cotney Consulting Group.  

Successful projects don't just generate profit. They generate knowledge. 

One of the biggest mistakes I've seen throughout my career is that roofing companies spend far more time studying failure than they do success. Think about what usually happens after a project loses money. The estimate is reviewed. Labor hours are analyzed. Project managers are asked what happened. Foremen explain the challenges they encountered. Leadership gathers around conference tables trying to identify where things went wrong and how to keep it from happening again. That's a worthwhile exercise. 

But I've often wondered why we don't show the same level of curiosity when a project goes exceptionally well. Some of the most valuable lessons I've learned in this industry didn't come from difficult projects. They came from the ones that seemed almost effortless. The projects where communication flowed naturally. The crews stayed productive. Materials arrived when they were needed. Customers remained informed. The schedule held together. The project closed successfully. 

Those jobs weren't successful because everything happened perfectly. They were successful because a lot of people made good decisions before problems had the opportunity to grow. Unfortunately, once a profitable project is complete, many companies move on to the next one. The final invoice is sent. The file is closed. Everyone gets busy. An opportunity to learn quietly disappears. 

I've always believed success leaves clues just as failure does. The question is whether leadership takes the time to find them. One observation that's stayed with me over the years is that exceptional projects usually aren't built on extraordinary moments. They're built on ordinary disciplines performed consistently. The estimate accurately reflected the work. The project handoff was thorough. Materials were staged correctly. Communication stayed ahead of production. Questions were answered before they became delays.  

None of those actions attract much attention individually. Together, they create projects that seem almost easy. 

I've walked enough successful jobs to know they rarely happened by accident. Someone planned well. Someone communicated clearly. Someone anticipated challenges before they became problems. Someone followed through on commitments that most people never noticed. That's operational excellence. 

Another lesson experience has taught me is that successful projects tend to create false confidence. Leadership looks at the financial results, everyone is pleased and the assumption becomes that the company executed well. Maybe it did. But do we actually know why? 

• Which conversations made the biggest difference?  
• Which decisions protected production? 
• Which planning activities prevented delays? 
• Which leadership behaviors helped the crew perform at its best? 

Those answers deserve just as much attention as the questions we ask after difficult projects. 

I've often encouraged contractors to treat successful jobs as teaching opportunities. Bring the estimator into the discussion. Invite the project manager. Include the superintendent or foreman. Ask everyone the same simple question. "What made this project run so well?" 

The answers are rarely dramatic. Sometimes, better communication during the handoff is better. Sometimes it's a customer who responded quickly to questions. Sometimes it's a project manager who consistently stayed ahead of procurement. Sometimes it's simply a crew that understood the expectations before work ever began. Those observations matter because they identify behaviors worth repeating. 

I've found that average companies often focus on fixing weaknesses. Exceptional companies spend just as much time reinforcing strengths. There's an important difference. If leadership only studies problems, employees begin believing that reviews exist to assign blame.  

When leadership also studies success, reviews become opportunities to learn. That changes the culture.  People become more willing to share ideas. They become more engaged in improving the operation. They begin by looking for successful habits rather than simply avoiding mistakes. That's a healthier environment for everyone. 

One thing I've learned after many years of reviewing projects is that profitable jobs usually don't happen because one person performed exceptionally well. They happen because several people quietly performed their responsibilities consistently:  

• The estimator communicated clearly.  
• The project manager stayed organized.  
• The superintendent prepared the crew.  
• The foreman maintained production. 
• Accounting kept information moving. 

Leadership remained engaged without creating unnecessary distractions. 
When everyone did their part, nobody needed to be the hero. 

I've also noticed something else. Companies that regularly review successful projects tend to become more predictable over time. Why? Because they're identifying repeatable behaviors instead of hoping success happens again. They aren't relying on luck. They're building operational knowledge. 

Every successful project becomes another example of how the company wants work performed. That knowledge gradually becomes part of the culture. New project managers learn from experienced ones. Foremen understand what leadership values. Estimators gain confidence in production assumptions because they receive meaningful feedback from the field. The organization becomes stronger because success is no longer viewed as an outcome. It's viewed as a process. 

I've never believed continuous improvement comes only from correcting mistakes. It also comes from understanding why good work became exceptional. That's where future success is built.  

