By Cotney Consulting Group.

An extension cord is a simple piece of equipment, but like everything on a roof, it can hurt you if you are careless with it.

Every roofing crew uses extension cords for power tools, compressors and generators. But they’re also one of the most overlooked hazards on a jobsite. A damaged or misplaced cord can shock, trip or start a fire faster than most people realize. The key is treating cords like the lifelines they are, not disposable accessories. 

Inspect before every use 

Start each morning with a quick inspection. Check cords for cuts, cracks or frayed insulation. Look closely at plug ends; the cord is unsafe if a grounding pin is missing or prongs are bent. Damaged cords should be tagged and removed from service immediately. 

Don’t wrap exposed areas in tape or “make it work.” Tape hides damage and traps heat, turning a minor defect into a serious electrical hazard. 

Use the right cord for the right tool 

Roofing equipment draws serious power. Underrated cords overheat quickly, especially in the summer sun. Match the cord gauge to the load: 

• 14-gauge for light hand tools 
• 12-gauge for standard roofing tools 
• 10-gauge for long runs or heavy-duty equipment 

Always choose cords rated for outdoor use marked with a W or W-A on the jacket and use GFCI protection on every circuit. 

If you’re running multiple tools, split them across outlets instead of daisy-chaining cords together. That practice overheats wiring and blows breakers. 

Manage cord placement 

Trips cause more injuries on roofing sites than most realize. Keep cords out of main walk paths, off ladders and away from roof edges. When possible, elevate cords or secure them with hooks and cord clips. If a cord must cross a walkway, tape it flat or use a cord cover. Never leave coils in piles where someone can snag a boot or step into a loop. Unplug cords and coil them loosely before leaving for lunch or the end of the day to prevent damage. 

Keep it dry and cool 

Moisture and electricity are a deadly mix. Never lay cords in puddles, damp grass or across wet insulation. When rain hits, shut down tools and store cords off the ground. 

Avoid running cords under hot tar lines or exposed to direct heat; the insulation can melt, leaving the copper bare. When not used, hang cords on hooks or wrap them neatly inside a dry, shaded area. 

Train your crew 

Make cord safety part of your toolbox talks. Many younger workers assume an extension cord is indestructible. Teach them to inspect, plug in correctly and report damage. Emphasize that electrical safety isn’t about fear, it’s about respect. An extension cord is a simple piece of equipment, but like everything on a roof, it can hurt you if you are careless with it. 

Final word 

Don’t trip, don’t fry and don’t take shortcuts. The right cord, used correctly, powers productivity. The wrong one turns into a hazard you’ll never forget. Good crews treat cords as tools, not clutter, checked, cleaned and always under control. 

By Cotney Consulting Group.

These new roles won't eliminate existing jobs. They build on them.

Throughout this series, we have focused on readiness, operational discipline, realistic entry points for automation, workforce integration and the systems that will either support or undermine future technology adoption. All of those elements converge on one unavoidable reality: as automation increases, roofing organizations will need new roles and expanded responsibilities. 

Not because robots replace people, but because they do not manage themselves. 

The mistake many industries make when adopting new technology is assuming existing roles will absorb new responsibilities without adjustment. In roofing, that assumption has already strained supervisors, managers and operations teams. Humanoid robotics and advanced automation will amplify that strain unless roles evolve intentionally. 

Why new roles emerge before full automation 

Automation does not arrive fully formed. It comes in pieces first as tools, then as systems and eventually as integrated workflows. Each step adds complexity. There is more data to interpret, more assets to manage, more safety exposure and more coordination required between people and technology. 

Early on, those responsibilities are usually absorbed informally across existing staff. Over time, that approach becomes unsustainable. The work still gets done, but accountability blurs and performance suffers. 

This is where new roles begin to take shape, not as replacements, but as stabilizers. 

The evolution of supervision 

One of the first shifts will occur at the supervisory level. Foremen and superintendents will still be responsible for people, quality and productivity. What changes is the scope of oversight. As robotic assistance enters workflows, supervisors must monitor task boundaries between people and machines, safety in shared work zones, workflow sequencing and how exceptions are handled when conditions change. This does not require supervisors to become technologists. It requires them to operate with greater clarity, structure, and situational awareness. 

In many companies, this will feel less like a new role and more like an expanded one. But without proper training and support, it becomes a point of failure. 

The rise of the robotics operations role 

As automation moves beyond isolated pilots, responsibility has to be consolidated. Whether the role carries a formal title or not, someone must be accountable for robotic asset deployment, maintenance coordination, performance tracking, workflow integration and communication between operations, safety and leadership. 

Without clear ownership, automation stalls not because the technology fails, but because no one is empowered to manage it end-to-end. 

In some companies, this role may sit within operations. In others, it may emerge from safety, equipment management or technology functions. What matters is not the title, but the clarity of ownership. Without it, robotics initiatives often stall, not because the technology fails, but because no one is empowered to manage it end-to-end. 

Safety leadership in a shared environment 

Safety roles will also evolve. Traditional safety management focuses on human behavior, equipment condition and environmental hazards. Automation introduces a new variable: interaction. 

Human–machine interaction requires defined protocols, apparent authority to stop work, planned incident response and documentation that accounts for both human and mechanical factors. This does not replace existing safety leadership. It expands it. 

Organizations that already take safety governance seriously will adapt more easily. Those who rely heavily on informal practices will face greater risk as automation increases. 

