By John Kenney, Cotney Consulting Group.  

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

By Emma Peterson. 

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

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

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

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

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

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

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

In this CoatingsCoffeeShop™ Coffee Conversations, host Megan Ellsworth is joined by John Kenney from Cotney Consulting Group and Johnny Walker from APOC to examine market research into the profitability, challenges and opportunities shaping commercial roof restoration today. Drawing on insights from the APOC Roof Restoration Index and years of industry experience, the discussion examines how restoration is helping contractors address labor shortages, improve efficiency, create new business opportunities and deliver greater value to building owners. Watch this episode for some surprising numbers!

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By John Kenney, Cotney Consulting Group. 

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

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

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

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

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

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

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

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

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

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

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

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

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

What are you seeing that I might have missed?

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

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

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

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

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

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

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

By Emma Peterson. 

By analyzing more than 100 commercial roofing projects, APOC and Cotney Consulting Group uncovered compelling data showing how restoration can improve labor efficiency and increase profit potential. 

Earlier this year, APOC and Cotney Consulting Group released a Roof Restoration Index that showcased market research relating to the profitability, challenges and opportunities of roof restoration. To learn more about this study, we brought Johnny Walker of APOC and John Kenney of Cotney Consulting Group together for a Coffee Conversation®.  

The inspiration behind the creation of the Roof Restoration Index ties back to the Roof Coatings Manufacturers Association (RCMA). Johnny explained:  

We were talking with RCMA and realized we’ve all been out there promoting fluid applied growth restorations based on colloquial experience but we didn’t have the data and research to back up that experience...So we did this study with the goal of getting that hard data to make sure that we’re leading people the right way by recommending restoration.  

APOC brought John and Cotney Consulting Group into the study to help them manage their data and respondents. John described his team’s role, sharing, “Anybody that knows me throughout my years knows I live and die off of data. So, I was really excited to join and use my resources and databases to help get participants and information.”  

The final index was able to analyze 118 different commercial projects. John offered a high-level overview on what they were specifically comparing between these projects, sharing, “It was 118 projects of pure data that allowed us to compare restoration against both recovery and tear-off projects.” He went on, “We focused on the profitability, labor efficiency, time efficiency and return on investment by margin performance.”  

Looking at all that data together, a pattern emerged – that restorations are a valuable roof solution. Johnny explained, “I’ve always assumed that the value of restoration came from it being more productive and that by using less time on the job, you'll get more productivity elsewhere and overall higher profitability. And, overall, this study showed that we were right to think that.” John added some details, “Specifically, when we looked at performance related to crew time, there were big arguments for restoration... Take the 300 square projects. Modeled restoration growth profit was about $8,000 per crew day versus roughly $4,300 for the re-roofing option. So, almost double the profit per crew day for restoration as opposed to reroofing.”  

What does all of this mean for contractors in the field? In a world where labor is limited and margins are tight, having the capacity to not only tear off and reroof but also to restore systems is a powerful card to have up your sleeve.  

Listen to the whole Coffee Conversation or Watch the recording to learn more. 

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 Cotney Consulting Group. 

Learn about planning roof work around an occupied building. 

When a building remains occupied during a roofing project, the work can affect employees, tenants, customers, residents, deliveries, parking, access and normal day-to-day operations. Noise, dust, odors, equipment movement and temporary closures can create problems even when the roofing installation itself is being completed correctly. 

That is why a successful project requires more than an installation plan. It also requires a plan for protecting the people and activities beneath the roof. 

Whether the property is an office, school, retail center, healthcare facility, apartment building or private home, the owner and roofing contractor should discuss how the work will affect occupants before the project begins. Good planning may not eliminate every inconvenience, but it can reduce disruption, improve safety and prevent unnecessary conflict. 

Begin with a preconstruction meeting 

A preconstruction meeting allows the property owner, manager and roofing contractor to review how the project will be performed. The discussion should include the proposed start date, anticipated duration, daily work hours, staging areas, material deliveries, equipment locations, access restrictions and communication procedures. 

The owner should explain how the building is used throughout the day. An office may have peak arrival and departure times. A school may have bus traffic, testing schedules and outdoor activities. A retail property may receive deliveries through the same area the contractor plans to use for equipment and materials. These details can affect the work plan. 

The contractor should identify the activities most likely to cause disruption, including tear-off, deck replacement, mechanical fastening, material loading and work directly above entrances or heavily occupied spaces. The earlier these conditions are discussed, the easier it becomes to develop a realistic plan around them. 

