By Emma Peterson. 

Catch up on the biggest industry stories from May 2026. 

This last May, The Coffee Shops™ crew has been working hard to keep up with all the news and developments of the industry, whether it’s new events, evolving technology, shifting regulations or something else! To help readers like you keep up with everything, we like to put together a list of the top articles each month so you can see what the industry has been talking about.  

This month, we saw multiple articles about artificial intelligence (AI) on our top ten list. In eighth spot was “Cutting through the noise around AI,” which highlights Patrick Garcia of SRS Distribution and Fred Castonguay of Reworked.ai’s insights into how business can use AI effectively. The other article, in the fifth spot on our list, explores the common fear of AI taking human jobs with Denver Riggleman, the co-founder and CEO of Hootl. 

This month’s top list also saw articles from Coffee Shops’ President Heidi J. Ellsworth and our friends at Cotney Consulting Group. In her article, Heidi shares how Thomas Roofing delivers both quality craftsmanship and community support. As for the Cotney Consulting Group article, it dives into the difference between business and profitability, emphasizing how successful contractors are the ones who operate with better habits.  

And in the top spot for the month is one of my articles about “how the Farnsworth Group fosters business growth by helping contractors and other professionals better understand the market around them.” 

May 2026 top article list 

10 - Thomas Roofing and Supply builds a legacy through family, quality and community by Heidi J. Ellsworth 

9 - The operational habits that separate profitable contractors from busy ones by Cotney Consulting Group 

8 - Cutting through the noise around AI by Emma Peterson 

7 - Kick off the summer with the SRS XTV Soccer Tour! by Emma Peterson 

6 - Investing in people, not just positions by Emma Peterson 

5 - Is AI coming for our jobs? by Emma Peterson 

4 - When your company grows beyond you by Emma Peterson 

3 - Beyond the roof: Taking care of families in need by Emma Peterson 

2 - Training as the foundation of a stronger roofing industry by Emma Peterson 

1 - Seeing the big picture by Emma Peterson 

By Jesse Sanchez. 

Proven methodologies outline how roofing sales professionals build trust, clarity and sustainable results across competitive markets. 

According to an article by John Kenney from Cotney Consulting Group, roofing sales success depends on disciplined methodology rather than installation expertise alone. John outlines core practices guiding roofing sales professionals toward stronger outcomes, focusing on communication, preparation and consistency. The article positions roofing sales as a consultative process built on understanding needs, expectations and decision drivers. 

The foundation begins with market awareness. John explains that researching weather patterns, materials and competitors allows sales teams to align conversations with regional realities. Early rapport also matters. Clear, confident interaction establishes trust quickly and sets expectations before technical details enter the discussion. Education follows, helping homeowners understand materials, warranties and maintenance without confusion. 

Technology plays a practical role throughout the process. Tools such as drone inspections, roof modeling and mobile applications support accuracy and transparency. Consistent follow up maintains momentum, allowing opportunities to ask questions while keeping projects moving forward. 

Compensation structures also shape performance expectations. John explains that roofing sales roles vary between commission only, base plus commission and draw against commission models. Understanding those frameworks affects motivation, planning and long-term satisfaction for sales professionals entering the field. 

Assessing customer needs remains a critical turning point. John stresses thorough inspections paired with open ended questions such as, “What issues have you noticed with your roof?” and “Are you interested in energy efficient roofing options?” Identifying pain points allows solutions to align with priorities rather than assumptions. 

Communication ties each phase together. John advises using simple language, visual aids and benefit focused explanations while listening actively. Structured sales methodologies then guide lead generation, presentations, closing and post sale follow up. Long-term success grows through delivering on promises, maintaining contact and educating customers consistently. 

Learn more about proven roofing sales methodologies that support trust driven conversations, consistency and measurable growth outcomes!

Roof Restoration Benchmark Report quantifies what contractors have long believed — restoration is often the smarter business decision.

APOC, a leading manufacturer of liquid-applied roof restoration solutions, announced findings from a new benchmark study that provides data validating the performance and profitability of roof restoration compared to traditional reroofing methods.

While experienced contractors have long thought that restoration could be the more profitable path when conditions allow, actual data to support this has been limited — until now. APOC’s latest research changes that.

Developed in partnership with Cotney Consulting Group, the study analyzed 118 commercial roofing projects and compared restoration methods with traditional reroofing approaches across key performance indicators including profitability, labor efficiency, time to completion and margin strength. The findings showcase a shift in how contractors can approach project delivery in an increasingly constrained labor and cost environment.

