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Succession planning three ways

Sat, 28 Mar 2026 06:00:00 PDT

By Emma Peterson.

Explore how early planning, clear processes and documentation prepare your business for its next chapter.

One of the hardest moments for any business owner or entrepreneur to properly prepare for is when it’s time to take a step back and pass the company on to the next leader. But it is a moment that comes for all of us, and one that you want to be prepared for. When you’ve put years or even decades of work into a company, it becomes your legacy, and that should be protected through proper preparations. To talk about the process of leadership transitions, Heidi J. Ellsworth, Megan Ellsworth and John Kenney (CEO of Cotney Consulting Group) hosted an Affinity Webinar to discuss navigating different forms of succession planning.

Passing the torch on to family

Many roofing companies become part of family legacies as they are passed down from parent to child. This is often a great way to make sure your business is cared for by someone who is as invested in its success as you are. But this succession method also comes with some challenges. John explained:

There’s a saying about the first generation having success, and every generation after that has a higher chance of failure. Why? Oftentimes when companies are passed through families, going from that first to second, or second to third generation, the processes, procedures and understandings aren’t passed down as well.

What John is pointing out is that, in these family hand-offs, the plan is often to simply hand the company to the next generation, and plans do not extend beyond that. In order to set that next generation up for success, you need to plan beyond who gets the business. As John put it, “There is a lot of planning and even financial type of setting up to do, if you want to set them up for success. At the end of the day, if everything is not in order, the succession's not going to work.”

Making a sale

Another form of succession that we see frequently in the roofing industry is sales. This can be to another contractor or private equity. And the main thing to know about this path is that your company might not look the same after the sale. John explained, “Sales happen for two reasons. One is they're buying you out because they're going to flip you and get rid of you, and they don't care. So, you have to think hard about if that’s what you want. Or they come in as a partner.”

If you want the latter, for your company to become partner of the buyers’ business, there is some groundwork that must be done to prepare for sale. John gave some examples, explaining, “They are going to deep dive into what your current org chart looks like, management structure, what your bench strength looks like and how you have planned for the next 5 to 10 year.” By keeping your records organized and clear, you can show them why your business is worth investing in and keeping as a partner, rather than being flipped completely.

Navigating a merger

And last but not least, there are mergers and strategic partnerships. This form of succession has been all over the headlines across the industry. While it may sound fancy or complex, John broke it down, saying, “When you're looking at mergers and strategic partnerships, they absolutely become no different than bringing in a family member. The only difference is it's a family member with money.”

Why does he say that? Similar to older generations preparing to hand off to a younger family member, the most important part of planning for a merger succession is making sure that structures and processes are established and clear. John explained:

The company is just the structure, and that structure should be able to go on if you've got it built correctly to put different people in different seats as time progresses...And if you don’t have that in place, your absolute sales price, your buyout price, your stock shares or whatever the deal may be, is going to be lower.”

Overall advice

You might have started to notice a pattern in John’s advice – succession planning is all about clear organization. And that’s because that is the key to any successful handoff, whether it's to a family member, another contractor or an investor. As John elaborated:

The first place to start is to look at yourself and your company. You should start building your initial succession plan years before you want to exit. Within 6 month of starting to plan, you should have something that you're ready to start to kick around, and within a year you should know what the goals are and how to get there. From there, you're having quarterly or biannual review meetings, documenting the growth within the company and adjusting the plan to that.

With this type of strategy, you can be assured that no matter whether you are looking at a family handover, a sale or a merger, you will have set up your roofing company for succession success.

Watch the whole webinar to learn more about succession planning.

How insurance requirements are shaping the future of roof restorations

Sat, 28 Mar 2026 00:00:00 PDT

By Jenny Yu.

Industry experts discuss recent insurance shifts in Florida and what this means for the roof restoration market.

In a recent CoatingsCoffeeShop® Coffee Conversations, sponsored by APOC, Megan Ellsworth spoke with industry leaders Johnny Walker, national technical manager of APOC, and John Kenney, CEO of Cotney Consulting Group, about the biggest changes in the roof restoration market right now.