Establish clear points of contact 

Every occupied roofing project should have a clear communication structure. The property owner or manager should designate one person as the primary contact for the contractor. The contractor should also identify the project manager, superintendent or foreman responsible for daily communication. 

This prevents employees, tenants or residents from receiving conflicting information from several different people. The primary contacts should communicate about weather delays, schedule changes, unforeseen conditions, access restrictions and any complaints or concerns that arise during the project. 

For larger properties, department managers, tenant representatives, facility personnel or security teams may also need regular updates. However, the main communication should still move through the designated contacts so decisions remain organized and consistent. 

A good communication process prevents minor concerns from becoming larger problems. 

Plan deliveries and staging carefully 

Roofing materials and equipment require space, and their delivery can affect traffic throughout the property. Shingles, insulation, membranes, metal, dumpsters and lifting equipment may need to be placed close to the building. Delivery trucks can temporarily block entrances, driveways, loading docks or parking areas. The contractor and property owner should agree on delivery and staging locations before materials arrive.  

The plan must account for emergency access, customer traffic, employee parking, tenant access and scheduled deliveries from other vendors. Fire lanes and accessible routes should remain open at all times. Materials should not be staged where they obstruct visibility, create trip hazards or interfere with normal drainage.  

On some projects, deliveries may need to take place early in the morning or during lower-traffic periods. On others, materials may need to arrive in phases because the property cannot safely accommodate everything at once. A controlled delivery plan protects the property and reduces confusion for everyone using the building. 

Protect entrances and pedestrian routes 

People entering and leaving the building should not have to pass through an active roofing work zone. The contractor should identify entrances, exits, sidewalks and common travel routes around the property. Areas exposed to falling debris, equipment movement or overhead roofing activity may require temporary barriers, controlled access, overhead protection or alternate routes. 

Some entrances may need to close temporarily while work is taking place directly above them. When that happens, signs should clearly direct occupants and visitors to a safe alternative. The owner should notify employees, tenants, residents and regular visitors before access changes take effect. 

Accessibility requires particular attention at apartment buildings, senior living properties, medical facilities and other locations used by people with mobility limitations. Temporary routes must remain practical for those using wheelchairs, walkers or other mobility assistance.  

The objective is to separate normal building traffic from the roofing operation as much as reasonably possible. 

Prepare occupants for noise and vibration 

Roof replacement is noisy. Tear-off equipment, nail guns, mechanical fasteners, saws, loading activity and workers moving across the roof can all be heard and felt inside the building. The level of disruption depends on the roof system, deck type and activities being performed. 

Metal and concrete roof decks can transmit sound and vibration across large portions of a building. Fastening insulation or roof membranes may be especially noticeable in the spaces directly below the work. 

The owner should identify noise-sensitive areas before the project begins. These may include conference rooms, classrooms, medical treatment areas, call centers, recording spaces or offices where virtual meetings are common. 

The contractor may be able to sequence the work so the loudest activities occur during less disruptive periods. A school may avoid working above testing areas during scheduled examinations. A medical office may adjust appointments while work is taking place overhead. A business may relocate an important meeting to another part of the building. 

The project will still create noise, but planning allows occupants to make reasonable adjustments. 

Address dust, debris and interior protection 

Removing an existing roofing system can release dust and small debris, particularly when the roof deck contains gaps, openings or deteriorated areas. Loose material may fall into attics, ceiling spaces or occupied rooms below. Vibration can also disturb dust that has accumulated above suspended ceilings. 

Before work begins, the contractor and owner should review what is located directly beneath the roof. Sensitive equipment, merchandise, files, furniture or personal belongings may need temporary protection. Ceiling spaces may require inspection, and attic storage may need to be moved or covered. 

Manufacturing facilities, healthcare properties, food-service operations, laboratories and technology environments may require additional controls because even a small amount of dust can interfere with operations. 

Interior protection should be planned before tear-off begins, not after occupants report material falling from above. 

Discuss roofing odors in advance 

Some roofing materials and installation methods can create noticeable odors. Adhesives, primers, coatings, sealants and asphalt-based products may produce odors that enter the building through outside air intakes, open doors or ventilation systems. 

A noticeable odor does not automatically mean occupants are being exposed to a dangerous condition, but it can still cause discomfort, concern or complaints. The roofing contractor should identify products likely to produce odors and discuss their planned use with the property owner. The locations of outdoor air intakes should also be identified before the work begins. 

Work near an intake may need to be scheduled when the HVAC system can be adjusted or when fewer people are in the building. Different products, application methodsor temporary ventilation measures may be appropriate depending on the project. 

The contractor should provide relevant product information when requested, and the owner should communicate honestly with occupants before odor-producing work begins. People are less likely to assume something has gone wrong when they understand what to expect and who to contact with concerns. 