As roofing companies continue to face labor challenges, changing customer expectations and increasing competition, learning becomes one of the most valuable competitive advantages any organization can develop. 

The companies that improve year after year aren't simply fixing what went wrong. They're identifying what went right and making sure it happens again. Because successful projects don't just generate profit. They generate knowledge. And knowledge, when it's shared throughout the organization, becomes one of the few competitive advantages your competitors can never easily duplicate. 

By Heidi J. Ellsworth.

Award-winning content, strategic planning and authentic industry conversations are the foundation for a successful year ahead.

As we move into the final months of 2026, marketing teams across the building envelope and construction industries are looking ahead to 2027. The most successful companies are not waiting until January to start planning. They are identifying the stories they want to tell, the customers they want to reach and the content they need to create now so they can begin the new year with momentum. The Coffee Shops® has built its reputation on helping manufacturers, distributors, service providers and associations connect with industry professionals through trusted content, community engagement and multimedia storytelling. This month, we are focusing on one important message: start building your 2027 marketing plan today with multimedia opportunities that keep your brand visible, searchable and part of the industry conversation all year long.

As we move through the final months of 2026, it is also time to celebrate the wins that shaped the year and plan how those stories will carry into 2027. Awards do not happen by accident. They happen when companies take the time to recognize strong work, gather the right stories and submit them for industry recognition. The Coffee Shops was honored with a MarCom Award for our media kit, and while that is one example, it reinforces an important point: taking the time to submit your best work matters. Award submissions, podcasts, articles, videos, eNews features, social media and live event coverage all work together to capture success, validate your expertise and create content that can be shared across multiple channels long after the original moment has passed.

That is the strength of incorporating The Coffee Shops into your 2027 plan. Our partners gain far more than advertising. We become an extension of their marketing team through integrated multimedia programs designed to educate customers, launch products, build thought leadership and strengthen brands. Every article, podcast, webinar, video and live event can work together to improve SEO, increase AI discoverability and create meaningful connections with decision makers. Instead of treating each marketing opportunity as a separate tactic, companies can build a connected content strategy that starts with a great story and expands into year-round visibility.

One of the best ways to strengthen that strategy is by investing in original content that can be used throughout the year. That is why we encourage companies to reserve an on-location shoot as part of their upcoming campaign planning. There is no substitute for capturing your people, products, projects and expertise in real-world settings. An on-location shoot creates a content engine that can fuel articles, videos, social media, podcasts, eNews content, sales presentations and AI-searchable online resources throughout the year. Rather than creating marketing pieces one at a time, forward-thinking companies are building content libraries designed to deliver long-term value across every platform where customers are learning, searching and making decisions.

Trade shows and industry events should be part of that same multimedia plan. At key 2027 shows, The Coffee Shops offers interviews on our sound stage along with in-booth interview and video opportunities that help companies spotlight their people, products and expertise in front of the industry. These events are the perfect place to capture executive conversations, customer testimonials, product launches and thought leadership that can be repurposed into articles, podcasts, videos, eNews features and social media throughout the year. Better yet, sponsor the sound stage at a 2027 show and put your brand front and center as contractors, manufacturers and industry leaders gather to talk about what is new, what is next and what will shape the year ahead.

Coffee Conversations offer another way to bring your 2027 messaging to life through multimedia storytelling. These discussions continue to bring together contractors, manufacturers and industry experts to share ideas, discuss trends and explore the challenges shaping our industry. For advertisers, Coffee Conversations provide more than visibility. They create opportunities to become part of meaningful industry discussions while generating content that can live on as video, podcast, transcript, article and social media content. If you are looking for a way to establish thought leadership, educate the market and connect with roofing professionals in an authentic format, now is the time to reserve your spot.

This month we are also spotlighting Western Colloid, a company that has consistently invested in education, relationship-building and long-term industry engagement. Its commitment to sharing expertise and supporting contractors demonstrates the value of a strategic, content-driven approach that extends beyond traditional advertising. It is a strong example of how companies can use ongoing conversations, educational content and multimedia visibility to build trust with contractors and stay present in the market.