Today, the industry faces insurance-based challenges, starting in Florida and slowly spreading throughout the nation. Between hurricane exposure, litigation issues and claims activity, insurance companies in Florida have been trying to reduce risk with roofs as a major focus. “Insurance has tightened eligibility requirements, especially around roof aging,” John explained. “From a contractor perspective, that creates confusion because a roof may still be structurally sound and restorable, but once it crosses a certain age or threshold, the insurance companies are looking at them differently and causing a lot of havoc within the marketplace.”

Contractors aren’t the only ones affected by these changes in insurance policies. Johnny emphasized their impact on property owners. “It’s very costly,” Johnny lamented. “A lot of folks are living on their retirement incomes and can’t afford to pay the extra amount to have a roof torn off when it could have been restored.”

Despite these challenges, the panelists spoke to how the industry can adapt and take this as an opportunity for advancing restoration regulations and education.

“We have to stand up and do what's right for the industry and not be challenged by insurance companies to lead the way, which I'm seeing as a good thing,” John shared. “But the flip side is, contractors need the knowledge and discipline to properly evaluate these roofs and design restoration systems correctly. We can help move our industry along by increasing the benefits of where restoration is a value.”

Listen to the conversation or Watch the recording to learn more about the economic and sustainability pressures impacting the roof restoration market.

Know your break-even before you price the next job

Mon, 23 Mar 2026 06:00:00 PDT

By Jesse Sanchez.

Understanding break-even calculations can help protect margins and simplify pricing decisions.

Many roofing companies judge the success of a year by how much revenue they generate. Yet revenue alone does not determine whether a company is financially healthy. According to industry consultant John Kenney from Cotney Consulting Group, the number that ultimately reveals the true condition of a roofing business is its break-even point. When that number is outdated or poorly understood, contractors may unknowingly price projects below the level required to sustain their operations.

Break-even analysis serves as the financial foundation behind nearly every operational decision in a roofing company. It influences how contractors set prices, allocate overhead, manage labor and determine when to hire or expand. Because roofing is one of the most economically sensitive construction trades, those calculations must constantly adapt to changing conditions. Labor costs fluctuate, insurance premiums increase, production efficiency shifts and material prices move with market demand. When companies rely on last year’s assumptions, the pricing decisions built on those numbers can quietly undermine profitability.

The consequences often appear gradually rather than all at once. Jobs may appear profitable on paper while cash flow fails to improve. Crews remain fully scheduled, but margins continue to narrow. Meanwhile, overhead expenses increase as businesses scale operations, yet pricing structures remain unchanged. In those situations, contractors can find themselves working harder each year while earning less from the work they complete.

A clear break-even calculation depends on understanding several financial realities that are often underestimated. Overhead costs extend far beyond basic office expenses and include administrative salaries, vehicles, software systems, insurance premiums, marketing and facility costs. Labor expenses are similarly more complex than hourly wages alone. Payroll taxes, workers’ compensation, health benefits, paid leave, supervision time and lost productivity all contribute to the true cost of maintaining a workforce.

John notes that this gap between perceived and actual labor costs frequently surprises contractors. A crew member paid $28 per hour, for example, may ultimately cost a company closer to $52 per hour once those additional obligations are included. After overhead allocation and required profit margin are factored in, a contractor charging $65 per hour could still be operating below the level needed to remain profitable.

Regularly updating break-even calculations allows contractors to adjust pricing for re-roof projects, service work and time-and-materials jobs with greater confidence. By grounding estimating decisions in current financial data rather than assumptions, roofing companies can protect margins while building more stable and sustainable operations.

Learn more about how recalculating your break-even point each year helps roofing contractors price work accurately, protect profit margins and make stronger operational decisions!

How the Iran conflict could impact construction costs, fuel prices and projects

Tue, 17 Mar 2026 12:00:00 PDT

By John Kenney III, advisor to Commercial Roofing Contractors, Cotney Consulting Group.

In uncertain markets, the most disciplined contractors focus less on predicting prices and more on protecting assumptions.

Over the past several weeks, headlines have been dominated by escalating conflict in the Middle East. Missile strikes, attacks on energy infrastructure and disruptions to shipping in the Persian Gulf have pushed oil markets into a new period of volatility. For many observers, this appears to be just another geopolitical crisis. But for contractors and construction businesses, these developments carry real operational consequences.