Coordinate with building operations 

Occupied properties often have activities that cannot simply stop because roofing work is underway. Retail stores must serve customers and receive deliveries. Offices may have important meetings. Schools have arrival, dismissal and activity periods. Apartment buildings have residents coming and going throughout the day. The contractor should understand these operational demands when planning the sequence of work. 

Roofing above a restaurant entrance during the lunch rush may create an avoidable conflict. Blocking a loading dock on a major delivery day can disrupt several businesses. Performing the loudest work above occupied hotel rooms early in the morning may generate complaints that better scheduling could have prevented. 

The contractor cannot organize the entire project around every individual preference, but major operational conflicts should be identified and addressed. A reasonable level of coordination can protect both the construction schedule and the owner’s relationship with building occupants. 

Plan for parking and vehicle protection 

Roofing projects frequently reduce available parking because space is needed for dumpsters, material storage, equipment and safety zones. The property owner should determine which spaces will be unavailable and how vehicles will be redirected. Employees, tenants and residents should be notified before parking restrictions begin. Signs, cones or barriers should clearly identify areas that must remain open. 

Vehicles should not be parked near active tear-off areas, beneath material-loading operations or within crane and equipment zones. Dust, nails, falling debris and equipment movement can damage vehicles when work areas are not properly controlled. 

Homeowners should move vehicles away from the house before work begins. Commercial property managers may need to establish temporary employee parking so closer spaces remain available for customers, residents or visitors. The parking plan must also preserve access for emergency vehicles, deliveries and people with disabilities. 

Protect HVAC and other building systems 

Roofing work can affect more than the roofing system. Dust and debris may enter rooftop HVAC equipment if units are not properly considered during the project. Vibration can affect older components, and roofing odors may be drawn into the building through outside air intakes. 

The contractor and facility manager should identify rooftop equipment before work begins and determine what protection or coordination is required. HVAC units should not be covered, restricted or shut down without approval from the appropriate building personnel or mechanical contractor. Improperly limiting airflow can damage equipment or affect indoor conditions. Satellite dishes, communication systems, exhaust fans, pipes and other rooftop components may also require protection or temporary relocation. 

Equipment that must be disconnected, raised or removed should be coordinated with the responsible trade before roofing work reaches that area. The roofing contractor should also be involved whenever changes affect curbs, supports, penetrations or flashing. 

Establish daily cleanup and weather protection expectations 

A professional roofing contractor should maintain the property throughout the project, not only after the final day of work. Debris should be placed in designated containers. Loose materials should be secured. Entrances, walkways and parking areas should remain clear. Magnetic nail sweeps may be needed around driveways, sidewalks and landscaped areas. 

At the end of each workday, the exposed roof should be left watertight and prepared for changing weather. Materials remaining on the roof should be secured against wind and positioned so they do not interfere with drainage. The owner should also understand which areas will remain restricted overnight and whether equipment, dumpsters or materials will remain on the property. 

Daily cleanup is especially important on occupied buildings because people continue to use the property while construction is underway. A clean, controlled site improves safety and gives occupants confidence that the project is being managed responsibly. 

Prepare for weather and schedule changes 

Roofing schedules depend heavily on weather. Rain, wind, extreme heat and other conditions can change the planned sequence of work. The contractor should explain how weather decisions will be made and how the property owner will be notified. 

Occupants should not be given a completion date that assumes every workday will have ideal conditions. A realistic project schedule should include some flexibility. 

Unexpected roof conditions can also affect timing. Wet insulation, deteriorated decking, structural damage or concealed conditions may require additional work before the new roofing system can be installed. The owner should understand how these discoveries will be documented, priced and approved. 

A clear process for managing delays and unexpected work reduces frustration and prevents inaccurate information from being distributed to occupants. 

Communicate before and during the project 

The people using the building should know when the project will begin, how long it is expected to last and how the work may affect them. Notices should explain normal work hours, parking restrictions, temporary entrance closures, anticipated noise, possible odors and whom to contact with questions. 

For commercial properties, tenant notices may need to be distributed several days before construction begins. Apartment residents may require regular updates as the work moves from one section of the building to another. 

Homeowners should also consider notifying nearby neighbors when the project will create significant noise, delivery congestion or temporary access concerns.Communication does not need to be complicated. A brief written notice, email update, text alert or posted schedule may be sufficient. The important point is that occupants are not surprised by activity that could have been explained in advance. 