As you prepare for 2027, think beyond individual campaigns and consider how your content, events, advertising and multimedia efforts can work together to tell a cohesive story. The companies that win attention and build trust are the ones that create consistent, valuable touchpoints throughout the year. With The Coffee Shops, a live event can become a podcast. A podcast can become an article. An article can become social media. A video can become an eNews feature, a sales tool and an AI-discoverable resource. That is how multimedia planning turns one opportunity into lasting value.

The Coffee Shops team is ready to help you build that strategy. Whether you are interested in an on-location shoot, Coffee Conversations, sound stage sponsorships, in-booth interviews, live event coverage or a customized multimedia program, now is the perfect time to secure your opportunities and start planning for a successful 2027.

Ready to get started? Contact The Coffee Shops team today to reserve your 2027 opportunities, request additional information or schedule a marketing planning conversation. We would love to help you build a stronger, smarter and more successful year ahead.

By The Coffee Shops®.

The four-day event offers technical education, business development and networking for the sports design and construction industry.

Builders, designers and manufacturers will gather for the American Sports Builders Association (ASBA) Technical Meeting & Trade Show, taking place December 1-4, 2026, at the JW Marriott Tampa Water Street in Tampa, Florida.

The four-day event will combine technical education, collaborative discussions, business development and networking opportunities for professionals involved in sports facility construction. Attendees can look forward to new industry solutions, strengthen business relationships and gain practical knowledge they can apply to future projects.

Education will be a central part of the meeting, with 34 sessions curated by ASBA members. Programming will cover courts, tracks, fields and indoor sports surfaces. Certified Builders can earn up to 12 continuing education eligibility points by participating in the educational sessions.

The event will also include division meetings that are open to all attendees. These discussions provide opportunities to learn about current division projects, share ideas and discover ways to contribute to industry guidelines and construction manuals. Participants can also offer input on important issues affecting the sports design and construction industry.

On the trade show floor, attendees can connect with leading suppliers while learning about products and services for sports facilities. Additional networking opportunities will take place during sessions, meals, evening functions and optional activities.

One optional educational program is the PTI Seminar: Post-Tensioned Concrete Courts. The four-hour seminar will present design and construction recommendations based on the PTI publication DC10.3-20. Created for designers, contractors, inspectors, engineers and owners’ representatives, the seminar will cover post-tensioning fundamentals, design and detailing, tendon stressing, construction practices, troubleshooting and maintenance. Attendees will receive the PTI publication, and a professional development hour certificate will be issued approximately two weeks after the event.

Optional recreational activities will provide additional opportunities to connect with industry peers. The golf tournament at TPC Tampa Bay will feature a scramble and shotgun format, with lunch, greens fees, cart fees, range balls and prizes included. The tournament is sponsored by Liberty Tire Recycling. A pickleball tournament at Life Time Harbor Island will feature Tyson McGuffin, a former Professional Pickleball Association player. Participants should bring their own racquets or paddles. Attendees can also participate in a sporting clays outing at FishHawk Sporting Clays. The package includes transportation, lunch, equipment, ammunition, safety gear and golf carts for teams of four. Spectators are also welcome to attend for an additional fee.

Through education, networking and industry collaboration, the ASBA Technical Meeting & Trade Show gives sports facility professionals an opportunity to build their expertise and strengthen valuable business connections.

Register now and secure your spot at the ASBA Technical Meeting & Trade Show!

By Emma Peterson.

From developing tomorrow’s leaders to celebrating today’s professionals, IRE 2027 puts connection front and center at their events.

It might be hard to believe, but 2027 is just around the corner and with it comes another International Roofing Expo (IRE)! IRE is the largest roofing and exteriors even in North America and the 2027 show will be hosted February 16-18, 2027, in Las Vegas, Nevada.

This show not only promises attendees a dynamic expo floor and empowering education, but also the opportunity to build your industry community at a variety of events. These events include:

