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

Register today!

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

Register today!

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

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

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

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

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

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

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

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

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

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

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

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

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

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

By Emma Peterson. 

Robotics and automation are coming to the jobsite. Are you prepared?  

Robotics and automation have long been a part of manufacturing processes. But where these two pieces of technology have historically played behind-the-scenes roles, that norm is quickly changing. Both in our personal and professional lives, we are seeing the integration of robotics and automations, whether that’s a robot bartender in Las Vegas or a delivery robot on a college campus. With this shift into day-to-day uses, it’s not hard to imagine how these technologies will be introduced into other roles, such as on the jobsite. 

To learn more about robotics and automation, and how they might influence the construction industry, Karen Edwards will be hosting a Read Listen Watch® (RLW) with John Kenney of Cotney Consulting Group about the topic on May 21, 2026.  

John is the perfect guest for this conversation as he comes with over 45 years of experience in the roofing and construction industries. He started his career as a laborer in a family-run construction business and eventually worked up to being a COO of a commercial contracting firm. Today, John is CEO and co-founder of Cotney Consulting Group; a board member of Roofing Technology Think Tank (RT3); an active part of the National Women in Roofing (NWIR)’s membership committee; and a member of countless other international and national technical associations.  

Each of these experiences have granted him insights into the roles technology has and will continue to play across the building envelope and the trades. From changing the ways businesses operate to how contractors can begin familiarizing themselves with the evolving robotic and automation developments without disrupting crews or culture, he has great advice for navigating these changes. 

The conversation will take on this topic that is often mired in fear and speculation, instead approaching it with an outlook that centers on the importance of awareness and preparation. John and Karen will not only discuss the emergence of new robotics and automations but also dive into how contractors can prepare their operations for the changes these tools bring.  

Want to learn more about how robotics will work in the world of roofing? Tune into the live Read Listen Watch® (RLW) on May 21, 2026! Register to save your spot.  

By Emma Peterson. 

Check out what The Coffee Shops™ readers are clicking on. 

It’s hard to even believe that it’s already April. If your March has been anything like ours has been at The Coffee Shops™, it has been very busy! So, to help our readers keep track of everything that happened in the last month, we put together a list of the top-read articles on RoofersCoffeeShop®, MetalCoffeeShop® and CoatingsCoffeeShop® in March 2026.  

One thing we noticed when looking at the data for our trending article topics was the sheer number of articles focused on workforce development and business advice. For example, Emma Peterson highlighted how SkillsUSA helped two young roofers find a mentor for life and how National Roofing Contractors Association (NRCA) has made workforce development one of their key initiatives.   

Additionally, Jenny Yu shared key information for metal roofers about how Sherwin-Williams' MetalVue program acts as “a comprehensive support system for contractors that connects them to all the tools they might need” to succeed. Additionally, John Kenney of Cotney Consulting Group dove into general construction safety practices and how the fundamentals are key to building a long-lasting, successful business.  

Our top article list from March 2026 

10 - Finding the path to roofing by Emma Peterson 

9 - Navigating a new world of technology by Emma Peterson 

8 - Business-in-a-box for metal roofing by Jenny Yu 

7 - Finding your path through mentorship by Emma Peterson 

6 - Brakes and beyond: Products for efficiency and customization by Jenny Yu 

5 - The state of roofing recruitment and retention by Emma Peterson 

4 - General construction safety principles: The core practices every outdoor trade should follow by John Kenney 

3 - Inspiring the next generation of roofers by Emma Peterson 

2 - A new safety frontier by Emma Peterson 

1 - Level up your team with training by Emma Peterson 

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.

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. 

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!

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: 

1. Energy markets become volatile. 
2. Shipping routes become restricted or more expensive. 
3. Industrial producers adjust output. 
4. Material manufacturers increase prices or extend lead times. 
5. 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

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.