Occupied buildings require additional planning 

A quality roof installation remains the primary goal, but the way the project is managed around an occupied building matters as well. The owner and contractor should work together to control access, coordinate deliveries, protect building operations, manage noise and odors, maintain safe pedestrian routes and communicate schedule changes. 

The best projects are not necessarily the ones that create no inconvenience. Roofing work will cause some disruption. The best projects are the ones where that disruption is anticipated, controlled and clearly communicated. 

Planning around the people inside the building improves safety, reduces complaints and allows the roofing contractor to work more efficiently. A roof protects the entire property. The project used to repair or replace it should also respect the people who live, work and conduct business beneath it. 

CCS Influencer John Kenney says the best coating contractors don’t fight the weather.

Fluid-applied roofing systems offer contractors tremendous flexibility, but they also demand respect for weather, climate and installation conditions.

After decades in roofing, I’ve learned that some of the most expensive problems begin with a simple decision: pushing ahead when conditions are telling you to stop.

Weather is not just an inconvenience during installation. It is part of the installation. Temperature, humidity, dew, rain, surface moisture and substrate condition can all influence how a coating applies, cures and ultimately performs. That is why successful contractors do more than check the forecast. They understand the product they are installing and the environmental conditions that product requires.

Different coating systems have different application windows and cure requirements. What works for one chemistry may not apply to another. That is exactly why contractors should never assume that experience with one product automatically translates to another.

I’ve always believed the data sheet is part of the installation. If the manufacturer specifies temperature limits, substrate requirements, cure times or weather restrictions, those are not suggestions. They are part of the system.

Regional climate makes this even more important. A contractor working in Florida may be dealing with high humidity, afternoon thunderstorms and hot roof surfaces. In the Southwest, extreme surface temperatures may become the bigger concern. Northern contractors may face shorter installation seasons, colder nights and rapidly changing temperatures. The coating may be the same product, but the installation strategy should not necessarily be the same.

Timing becomes part of production planning. Crews may need to start earlier, adjust application timing, break large roofs into manageable sections, or stop work sooner than they would on another type of roofing project. Contractors also need to understand how overnight dew, falling temperatures and changing humidity may affect curing after the crew has already left the site.

That is one reason I don’t like the phrase, “We should be fine.” Roofing should not be managed around hope. If the weather window is questionable, understand exactly what the manufacturer allows before putting material on the roof.

Ponding water presents another area where contractors need to make careful distinctions. Some coating systems are designed to tolerate prolonged exposure to standing water better than others. Even where a product can handle ponding conditions, that does not automatically mean the drainage problem should be ignored. A roof that holds water may be telling you something about slope, drains, insulation or the underlying assembly.

A coating should not become the solution to a design problem simply because it can tolerate the condition. Evaluate why the water is there. Can drainage be improved? Is insulation creating low areas? Has the deck moved? Is equipment discharge contributing to the problem? Should localized repairs or tapered insulation be incorporated before restoration? Those questions should be answered before deciding how the coating fits into the solution.

The same discipline applies to substrate condition. Surface appearance alone does not tell the full story. Adhesion testing, moisture investigation and proper surface preparation may all be necessary depending on the roof and the system being installed.

Details deserve just as much attention. Flashings, penetrations, seams, transitions and drainage areas are often where roofing systems are tested the hardest. Weather increases that stress. Heavy rain finds weak details. Heat creates movement. Cold temperatures can affect material behavior. Freeze-thaw cycles expose openings. Constant UV exposure accelerates aging.

The coating over the field of the roof may receive most of the attention, but the details often determine whether the completed system performs. That is why inclement weather can also become an opportunity. When contractors understand climate and installation limitations better than their competitors, they can plan work more intelligently, communicate more accurately with owners and avoid problems that lead to callbacks and warranty disputes. 

They can also use weather history and regional conditions when evaluating which restoration system makes the most sense for the building. That is a much more professional approach than selecting a coating first and hoping conditions cooperate. Fluid-applied roofing systems can perform extremely well across very different climates, but successful installation requires matching the product, substrate, details and weather window.

The best coating contractors don’t fight the weather. They understand it, plan around it and make it part of the roofing decision.

By Cotney Consulting Group. 

Ignoring heat cramps doesn't demonstrate strength. It increases the likelihood that the body's cooling system will continue to deteriorate. 

Every experienced roofer has probably seen it happen. A crew member suddenly stops what they're doing and grabs the back of their leg. Maybe it's a calf muscle. Maybe it's a forearm after carrying bundles or operating equipment. They stretch for a minute, take a drink of water, laugh it off and get right back to work. 

Most crews think the problem has passed. In reality, the problem may just be beginning. 