The global construction industry sits directly downstream from energy markets. Fuel costs influence transportation, manufacturing and logistics. Interest rates influence project financing. Supply chains react quickly when global uncertainty increases.

The question contractors should be asking right now is not simply what is happening in the Middle East. The more important question is this: What could these developments mean for construction operations over the next 90 days and the next six months? Several signals are already beginning to emerge.

The headline everyone sees: Energy market volatility

One of the most immediate effects of the conflict has been pressure on global oil markets. The situation is particularly sensitive because a large portion of the world’s oil supply moves through the Strait of Hormuz. Roughly one-fifth of global petroleum trade passes through this route each day.

Any disruption — whether through military activity, tanker attacks or insurance restrictions — creates uncertainty in global supply. Even when oil continues to flow, the perceived risk alone can drive prices higher.

Diesel fuel has reacted particularly quickly. Diesel powers freight trucks, construction equipment, rail networks and maritime shipping. When diesel prices rise, transportation and logistics costs rise with them. For contractors, diesel is often the first signal that broader cost pressures may follow.

The signals contractors may be missing

While oil prices receive most of the attention, several other economic indicators are beginning to move quietly beneath the surface.

Shipping and insurance costs

Shipping companies and insurers are already reassessing risk levels for vessels moving through the Persian Gulf region. War-risk insurance premiums have begun to increase, and some shipping operators are avoiding the region entirely. Even if supply routes remain open, higher insurance costs translate into higher shipping rates. Those cost increases eventually flow into the price of imported materials and petrochemical products used throughout construction.

Roofing membranes, insulation products, coatings and plastics all depend heavily on petrochemical production, which is tied directly to oil and natural gas markets.

Treasury yields and financing

Energy shocks historically push inflation expectations higher. When inflation risk increases, investors demand higher returns on government bonds. Rising yields in the U.S. Treasury market can translate quickly into higher borrowing costs for:

Commercial real estate development
Equipment financing
Infrastructure projects
Municipal construction

For contractors, this does not stop projects immediately. However, it can slow new project starts as developers reassess financing conditions.

Commodity and industrial supply chains

Energy disruptions ripple across multiple industrial sectors. Aluminum, steel, chemicals and transportation costs all respond to changes in energy prices. Contractors rarely see these increases immediately. Suppliers typically begin adjusting pricing 30 to 60 days after energy costs move significantly.

That delayed reaction is one reason experienced contractors pay attention to macroeconomic signals long before price increases reach job sites.

What historically happens next

After decades in the construction industry, one pattern appears consistently following energy shocks.

First, fuel and logistics costs begin to rise. Next, suppliers introduce selective price adjustments. Then financing becomes more expensive as interest rates respond to inflation pressures. The final stage often appears months later, when developers begin postponing or re-evaluating speculative projects.

None of these shifts occur overnight. But they tend to unfold in a predictable sequence that experienced contractors learn to recognize.

The 90-day outlook

Over the next three months, contractors are most likely to experience continued volatility rather than dramatic disruption.

Diesel prices may remain elevated as energy markets respond to ongoing geopolitical developments. Transportation and freight costs could rise modestly as shipping insurers adjust risk premiums. Material price increases may begin to appear selectively in products connected to petrochemical production and global shipping. At the same time, many construction sectors still maintain strong backlogs. Existing projects will continue moving forward, and most contractors should not expect immediate cancellations or widespread delays.

The six-month outlook: Two possible scenarios

The longer-term outlook will depend largely on how the geopolitical situation evolves.

Scenario one: Stabilization

If tensions ease and energy supply routes remain open, oil markets could gradually stabilize. In that case, the construction industry may experience only modest cost adjustments. Project backlogs would remain strong, and new development activity would continue at a steady pace.

Scenario two: Prolonged disruption

If shipping routes remain threatened or energy infrastructure continues to be targeted, sustained oil price volatility could push transportation and manufacturing costs higher. Combined with rising interest rates, that environment could slow new project development and tighten financing conditions for large commercial construction projects. Even under this scenario, the impact would likely develop gradually rather than suddenly.