“At a time when contractors are under pressure to do more with less, this research provides clear, quantifiable evidence that restoration is not just a viable alternative, but it’s often the smarter business decision,” said Johnny Walker, national technical manager, APOC. “At APOC, we’ve always believed in the power of restoration, when viable. Now we can show contractors exactly why it makes sense to their bottom line.”

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.

The study further demonstrates that restoration minimizes operational disruption for building owners, reduces project risk and supports scalability across a wide range of commercial roof sizes.

As labor shortages persist and project backlogs grow, APOC’s research positions restoration as a strategic move for contractors seeking to improve efficiency, increase profitability and remain competitive in a rapidly evolving market. Industry estimates suggest that 30–50% of roofs** that are ultimately reroofed may instead be viable candidates for restoration, representing a significant potential market opportunity based on contractor evaluation patterns and field experience.

“I’ve been in this industry for over 40 years, and most of that time it’s been widely accepted that restoration is the more profitable path, when the roof supports it,” said John Kenney, research consultant, Cotney. “But widely accepted and proven are two different things. This study closes that gap. Finish faster, run a smaller crew, keep more margin. That’s not theory anymore, now we can show you the numbers.”

The Roof Restoration Benchmark Report is part of APOC’s broader commitment to innovation, education and industry leadership, equipping professionals with the tools, training and insights needed to maximize performance in the field.

To learn more about APOC’s roof restoration research and solutions, download the restoration report.

*Modeled benchmark based on anonymized contractor performance data and measured crew-day benchmarks; applies when the roof is a valid restoration candidate; not a guarantee of results.

** Estimate based on structured industry assessment, contractor decision patterns and commercial roofing field experience; not derived from a statistically sampled industry dataset. 

About APOC

APOC is part of the ICP Group and is a premier manufacturer of commercial and residential roofing, construction and maintenance products that maximize productivity, performance and energy efficiency. Based in Tampa, Florida, in business since 1913 and with 18 manufacturing plants in the United States, APOC is a global supplier of full-system, liquid-applied roof restoration products with local support and customer service. For more information, visit www.APOC.com.

About ICP

ICP Group is a leading specialty chemical manufacturer in North America and provides coatings, adhesives and sealants globally. With operations headquartered in Andover, Massachusetts, and multiple manufacturing facilities around the world, ICP serves multiple end markets, including building materials, specialty construction and sports surfaces. ICP is privately held and manufactures products under several recognized specialty groups. For more information, visit www.ICPGroup.com.

ICP is a portfolio company of Audax Private Equity.

In this Read Listen Watch®, host Karen Edwards is joined by John Kenney of Cotney Consulting Group to break down how robotics and automation are beginning to influence the construction industry and what that means for roofing contractors. Rather than focusing on fear or speculation, the conversation centers on awareness, preparation and operational readiness. John shares where robotics are most likely to show up first, why this shift is more about process discipline than machines and how contractors can begin familiarizing themselves with emerging technology without disrupting crews or culture. This session is about staying informed, strengthening operations and making sure roofing companies are positioned to adapt rather than fall behind.

Register today!

CCS Influencer John Kenney says coatings are not just sold through product performance; they are sold through contractor credibility. 

One of the biggest misconceptions in the coatings segment is the idea that fluid-applied systems are “simpler” than traditional roofing systems. On the surface, they can appear less complicated because they have fewer seams, fewer fasteners and less material handling than some conventional assemblies. But anyone who has spent real time around these systems knows the opposite is often true. Fluid-applied systems are highly dependent on installation quality, and that makes training critical. 

I’ve seen good products fail because crews were not properly trained on surface preparation, environmental conditions or application thickness. In many cases, the material itself wasn’t the problem. The problem was inconsistent installation practices or a misunderstanding of how the system was designed to perform. 

That’s why training has become one of the most important factors separating successful coating contractors from those struggling with callbacks and performance issues. 

Surface preparation alone can make or break a fluid-applied system. Moisture, contamination, adhesion problems and substrate conditions all have to be evaluated correctly before material is ever applied. If the prep work is rushed or handled improperly, the coating system may never perform as intended, regardless of how good the product is. That level of attention requires trained crews, not just labor. 

Environmental awareness matters as well. Temperature, humidity, dew point and cure times all affect performance. Experienced coating contractors understand how weather conditions impact application windows and long-term results. Those decisions are made in the field, often in real time, which is why practical training is so valuable. 

Manufacturer-led training programs have significantly advanced the industry in recent years. Many manufacturers now provide hands-on training, certification programs and field support designed to improve installation consistency. That’s important because fluid-applied systems continue to evolve. New chemistries, reinforcement methods and application requirements require ongoing education, even for experienced contractors. 