Heat cramps are often treated as a minor inconvenience, but they should never be dismissed. They are one of the body's earliest warning signs that it is struggling to maintain normal function in high temperatures. While the cramp itself may seem harmless, it can signal dehydration, electrolyte loss, muscle fatigue and the beginning stages of heat-related illness. For roofing contractors, recognizing that warning early can make the difference between a brief recovery break and a medical emergency. 

More than just a muscle cramp 

Roofing is one of the most physically demanding occupations in construction. Crews work in direct sunlight, on surfaces that can reach temperatures well above the surrounding air, while lifting, carrying, climbing andmaintaining constant balance. The body loses significant amounts of water through perspiration, but it also loses sodium, potassium and other electrolytes that allow muscles to function properly. 

When those electrolytes become depleted, muscles begin to cramp. Unfortunately, many roofers don't view cramps as a warning. They view them as part of the job. That mindset is one of the biggest challenges safety professionals and field supervisors face today. 

Toughness can become a liability 

The roofing industry has always valued hard work and perseverance. Those qualities help crews complete difficult projects under demanding conditions. However, there are times when toughness works against us. Too many experienced roofers believe they should "push through it." They stretch the muscle, take another drink of water and continue working because production still needs to be completed. 

The problem is that the body has already started telling them something important. Ignoring heat cramps doesn't demonstrate strength. It increases the likelihood that the body's cooling system will continue to deteriorate. As dehydration progresses and electrolyte levels continue to fall, heat exhaustion and, eventually, heat stroke become much more likely. By the time those more serious symptoms appear, the situation has become far more difficult to manage. 

Supervisors need to recognize the first warning 

One of the responsibilities of every foreman is observing the crew — not just the work being performed. When someone begins cramping, that should trigger questions. 

• How long has that employee been working? 
• When was their last break? 
• How much water have they consumed? 
• Have they replaced electrolytes or only water? 
• Are they showing any other signs of heat stress such as unusual fatigue, confusion, dizziness or irritability? 

These conversations shouldn't wait until someone collapses. Experienced supervisors understand that small changes in worker behavior often appear long before a medical emergency develops. Paying attention to those early indicators allows intervention before the situation escalates. 

Water isn't always the complete answer 

Hydration is essential, but hydration alone isn't always enough. Many workers believe that drinking large amounts of water solves every heat-related problem. While replacing fluids is critical, prolonged sweating also removes electrolytes that water alone cannot restore. 

During extended periods of high heat, especially on physically demanding roofing projects, contractors should encourage workers to replenish both fluids and electrolytes throughout the day. Proper nutrition also plays an important role. Employees who skip breakfast, rely on energy drinks or consume excessive caffeine place themselves at an even greater disadvantage before the workday has truly begun. 

Heat safety starts well before the first ladder is climbed. 

Planning reduces heat stress 

The best roofing companies don't wait until someone begins cramping to think about heat. They adjust operations before the day starts. That may include beginning work earlier during periods of extreme heat, rotating physically demanding assignments throughout the day, scheduling additional recovery breaks or increasing supervisory observation during the hottest afternoon hours. 

New employees deserve particular attention. Their bodies often haven't adapted to prolonged work in high temperatures, making them significantly more susceptible to heat-related illnesses during their first several weeks on the job. 

Planning for heat is no different than planning for fall protection or material staging. It's another operational decision that protects both employees and productivity. 

Building a different safety culture 

One of the biggest changes I've seen throughout my career is the industry's willingness to discuss safety more openly. Years ago, admitting you needed a break because of the heat was sometimes viewed as weakness.Today's best contractors understand that speaking up is a sign of professionalism. 

Crew members should feel comfortable telling a supervisor when they're beginning to cramp or when they notice a coworker struggling. Those conversations should be encouraged — not criticized. 

The goal isn't simply to prevent heat illness. It's to build a culture where workers recognize warning signs early and trust that management will support the right decision.That kind of culture protects people long before emergency medical services are ever needed. 

Final thoughts 

Heat cramps rarely make headlines. They don't seem dramatic, and they're often forgotten within a few minutes. That may be exactly why they're so dangerous. They are one of the body's first opportunities to tell us that something isn't right. 

The roofing companies that consistently protect their people understand that small warning signs often precede serious incidents. They don't wait for heat exhaustion or heat stroke to take action. They recognize the first signal, respond appropriately and make protecting their crews more important than pushing through another hour of production. 

The safest roofing companies aren't the ones that work the hardest in the heat. They're the ones that know when it's time to stop, recover and make sure everyone goes home healthy at the end of the day. 

By Emma Peterson. 

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

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

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

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

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

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

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

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

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