What this means for estimating and margin protection

Periods of energy volatility often expose weaknesses in estimating assumptions. When fuel, transportation and supplier costs begin moving quickly, small estimating errors can compound across a project.

Contractors should pay close attention to the assumptions embedded in their estimates over the next several months. Freight costs, equipment fuel consumption, material lead times and supplier pricing adjustments may begin shifting faster than they have in recent years.

This does not mean contractors should assume widespread cost escalation. However, it reinforces the importance of clearly communicating assumptions in proposals and contracts.

Experienced estimators often include language outlining the basis for fuel pricing, material availability and supplier quotations. If conditions change rapidly, those assumptions help protect both margins and relationships with customers. In uncertain markets, the most disciplined contractors focus less on predicting prices and more on protecting assumptions.

The bottom line

Global events may feel distant from day-to-day construction operations, but the industry has always been closely tied to energy markets, transportation costs and financial conditions. The current geopolitical situation is a reminder that external events can influence construction economics in ways that are not immediately visible.

For contractors, the key is not to react emotionally to headlines but to watch the underlying signals that affect cost structures, financing and project demand. Those signals are beginning to move again. And the contractors who pay attention early are usually the ones best positioned to navigate whatever comes next.

More than an oil story: Supply change challenges around the Strait of Hormuz

Tue, 17 Mar 2026 06:00:00 PDT

By John Kenney, Cotney Consulting Group.

Learn how geopolitical conflicts are impacting material costs, supply chains and more in the roofing market.

For many people in the U.S., gas costs have been top of mind with the conflict in Iran disrupting oil distribution. However, the cost of this type of disruption extends far beyond the pump. Specifically, we have seen a shift in global energy logistics, shipping routes and industrial supply changes as the conflict impacts the Strait of Hormuz.

This is not the first time geopolitics have disrupted these systems. And in the past, it has led to higher material costs, tighter supply chains and greater uncertainty in bidding and project planning. Keep reading to learn more about this ongoing situation and what contractors should do to prepare from John Kenney, the CEO of Cotney Consulting Group.

The moment energy markets shifted

The Strait of Hormuz normally carries roughly one-fifth of the world’s oil and liquefied natural gas shipments. When traffic through that corridor becomes disrupted, the ripple effects extend far beyond energy markets.

Recently, several Gulf energy producers have declared force majeure on shipments due to the inability to safely move product through the region. In energy markets, that declaration carries a simple meaning: Producers cannot deliver contracted supply due to extraordinary circumstances such as war or shipping disruptions.

Once force majeure declarations begin, the issue is no longer speculation. It signals that the system responsible for moving energy resources is breaking down.

At the same time, industrial signals are starting to appear. One example came from Aluminium Bahrain (Alba), the world’s largest single-site aluminum smelter, which recently reduced output by nearly 20 percent because raw materials could no longer be replenished through disrupted shipping routes.

This is the point where global events begin transitioning from headlines into supply chain realities.

Why construction supply chains follow energy disruptions

Energy logistics sit at the foundation of modern industrial production. When oil shipping, petrochemical production or maritime freight becomes unstable, construction materials eventually follow.

The construction industry sits several layers downstream from energy markets. That means the first signs of disruption appear elsewhere before contractors see price increases.

The sequence typically looks like this:

Energy markets become volatile.
Shipping routes become restricted or more expensive.
Industrial producers adjust output.
Material manufacturers increase prices or extend lead times.
Contractors feel the effects months later.

We are now seeing the early stages of that process.

Materials contractors should be watching

Several construction materials are particularly exposed to energy and shipping disruptions.

Asphalt and roofing products are closely tied to oil refining. When crude supply chains tighten or refineries shift production priorities, asphalt supply can shrink quickly. Roofing membranes, built-up roofing asphalt and paving materials often feel these changes within a few months.

Aluminum is another vulnerable material. Modern construction relies heavily on aluminum for curtain wall systems, flashing, HVAC components and architectural framing. When global smelters face raw material shortages or energy costs rise, aluminum pricing tends to move rapidly.

Petrochemical-based materials are also exposed. Many roofing membranes, insulation products, coatings and adhesives rely on petrochemical feedstocks produced in the Middle East and Gulf Coast. Supply disruptions can affect these materials within a 60- to 90-day window.