The best manufacturer programs do more than explain the product. They teach the system. They walk crews through preparation, detailing, application rates and troubleshooting. That type of training builds confidence in the field and creates more consistency across projects. 

Contractors benefit from that consistency in several ways. Quality improves, warranty issues decrease and crews become more efficient because they understand what the system requires before arriving at the jobsite. Owners and consultants notice that difference quickly. 

At the same time, there are still gaps in industry-wide installer accreditation. Unlike some other roofing segments where broader certification standards exist, fluid-applied systems remain heavily manufacturer-driven. A contractor may be certified by one manufacturer but have very different training or qualification levels compared to another company using a different system. 

That creates inconsistency across the industry and can make it harder for owners and consultants to evaluate contractors' capabilities objectively. In some cases, certification may mean attending a short product session rather than demonstrating long-term installation competency in the field. 

As the coatings segment continues to grow, I believe the industry will eventually need broader conversations about standardized training expectations and installer development. The more fluid-applied systems are positioned as long-term membrane solutions instead of temporary restoration products, the more important installation standards become. 

But regardless of where the industry goes on the accreditation front, contractors cannot afford to wait for formal systems to improve internal training. The companies performing best today are already investing heavily in workforce development. They’re sending crews to manufacturer programs, conducting field training and developing experienced foremen who understand not just how to apply the material but also why each step matters. 

That investment pays off in performance. Fluid-applied systems can deliver excellent long-term results when installed correctly, but they are far less forgiving of shortcuts and inconsistency than many contractors initially realize. 

In the end, coatings are not just sold through product performance. They are sold through contractor credibility. And credibility in this segment is built through training, discipline and the ability to consistently deliver systems that perform as designed. 

By Emma Peterson.  

Learn from John Kenney’s decades of experience and insights through Cotney Consulting Group’s accessible online training programs!  

Through our work reporting on the world of roofing, The Coffee Shops™ crew get the chance to talk to experts and leaders from all across the industry. One of those experts that we’ve had the honor to work with especially closely is John Kenney.  

John is the CEO of Cotney Consulting Group and has over four decades of history working in the roofing industry. He is also incredibly passionate about and involved in industry organizations, sitting on the board of Board of Directors for RT3 (Roofing Technology Think Tank) and a participating member of National Women in Roofing’s Membership Committee.  And the best part? John is actively working on sharing his knowledge and experience with the rest of the roofing industry through Cotney Consulting Group’s training programs!  

To learn more about these programs, Megan Ellsworth sat down with John for an episode of Roofing Road Trips®. First, they discussed what inspired John to start these structured trainings. He shared:  

What pushed me into building the structure training programs was actually seeing the same problems repeat themselves at different companies. It's kind of like Einstein's theory. If we continue to do the same thing over and over, we're not going to get a different result. So, what I saw was estimators promoted without training, which makes sense as it’s very hard to train in-house with estimators because there's so much going on, but also sets them and the company up for disaster. They're expected to manage their people without any type of leadership tools whatsoever.  

Having noticed this issue cropping up in businesses all over the industry, John decided to create the training that they’re missing in an accessible, online format that can be fit into their busy schedules. He explained, “The reason I made them online is because it's learning at your own pace. And as we all know in this industry, you're busy. And this is something you can do for a couple hours at night. You can do it on your lunch break because it can be done very easily.” 

Currently, there are a few of John’s different programs already available to professionals – Estimating sales, project management, superintendent resources, service/maintenance, business operations and leadership skills. Each of these tracks are designed to stand on their own. John elaborated, “Online training allowed me to take all the decades that I've been in this business with my real-world experience and put it into lessons... each track is built to stand on its own. So, I have three or four different programs in estimating itself, and you don't have to take all of them at once. You take them when you're ready.” 

The result? Higher-skilled roofing professionals that not only succeed in their own careers but boost the business they’re a part of.  

Want to learn more about John’s training programs? Listen to the whole podcast or explore Cotney’s training page. 

By Cotney Consulting Group. 

Busy seasons will always come and go. The companies that last are the ones that build habits strong enough to handle the pressure. 

Being busy has never been the same thing as being profitable. Yet many contractors confuse the two. They measure success by backlog, trucks on the road or how hard everyone is working. The calendar is full. Crews are moving. Phones are ringing. From the outside, everything looks strong. But when the numbers are reviewed, margins are thin, cash is tight and leadership feels like they’re constantly chasing the following problem.

After decades in this industry, one pattern consistently emerges. Profitable companies don’t operate faster than everyone else. They operate with better habits. 