• Community Service Day: before the show officially kicks off, the 18th annual Community Service Day will bring show attendees together to give back to a Las Vegas neighborhood the best way we know how – through construction repairs. Run in partnership with Rebuilding Together, this year’s event is sponsored by Sika, Atlas Roofing Corporation and Roofing Contractor.
• Keynote speaker: the first day of the show will kick off with a keynote sponsored by Amrize and presented by former NFL wide receiver Eric Boles! The talk, titled “Leading Legacy Teams: Attracting and Retaining Talent,” will dive into actionable strategies for attracting new talent, bridging generational gaps and building stone mentorship pathways.
• First Timer's Reception: later that first day, RoofersCoffeeShop® will be sponsoring the First Timer’s Reception! This reception is designed for newcomers to IRE and gives you the opportunity to “build relationships that'll benefit your business long-term" and “learn how to navigate IRE like a seasoned pro.”
• Welcome Party: right after the First Timer’s Reception, ABC Supply is sponsoring the much-anticipated IRE 2027 Welcome Party! Always a good time, this party features drinks, appetizers and networking fun.
• The Roofing Alliance Construction Management Student Competition: Day two (2/17/26) starts bright and early with the Roofing Alliance Construction Management Student Competition. This is not only a showcase of students’ roofing knowledge and project planning skills, but also a front-row seat to see the future of our industry today.
• NRCA Industry Awards and Reception: closing the second day is the National Roofing Contractor Association (NRCA)’s award reception. These awards celebrate the professionals who go above and beyond in our industry, and the evening is always full of community and camaraderie.

And if these IRE-official events weren’t enough, there are a variety of partner events running the same week as IRE, such as the National Women in Roofing (NWIR) Days. This event is a premier conference for women professionals in the industry to learn and grow in together.

Registered to attend IRE 2027 and start building your roofing community!

By Emma Peterson.

Build a striking space for glow-in-the-dark matches with this topcoat from California Sports Surfaces.

For over 70 years, California Sports Surfaces has delivered innovative, high-performance coatings that support players of all levels – from everyday amateurs to world-class Olympians.

Their story begins back in 1953 with their first product, Plexipave. Tom Magner, California Sports Surfaces’ director of product management, shared a bit about this product. He said, “Plexipave was developed because the company founders identified a need in the shifting tennis market. Grass and clay had widely been used for tennis courts prior to 1946, but there was a gradual shift toward asphalt and concrete surfaces that needed to be coated.” From there, the company kept growing and innovating with products like DecoTurf®, CoolTop® and most recently, LumiLayer®.

Designed for use with black lights, LumiLayer is a specialty topcoat that will elevate any game. It was designed with photoluminescent pigments, allowing it to deliver “up to 10 times greater brightness and more than 10 times longer afterglow than conventional glow-in-the-dark materials.” The result of this brightness? A memorable event experience perfect for pickleball courts, logos, lines, graphics, running tracks and more! And the best part is that LumiLayer can be used on both new construction and installed over existing coatings! That means that any facility can utilize its striking illumination, even if they already have a coating in place. Other LumiLayer benefits include the product’s versatility of installation (can be rolled, squeegeed, sprayed or brushed) and its compatibility with all other California Sports Surfaces topcoats.

Overall, LumiLayer is not just a great product; it’s part of a legacy of innovation. As Tom put it, “We’re always looking forward in order to anticipate the needs of tomorrow’s athletes [and] we’re excited to continue bringing new and exciting solutions to the marketplace.”

Learn more about LumiLayer and California Sports Surfaces’ innovative coatings.

In this special live CoatingsTalk™, recorded from the Polyglass Polyschool facility in Deerfield Beach Florida, we explore the power of hands-on training, education and workforce development in roofing through a unique, women-driven training event. Hosted on-site, this episode brings together industry leaders, technical experts and contractors to discuss how initiatives like Polyschool are helping build stronger crews, improve product knowledge and drive long-term success across the industry.

Watch on YouTube.

By Alex Tolle.

From an inspiring service project to powerful educational sessions, this year’s conference showcased what makes the FEI Group community special.

Every year, the FEI Group's National Conference education and networking offerings are expanded. This event is grounded in the concept of Belongship, the idea that the strongest connections happen when we bring our whole selves to the conversation, remain open to new perspectives and give others the space to do the same. Throughout the week, I saw that philosophy come to life as attendees shared ideas, learned from one another and looked for meaningful ways to help each other succeed.

The week began with a welcome session featuring Graham Howerton, Max Holland, Brian Penabad, Allison Rea and Tonya Land. Together, they gave attendees an overview of what we could expect from the days ahead and set the tone for a week centered on education, connection and collaboration.