Copper and electrical materials may follow later. Copper processing relies on industrial chemicals and global shipping logistics. If those systems tighten, electrical components and wiring systems used in construction can see price increases.

Finally, insulation materials such as polyiso and spray foam depend on petrochemical derivatives. When those feedstocks become constrained, insulation pricing can adjust quickly.

None of these changes happen overnight. But they rarely occur in isolation either.

The timeline contractors should expect

Projected timeline showing how energy disruptions can move from oil markets to construction material pricing over a 30–180 day period.

Construction material impacts typically unfold in stages following energy disruptions.

0–30 days – Market volatility
Energy markets react first. Oil prices fluctuate, tanker traffic becomes uncertain and freight rates increase as shipping companies reroute vessels or charge war-risk insurance premiums.
30–90 days – Supply chain tightening
Industrial supply chains begin to adjust. Petrochemical feedstocks tighten, asphalt supply becomes more volatile and insulation and coating manufacturers may begin issuing price notifications.
90–180 days – Construction cost adjustments
Material price increases begin appearing in contractor bids and project budgets. Aluminum, copper and fabricated systems often see adjustments as global supply chains recalibrate.

This timeline isn’t exact, but historically it reflects how energy disruptions move through industrial supply chains.

What contractors should be doing now

Most contractors cannot control global events, but they can control how they respond to early signals.

First, pay attention to supplier communications. Price increase notices often appear before broader market reports. Staying in close contact with suppliers can provide early warning of material volatility.

Second, review contract language related to price escalation. In periods of uncertainty, clearly defined escalation clauses can help manage risk for both contractors and project owners.

Third, monitor key materials tied to energy markets, including asphalt, petrochemical-based products and aluminum. These materials often move earlier than structural components.

Finally, communicate with clients about potential supply chain risks. Owners appreciate transparency when contractors explain the factors influencing project pricing and timelines.

Looking ahead

Wars rarely remain confined to battlefields. They reshape supply chains, alter trade routes and introduce new uncertainties into global markets. For contractors, the key issue isn’t predicting geopolitics. It’s recognizing how global disruptions eventually translate into local material costs.

The construction industry may not feel the full effects immediately. But when energy logistics shift, construction materials usually follow. The companies paying attention now will be better positioned when the next round of pricing adjustments arrives.

Original article source: Cotney Consulting Group

Price vs. performance: Understanding roofing lifecycle value

Fri, 13 Mar 2026 12:00:00 PDT

CCS Influencer John Kenney says the key responsibility for contractors is helping building owners understand the difference between price and value.

When building owners start evaluating roofing options, the conversation almost always begins with price. What does a coating system cost? What does a new single-ply roof cost? Those are fair questions, but they’re rarely the right place to stop the conversation. In reality, the better question is about performance over time. Roofing decisions shouldn’t be judged solely by the initial price tag. They should be evaluated based on lifecycle value — how the system performs, how long it lasts and what it truly costs to maintain over the life of the roof.

That’s where the comparison between coatings and single-ply systems becomes more meaningful. Both solutions have a place in the industry, but their value depends heavily on the condition of the existing roof and the long-term goals of the building owner.

A coating system can be a very effective solution when the existing roof still has structural integrity. If the insulation is dry, the deck is sound and the existing membrane hasn’t deteriorated beyond repair, fluid-applied coatings allow contractors to restore the system rather than replace it. That restoration approach reduces tear-off costs, lowers disposal expenses and minimizes disruption to the building’s occupants. In many cases, the building owner can extend the life of the roof for another 10 to 20 years at a fraction of the cost of a full replacement.

From a financial standpoint, that flexibility often makes coatings an attractive option. Many property owners are trying to manage capital budgets across multiple buildings. A restoration system can provide protection and extend service life without forcing the owner into a major capital expenditure right away. Instead of replacing the entire roof assembly, they are investing in preserving what still has value.

That said, coatings are not the right solution for every roof. Contractors have to evaluate the existing system carefully before recommending restoration. If insulation is saturated, the deck is compromised or the membrane has deteriorated beyond repair, applying a coating may only delay a larger problem. In those situations, installing a new single-ply system may deliver better long-term value because it resets the roof assembly and eliminates underlying issues.