The first habit is clarity. Profitable contractors are transparent about how work flows through their company, estimating hands-off jobs the same way every time. Project managers know precisely what they’re responsible for and what they’re not. Foremen understand the plan before they ever step on the job site. There is less guessing, fewer assumptions and far fewer surprises. Busy contractors, on the other hand, rely heavily on tribal knowledge. People are expected to “just know” what to do. Sometimes that works. Often it doesn’t. 

Another key habit is disciplined estimating feedback. Profitable contractors don’t treat estimating as a one-way street. They review how jobs actually performed and feed that information back into future bids. Labor assumptions get tested. Production rates get adjusted. Risk items get flagged earlier. Busy contractors rarely close that loop. Once the job is sold, estimating moves on to the next bid and the same mistakes quietly repeat themselves. 

Scheduling habits also tell the story. Profitable companies schedule with intention. They consider crew capability, material delivery, weather exposure and job complexity. They don’t oversell capacity and hope it works out. Busy companies stack jobs on the calendar because sales momentum feels good. The result is crews bouncing between sites, production slowing and costs climbing without anyone fully understanding why. 

Communication is another separator. Profitable contractors communicate early and often. Problems are addressed when they’re still small. Change conditions are documented. Customers are kept informed. Field and office stay aligned. Busy contractors communicate reactively. Issues get discussed after they’ve already caused damage. Documentation lags behind reality. Customers feel the stress even if no one says it out loud. 

There’s also a difference in how time is treated. Profitable contractors protect it. Meetings have purpose. Job reviews happen on schedule. Leaders carve out time to look ahead instead of constantly reacting. Busy contractors spend most of their time responding to the loudest issue of the day. Planning gets postponed. Reviews get skipped. Decisions get rushed. Over time, that pace becomes exhausting and expensive. 

One of the most overlooked habits is how profitable companies handle job closeout. They don’t rush past it. They review what went right and what didn’t. They confirm costs, collect documentation and resolve loose ends. That discipline protects cash flow and improves future performance. Busy contractors move straight to the next job, leaving unresolved issues behind them. Those issues eventually resurface, usually at the worst possible time. 

Profitable companies also tend to be more selective. They don’t chase every job. They understand their strengths and avoid work that doesn’t fit their operation. Busy companies often say yes too often. The volume feels good, but the mix of work creates strain on crews, managers and systems. Over time, that strain shows up in turnover and margin erosion. 

Leadership behavior also plays a significant role. Profitable contractors are visible in their operations. They don’t micromanage, but they stay connected. They know what’s happening in the field and in the office. They reinforce expectations consistently. Busy contractors are often pulled in too many directions. Leadership becomes distant from daily execution, and problems grow quietly until they demand attention. 

None of these habits is dramatic. They don’t require new software or major restructuring. They require discipline. They require consistency. And they require leadership commitment. That’s why so many companies struggle to adopt them. It’s easier to stay busy than it is to stay controlled. 

The truth is that most companies already have the ingredients for profitability. They have capable people, solid demand and years of experience. What they lack isn’t effort. It’s operational habits that hold the line when things get hectic. 

Busy seasons will always come and go. The companies that last are the ones that build habits strong enough to handle the pressure. Profitability doesn’t come from working harder. It comes from working with intention, clarity and control. 

And in the trades, that difference is everything. 

In this Read Listen Watch®, host Karen Edwards is joined by John Kenney of Cotney Consulting Group to break down how robotics and automation are beginning to influence the construction industry and what that means for roofing contractors. Rather than focusing on fear or speculation, the conversation centers on awareness, preparation and operational readiness. John shares where robotics are most likely to show up first, why this shift is more about process discipline than machines and how contractors can begin familiarizing themselves with emerging technology without disrupting crews or culture. This session is about staying informed, strengthening operations and making sure roofing companies are positioned to adapt rather than fall behind.

Register today!

By Emma Peterson. 

April showers bring...a lot of interesting articles to The Coffee Shops™!  

As we leave the month of April behind and look towards May’s summer sunshine and peak construction season, we wanted to take a moment to look back at all the articles we published in the last month that captured our readers’ interests. And there were a lot – over 300 in fact! To make it easier to look back at the highlights, we’ve put together this list of the top ten!  

One such article shared a huge announcement from The Coffee Shops™ – We’re partnering with International Federation of the Roofing Trade (IFD)! This partnership is part of our international initiative and goal of fostering global collaboration on our sites. As Gary Howes, IFD board member explained, “By working together, [The Coffee Shops and IFD are] creating more opportunities for contractors, manufacturers and young professionals to connect, learn from one another and strengthen the future of the roofing industry on a truly international level.”  