From there, we jumped into a meaningful service project. As a group, we stuffed 300 stuffed animals and customized them with fun little outfits. This was one of the first activities of the conference and benefitted the Autism Society of Greater Phoenix. It was such a fun and special way to give back to a local organization. Beyond creating something cheerful for the recipients, the project gave attendees an opportunity to work side by side and connect at the very beginning of the conference. 

From there, we headed to SupplyConnect, the FEI Group trade show. I then spent the evening interviewing contractors and connecting with Exterior Contractor Alliance members and service providers. National Women in Roofing (NWIR) was among the service providers in attendance, adding another opportunity for attendees to learn about the organizations and resources supporting professionals across the industry. SupplyConnect once again demonstrated the value of bringing contractors and service providers together in one place. The conversations, interviews and introductions helped create new connections while strengthening existing relationships throughout the FEI Group community.

The following day began with an incredible keynote from Damon West, known for “The Coffee Bean.” Through his powerful story and empowering message, he challenged attendees to consider how they respond to adversity and the influence they can have on the environments around them. His keynote captivated the FEI Group audience and offered a memorable start to another full day of learning. His message provided attendees with plenty to reflect on, both personally and professionally.

Education remained a major focus throughout the conference, with many breakout sessions examining technology and its growing role in business. The range of topics gave attendees opportunities to explore new ideas and consider how emerging tools may affect their companies and the larger industry. My own conference schedule included learning academy sessions focused on artificial intelligence and the shift taking place in AI search engine optimization. These sessions added to the larger conversations happening throughout the conference about technology, visibility and the future of business.

One session that stood out to me was Kent Gardner's. He was invited to the conference by the Exterior Contractor Alliance for a discussion about market trends. He shared his perspective and answered questions from ECA members, creating an informative and interactive conversation about the conditions businesses are navigating.

After busy days of learning and networking, the Western dinner party gave everyone an opportunity to relax and enjoy time together. Between the line dancing, great food and even better people, it was a memorable evening. The event brought the group together in a setting that made it easy to reconnect with familiar faces, continue conversations from earlier in the conference and build new relationships.

Overall, what continues to stand out about the FEI Group National Conference is the people. Attendees arrive ready to learn, but they are also willing to share their own experiences, answer questions and help others succeed. That is Belongship in action. It means creating an environment where people can be authentic, approach conversations with humility and remain open to sharing both their knowledge and their challenges. 

Acquisition strengthens RPM's portfolio of waterproofing solutions

RPM International Inc. (NYSE: RPM) today announced that a definitive agreement has been signed for the acquisition of Volteco S.p.A. (Volteco), an Italy-based leading supplier of below-grade waterproofing solutions, for its Tremco Construction Products Group (Tremco CPG). This strategic acquisition brings a unique and differentiated technology platform to Tremco CPG.

Headquartered in Ponzano Veneto, Italy, Volteco specializes in advanced waterproofing technology with calendar year 2025 sales of €28 million. The company is recognized for its AmphibiaTM waterproofing sheet membrane. Volteco also produces a line of bagged powder goods for patch and repair applications, alongside flexible liquids, mortars, resins and damp-proofing materials.

Volteco's cutting-edge waterproofing solutions have been pivotal in numerous high-profile projects, including the protection of historical landmarks in Venice and the construction of modern facilities like the Santa Giulia Ice Hockey Arena in Milan, a key facility for the Milan Cortina 2026 Winter Olympic Games.

Other notable applications include waterproofing for the strategic public work of an underground tunnel connecting the Abruzzo Regional Citadel to the L’Aquila bus terminal, a hub for intercity connections to over 22 cities in Italy, including Naples and Rome and ensuring the structural integrity of Y-40, the world’s deepest thermal pool.

The transaction is expected to close in the second quarter of fiscal 2027, subject to customary closing conditions.

"Volteco is an excellent complement to the product lines of our Tremco Construction Products Group," stated Frank Sullivan, RPM chairman and CEO. "This acquisition provides Tremco CPG with new technologies that can be leveraged through its global sales force to drive growth and enhance its 'Power of One' value proposition for customers."