Single-ply systems also offer advantages in certain operating environments. Roofs that experience heavy foot traffic, extensive mechanical equipment or ongoing maintenance activity often benefit from the durability and predictability of a new membrane system. Modern single-ply assemblies are engineered for those conditions and frequently come with longer manufacturer warranties tied to full-system installations. For some owners, that level of long-term security justifies the higher upfront investment.

Where coatings begin to stand out again is in lifecycle flexibility. A properly installed coating system isn’t necessarily a one-time event. Many systems can be renewed with additional topcoats over time, allowing the roof to continue performing well beyond its original service life. With the right maintenance plan, owners can extend performance in phases rather than facing the cost of a full replacement every few decades.

Energy performance can also enter the conversation. Reflective coating systems can help reduce surface temperatures and limit heat gain in certain climates. While energy savings alone rarely justify a roofing project, they can contribute to the overall value equation when combined with restoration benefits and extended roof life.

For contractors, the key responsibility is helping building owners understand the difference between price and value. A coating system applied over serious underlying problems won’t deliver the long-term performance the owner expects. At the same time, recommending a full replacement when a roof is still a good candidate for restoration may cost the owner more than necessary.

The most effective contractors approach the conversation with a balanced perspective. They evaluate moisture conditions, examine the existing roof assembly and discuss the owner's long-term plans for the building. Some facilities may only need to extend the roof’s life while planning future upgrades. Others require a long-term system designed to perform for decades. The right answer depends on the building, the roof's condition and the owner’s financial strategy.

In the end, the coatings-versus-single-ply discussion isn’t about choosing a winner. Both systems serve an important role in the industry. What matters most is selecting the solution that delivers the strongest lifecycle value for the building. Contractors who can guide that conversation clearly — focusing on performance, durability and long-term cost — position themselves as trusted advisors rather than just installers, and that’s where real long-term relationships with building owners begin.

General construction safety principles: The core practices every outdoor trade should follow

Wed, 04 Mar 2026 06:00:00 PST

By John Kenney, Cotney Consulting Group.

Getting the fundamentals right is what separates disciplined contractors from the rest.

Across the outdoor living industry, every contractor has their specialty — tile setting, hardscape, pool and spa, landscaping, lighting, sports surfaces, agronomics and general maintenance. Each trade has its own techniques, tools and materials, but one thing unites them all: Safety fundamentals. These aren’t complicated systems or advanced training modules. They are the core practices that form the backbone of every professional job site.

When you boil down decades of incident reports, near misses, audits and field observations, the patterns are clear. The most serious injuries don’t happen because a job is difficult — they happen because the fundamentals weren’t followed. General construction safety is universal: if you get the basics right, you prevent 90% of the hazards before they ever develop.

Safety begins with mindset, not equipment

Tools, PPE and procedures are critical, but they don’t matter if the crew isn’t mentally engaged. The safest teams share one trait: situational awareness. Workers who pay attention to their surroundings catch hazards early — before they become incidents.

This mindset includes:

Recognizing when conditions change
Speaking up about hazards
Asking questions instead of assuming
Taking the extra 10 seconds to do the job correctly

Training builds skills. Culture builds awareness. You need both.

Pre-task planning: Five minutes that prevents five weeks of injuries

No matter the trade, every job has a “first five minutes.” That small window sets the tone for the entire day. Crews that pause to plan work more safely and produce better results.

Strong pre-task planning includes:

Reviewing the scope of work
Identifying the hazards around that task
Confirming PPE requirements
Checking equipment condition
Assigning specific roles
Reviewing changes since the previous shift

It doesn’t need to be formal or time-consuming. It needs to be consistent.

PPE: The basics are what matter most

PPE is not a substitute for safe behavior, but it is a critical line of defense. Outdoor worksites present unpredictable hazards — flying debris, chemicals, sharp materials, electrical exposure, uneven surfaces and weather shifts.