Also on the top ten list were a variety of articles about the importance of community care and giving back! Writer Jenny Yu shared two heartwarming stories of roofers using their workmanship and talent for good! One highlighted the joint efforts between Rebuilding Together Philadelphia and a local contractor to fix the roof of a family’s home. The other was about YellowBall Roofing and Solar's donation of a new roof to Cherly and Marty Ash of Billings, Montana.  

In addition to these individual stories, Dani Sheehan wrote an article based on our Contractor Outlook Newscast with Ronald McDonald House Global President & CEO Katie Fitzgerald. Dani’s article dives into how contractors are working with Ronald McDonald House to donate their time, skills or resources to families in need. 

The top ten articles of April 2026 

10 - How contractors are supporting families through partnership with Ronald McDonald House by Dani Sheehan 

9 - Turning new hires into long-term talent by Emma Peterson 

8 - The importance of thinking outside the box by Emma Peterson 

7 - 4 practical takeaways on what AI use looks like in practice 

6 - What first-time attendees can expect at Roofing Day by Dani Sheehan 

5 - RoofersCoffeeShop® partners with International Federation of the Roofing Trade to strengthen global roofing connections 

4 - Improving performance in products and processes by Emma Peterson 

3 - Veteran surprised with free new roof by Jenny Yu 

2 - Neighbors helping neighbors by Jenny Yu 

1 - Extension cord safety for roofers by Cotney Consulting Group

CCS Influencer John Kenney says successful contractors position themselves as advisors who understand multiple solutions. 

If you’ve been around this industry long enough, you’ve heard it before. A building owner or consultant looks at a fluid-applied system and says, “I’d rather just replace the roof.” In many cases, that reaction isn’t based on bad information — it’s based on incomplete information or past experiences that didn’t go well. 

The reality is, fluid-applied systems have come a long way. But selling them successfully still requires more than just presenting a product. It comes down to how you guide the conversation, how you position the solution and how well you understand the concerns sitting on the other side of the table. 

Most skepticism starts with one of three concerns: durability, long-term performance or fear of covering up existing problems. Those are valid concerns. The mistake contractors make is trying to overcome them too quickly instead of addressing them directly. 

When someone questions durability, they’re usually comparing coatings to traditional systems like single-ply or modified bitumen. Instead of pushing back, it’s more effective to shift the conversation toward system performance and application. A fluid-applied system is not just a coating — it’s a reinforced, continuous membrane when installed correctly. The key phrase there is “when installed correctly.” That’s where your credibility comes in. 

This is where experience matters. You can’t sell these systems effectively if you don’t understand them in the field. Owners and consultants can tell when someone is repeating a manufacturer’s brochure versus speaking from real job-site experience. When you can explain how surface preparation, detailing and thickness control impact performance, the conversation starts to change. 

Another common objection is the concern that coatings are just a temporary fix. This is where contractors need to reframe the discussion around lifecycle value. Not every building needs a full tear-off at that moment in time. Many roofs still have structural integrity but need protection and extension. A fluid-applied system allows the owner to preserve what’s working while deferring a larger capital expense. 

That doesn’t mean every roof is a candidate. And this is where trust is either built or lost. If you recommend a coating on a roof that clearly needs replacement, you may win the job, but you’ll lose credibility in the long term. The contractors who turn skeptics into long-term clients are the ones willing to say, “This roof isn’t a good fit for a coating system.” That level of honesty carries weight. 

Performance data and track records are important, but how you present them matters just as much as the data itself. Throwing technical sheets at an owner rarely changes their mind. Walking them through real examples does. Show them projects similar to theirs. Talk about how long those systems have been in place, what maintenance has been required and how they’re performing today. 

Better yet, when possible, let them see it. A site visit to a completed project is often more convincing than any presentation. When an owner can walk a roof, see the system's condition and understand how it’s held up over time, skepticism tends to fade quickly. 

Consultants, in particular, want to understand risk. They’re not just evaluating performance — they’re evaluating whether the system will hold up under scrutiny. That’s where proper specifications, documented application processes and manufacturer support come into play. When they see a structured approach, not just a product pitch, confidence increases. 

At the end of the day, selling fluid-applied systems isn’t about convincing someone they’re better than every other option. It’s about helping them understand when they are the right option. That shift in approach changes the entire conversation. 

The contractors who succeed in this space don’t try to “sell coatings.” They position themselves as advisors who understand multiple solutions and recommend the one that fits the building, the budget and the long-term plan. When you approach it that way, skeptics don’t feel like they’re being sold — they feel like they’re being guided. 

And once that trust is established, those same skeptics often become your strongest long-term clients, because they know you’re not just there to close a deal. You’re there to help them make the right decision.