About Tremco Construction Products Group

Tremco Construction Products Group (Tremco CPG), part of the RPM International Inc. portfolio, unites industry-leading building envelope solutions manufacturers and trusted brands, including Tremco, Nudura, Dryvit, Willseal, Flowcrete, Nullifire and Vandex, to deliver comprehensive, integrated construction systems. With operations spanning North America, Europe, Asia-Pacific, India and Latin America, Tremco CPG has a global presence supported by regional businesses and distributors who understand local market needs. Tremco CPG solutions ensure long-lasting performance for commercial, industrial and residential projects worldwide, while international teams collaborate on training, testing and innovation to build high-performing structures in any geography or climate.

About RPM

RPM International Inc. owns subsidiaries that are world leaders in specialty coatings, sealants, building materials and related services. The company operates across three reportable segments: consumer, construction products and performance coatings. RPM has a diverse portfolio of market-leading brands, including Rust-Oleum, DAP, Zinsser, Varathane, The Pink Stuff, Stonhard, Carboline, Finish Works, Tremco, Euclid Chemical, Dryvit and Nudura. From homes and workplaces to infrastructure and precious landmarks, RPM’s brands are trusted by consumers and professionals alike to help build a better world. The company employs approximately 17,500 individuals worldwide. Visit www.RPMinc.com to learn more.

For more information, contact Matt Schlarb, vice president – investor relations & sustainability, at 330-220-6064 or mschlarb@rpminc.com.

By Emma Peterson.

Check out the 2026 SRS XTV Football Tour to see when they’re coming to a city near you!

Earlier this year, the SRS Distribution’s XTV team hit the road for the 2026 Football Tour! On this tour, they have hosted tailgates and watch-parties at each stop and, no matter who your team is, you’re invited!

This is a great way to enjoy some great food, cold drinks and unforgettable moments of bonding with your industry peers. As Keenan Perry, director of field and event marketing, put it, “We[‘re trying] to create a much more relaxed space where you can go get off your feet, have a conversation, meet like- minded professionals and truly just soak in the SRS ethos of, ‘Make money, have fun and give back.’”

Keenan and the rest of the team have already made five of their eight stops:

• Saturday, September 12, 2026: the team set up in Lincoln, Nebraska and watched the Nebraska Cornhuskers face off against the Bowling Green Falcons! The party ran from 3:00 p.m. to 6:00 p.m. and, just like the game which went to the Cornhuskers, 56-7, the tailgate party was a blowout!
• Sunday, September 20, 2026: from there, the team drove to Chicago, Illinois in time to catch the Minnesota Viking versus Chicago Bears games! And while the scores might have been a bit tame between these two NFC North rivals (the Vikings took the dub with three field goals), the XTV party was a hit!
• Saturday, September 26, 2026: the next week saw the XTV team in Knoxville, Tennessee watch the Longhorns take on the Volunteers! The game was an exciting watch, and the party matched the energy.
• Thursday, October 1, 2026: after that, the XTV team went North to Cleveland, Ohio in time to catch some Thursday night football. That week’s game saw the Cleveland Browns host the Pittsburgh Steelers for a nail-biting game! It was a great game and the company at the XTV party was even better.
• Sunday, October 4, 2026: the next tailgate preceded the New England Patriots and Buffalo Bills game! Hosted in Orchard Park, New York, these two AFC East leaders gave us a great game, almost as good as the party the XTV team threw!
• Saturday, October 10, 2026: and, most recently, the XTV team was in State College, Pennsylvania for the USC and Penn State matchup! The 31-23 game kept us on the edge of our seats (or tailgates) and the party was a perfect way to balance out the stress!

Coming up, they’ll be heading to Houston, Texans for the Sunday, November 29, 2026, game between the Texans and the Ravens (Baltimore). C.J. Stroud (#7) will lead the Houston offense against Baltimore’s rank 11 defense while Lamar Jackson (#8) will lead the charge against the Texan defense. The party kicks off at 9 a.m. in Red Lot 1, Houston, Texas 77054.

And to close the 2026 XTV season, they’ll head North in time to catch the Seattle Seahawks take on the Dallas Cowboys on Monday night football! Last time these teams met was in the preseason, and the Cowboys won in a 17-7 game. But, as of week 7 of the 2026 season, the scales seem to have shifted with the Cowboys sitting at a 2-4 record and the Seahawks a 4-3. It’s sure to be an interesting game and you can get yourself in the mood with the XTV party, which starts at 2 p.m. on Monday, December 7, 2026, at 1731 4th Ave South in Seattle.

RSVP for the Houston or Seattle party today!