To cover the majority of risks, crews should always have:

Safety glasses or face shields
Gloves suited for the task
Hard hats when working around overhead hazards
High-visibility apparel in shared workzones
Proper footwear with slip-resistant soles
Hearing protection near power tools or machinery

PPE doesn’t help when it stays in the truck. Supervisors should model correct usage every day.

Tool and equipment safety: Respect the basics

Most tool-related injuries come from improper use, poor condition or rushing. Across all outdoor trades, workers should follow these fundamentals:

Inspect tools before each use
Remove damaged tools from service immediately
Use the correct tool for the job
Keep guards and safety devices in place
Maintain a clean, well-lit work area
Store tools properly during breaks

From grinders to mowers to power drills, every tool behaves predictably — until someone misuses it.

Communication: The most underrated safety system

Clear communication prevents more accidents than any device or sign. Outdoor projects involve multiple trades, overlapping work zones and changing conditions. Everyone — from new hires to supervisors — must stay aligned.

Effective communication includes:

Announcing when equipment is starting or moving
Confirming lockout/tagout before maintenance begins
Establishing eye contact before passing materials
Verbalizing hazards during walkthroughs
Using radios or hand signals when needed

Many of the worst incidents happen because someone didn’t know what another worker was doing.

Weather awareness: The outdoor variable you can’t control

Unlike indoor trades, outdoor contractors face the weather every day. Rain, wind, heat, cold and lightning all introduce hazards that change the rhythm of the job.

Fundamentals include:

Stopping work on elevated surfaces during high winds
Avoiding electrical tasks in wet conditions
Monitoring heat exposure and hydration
Adjusting schedules for extreme temperatures
Securing materials and equipment in storms

Safety adapts with the weather, not the other way around.

The power of stop-work authority

Every worker on the site should have the confidence — and the permission — to stop a task if they feel unsafe. This isn’t only good safety practice; it’s good management.

Stop-work authority:

Prevents rushed decisions
Encourages critical thinking
Builds trust within the crew
Demonstrates leadership commitment to safety

When workers know their voices matter, they use them.

Professionalism begins with the basics

General construction safety principles aren’t complicated, and that’s precisely why they get overlooked. The fundamentals don’t change because the trade changes. Whether you’reinstalling a stone patio, rewiring a landscape light, resurfacing a tennis court or maintaining a facility, the same rules apply.

When crews follow the basics — plan the task, stay aware, wear PPE, communicate clearly, respect tools and adapt to conditions — they build safer sites, stronger teams and higher-quality work. That consistency defines professionalism in every segment.

Getting the fundamentals right is what separates disciplined contractors from the rest. When safety becomes a habit rather than a requirement, every jobsite benefits — and every worker goes home whole.

Mastering roofing sales through buyer psychology

Tue, 24 Feb 2026 06:00:00 PST

By Jesse Sanchez.

Understanding emotional drivers helps roofing professionals build trust, communicate value and close projects confidently.

In a competitive and deeply personal trade, roofing contractors succeed by understanding why customers buy, not just what they buy. Insights shared by John Kenney of Cotney Consulting Group frame selling as a discipline rooted in psychology, trust and service rather than a series of technical pitches alone. By shifting focus from products to people, roofing professionals can create stronger connections that guide confident decisions.

Buying a roof is rarely a rational transaction. Fear of leaks, structural damage and future expenses shape every conversation. John noted that contractors who speak to peace of mind, protection and long-term value address those concerns directly while setting themselves apart from price-driven competitors.

That approach helps homeowners understand value as perception rather than cost. Homeowners weigh durability, energy performance and resale impact more than line-item totals. When proposals clearly communicate those benefits, John noted that higher margins become easier to justify without pressure.

Trust then becomes the decisive factor. Clear proposals, visual documentation and modern digital tools help homeowners feel informed and respected. Transparency reduces skepticism and positions contractors as reliable advisors rather than transactional sellers.

Effective sales conversations also center on solutions. Questions like “What’s your biggest concern with your roof?” uncover motivations that can help shape tailored recommendations. When urgency is introduced, it works best when tied to risk prevention or financial advantage rather than artificial deadlines.

How contractors view themselves ultimately shapes how customers experience the sales process. When the role shifts from salesperson to trusted advisor, conversations become more confident, measured and credible. That perspective helps contractors lead with a clear major selling idea, whether it centers on long-term warranties, proven systems, responsive service or advanced technology. Instead of reacting to objections, contractors guide decisions with clarity and purpose.

That advisory role does not end when the roof is installed. Ongoing communication through post-install inspections, follow-up calls and simple gestures of appreciation reinforces trust long after the job is complete. Those touchpoints signal accountability and care, turning one-time projects into lasting relationships that generate referrals, repeat business and long-term stability.

Learn more about applying psychology-driven sales strategies to build trust, close confidently and grow sustainably!

From coating to membrane: What the shift means for roofing contractors

Wed, 18 Feb 2026 06:30:00 PST

CCS Influencer John Kenney says that, in the right application, installed correctly and specified properly, coatings are becoming permanent solutions.

The line between coatings and membranes has been blurring for several years, but now it’s crossing into a true shift. Fluid-applied systems are no longer viewed strictly as maintenance coatings or life-extension tools. In many applications, they’re being engineered, tested and specified as full membrane solutions. That change has implications for how contractors bid work, how designers write specifications and how performance is evaluated over the life of a roof.

At the product level, fluid-applied systems have evolved well beyond simple elastomerics. Today’s systems are thicker, reinforced and more chemically complex. Many include embedded fabrics, fleece backings or multi-layer assemblies that behave more like traditional membranes than coatings. They’re designed to bridge cracks, handle movement and provide continuous waterproofing across transitions and penetrations — areas where earlier, older coating systems may have struggled.

From a contractor’s standpoint, this evolution matters because it changes where coatings can realistically compete. In the past, modified bitumen and single-ply systems dominated the reroofing and recovery market. Coatings were often seen as temporary or limited-scope options. That perception is changing. In certain low-slope applications — especially where tear-off is undesirable, access is limited or building operations can’t be disrupted — fluid-applied membrane systems are now a legitimate alternative.

This doesn’t mean coatings replace mod-bit or single-ply across the board. It means the decision is more nuanced. Fluid-applied systems excel where complex geometry, numerous penetrations or irregular substrates make sheet goods difficult and labor-intensive to install. They eliminate seams, reduce mechanical fastening and conform to surfaces that would otherwise require extensive detailing. For owners focused on minimizing disruption and extending asset life, those advantages carry weight. As I like to say at my trainings, “Every roof system has its place, but not every roof system is meant for every place.”

As coatings move into membrane territory, specifications are changing. Designers and consultants are no longer treating these systems as generic “coatings.” They’re writing multi-layer assemblies with defined thickness, reinforcement requirements, adhesion criteria and performance expectations. Contractors bidding on these projects need to read the specs carefully and understand what’s being asked. Applying a coating as if it were paint is no longer acceptable when the system is being held to membrane-level performance.

Testing standards are also evolving alongside this shift. Manufacturers are subjecting fluid-applied membrane systems to more rigorous testing, including tensile strength, elongation, puncture resistance, crack bridging and long-term weathering. Adhesion testing to various substrates has become more common, and mock-ups are increasingly required on larger projects. For contractors, this means greater accountability and greater protection. When systems are properly tested and documented, expectations are clearer and disputes are easier to resolve.

This transition also places more responsibility on contractor qualification and training. Installing a fluid-applied membrane system requires discipline. Thickness control, cure times, surface preparation and environmental conditions all matter. The margin for error is smaller when the system is expected to perform as a membrane rather than a coating. Contractors who invest in manufacturer training and closely follow system requirements are well-positioned to succeed as this segment grows.

From a market perspective, the shift benefits contractors who understand both sides of the equation. Companies with experience in traditional membranes and coatings are best equipped to evaluate when each system makes sense. That knowledge allows them to guide owners honestly rather than impose a one-size-fits-all solution. As specifications continue to evolve, that advisory role becomes a competitive advantage.

The move toward fluid-applied membrane systems isn’t about replacing established roofing assemblies. It’s about expanding the toolbox. Coatings are no longer just a way to buy time. In the right application, installed correctly and specified properly, they’re becoming permanent solutions. Contractors who recognize that shift — and adapt their approach accordingly — will be better positioned as the industry continues to redefine what a “membrane” really is.