Data-aware operations support 

Another role many roofing companies are unprepared for is data interpretation. Automation generates information on information usage, performance metrics, downtime records and workflow feedback. Without someone responsible for translating that information into operational decisions, its value is lost. This does not mean every company needs a data scientist. It means someone has to understand what data actually matter, identify trends, support decision-making and provide clear feedback to supervisors and leadership. 

When no one owns that responsibility, data exists, but insight doesn’t. In many cases, this responsibility will grow out of existing operations or estimating roles. But it cannot remain accidental. 

Why these roles are evolutions, not replacements 

A critical point in this discussion is that none of these roles eliminates existing jobs. They build on them. Supervisors become more strategic. Safety leaders gain broader influence. Operations staff gain visibility and impact. Career paths expand rather than contract. 

Handled correctly, this evolution improves retention and professionalism. Handled poorly, it creates confusion and resistance. The difference lies in planning. 

Preparing for role evolution now 

Roofing companies do not need to formalize these roles today. But they do need to recognize where responsibility is already stretching. Leaders should be asking who owns automation-related decisions, who maintains accountability when systems overlap, who supports supervisors as workflows become more complex, and who ensures safety governance keeps pace with change. 

If those answers are unclear, that’s the signal not that robots are coming tomorrow, but that role clarity needs attention now. 

What this series will conclude with 

In the final article of this series, we will bring these themes together into a practical readiness framework. The focus will be on what roofing contractors can do over the next several years to strengthen operations, leadership andculture, regardless of how quickly automation advances. 

The goal is not prediction. It is preparation.

By Cotney Consulting Group.

Roofing crews who take hose safety seriously work faster, cleaner and with fewer surprises.

Roofers work with compressed air and fluid hoses every day, from pneumatic nail guns and spray rigs to compressors and cleaning tools. These hoses make the job faster and more efficient, but they can also become dangerous in an instant. 

When a pressurized hose disconnects or a fitting fails, it doesn’t simply drop; it snaps and whips with violent force. A ½-inch air hose at 120 psi can lash out with hundreds of pounds of energy, swinging metal fittings fast enough to break bones or cause serious head and eye injuries. 

Hose whipping accidents happen fast and almost always without warning. The good news? They’re 100% preventable when you understand the risks, maintain equipment and follow safe handling procedures. 

Understanding the power of pressure 

Compressed air and fluid lines are standard tools on modern roofing jobsites, especially for large-scale production crews. Nail guns, spray adhesives, pressure washers and liquid systems rely on steady, high-pressure connections. The problem arises when that pressure escapes uncontrollably. 

A disconnected or ruptured hose instantly becomes a flexible projectile. If the coupler, clamp or fitting lets go, the energy stored in that hose is released immediately. The result is a whipping motion that can reach several feet in every direction. Workers nearby have no time to react; the heavier the fitting, the greater the damage it can cause. 

This is not a minor hazard. Hose-whip injuries have caused fractured wrists, concussions and even fatalities. Supervisors should treat hose restraint and inspection the same way they treat fall protection non-negotiable. 

Inspect before you connect 

Inspect all hoses and fittings every day before use. Look for cracks, bulges or soft spots in the rubber. Check for damaged threads, bent couplers or missing safety pins. A small air leak might seem harmless, but it’s often the first sign that pressure is working against a weak connection. 

When you find damage, tag and remove the hose from service; do not tape over cracks or leaks. Tape hides problems and gives a false sense of security. If a hose or fitting looks questionable, replace it. A new hose costs nothing compared to an injury or lost work time. 

If you’re using multiple hoses connected, ensure each section is rated for the system’s maximum pressure and that all fittings match in type and thread size. A mismatched coupling can fail even if everything else looks fine. 

Secure it right — Safety cables save lives 

Every pressurized hose should have whip-check cables or restraint systems installed at both ends. These flexible steel cables attach between the hose and the equipment, preventing the line from flailing if the fitting blows. Inspect restraint cables just like you would inspect the hose. If you see corrosion, fraying or broken strands, replace them immediately. A damaged safety cable is no better than none at all. 

Keep extra whip-checks in your job box, and ensure new hires know what they’re for. If a hose is pressurized, it needs a restraint period. 

Control the pressure before disconnecting 

One of the most common causes of hose-whip injuries is disconnecting lines that are still under pressure. Before servicing or detaching any hose, always shut down the air or fluid supply at the source and bleed off residual pressure. Use a controlled release valve if the equipment has one. Never assume a hose is empty just because the tool has stopped running. Trapped pressure can linger. And never “crack” a fitting open to release air manually. That’s a recipe for injury. 

Workers should follow the same basic principle in lockout-tagout systems: isolate, release and verify. Only then is it safe to disconnect. 

Stay clear of the line of fire 

Stand to the side when connecting, disconnecting or testing a pressurized hose that is not directly in line with the fitting. Keep coworkers out of the area, too. If a connection fails or bursts, it will move outward in the same direction as the hose path. 

If work requires multiple people handling a line, coordinate your movements. Communication prevents surprises, which cause injuries. Never point or drag a pressurized hose toward another worker, even momentarily. Please treat it with the same respect you would a loaded nail gun. 

Store hoses the right way 

When the workday ends, how you store hoses determines how long they last. Coil them neatly without kinks, and hang them on reels or dedicated hooks, not nails, scaffolding or around sharp edges. Avoid leaving hoses in the sun, across gravel or near heat sources. 

A hose left under tension, twisted or stepped on day after day will eventually fail when you least expect it. That failure usually happens when it’s under pressure. 

Train every crew member 

Most hose-whipping injuries happen to newer or untrained workers who haven’t seen one let go. Don’t wait for a scare to drive the lesson home. Include hose inspection and restraint in every orientation and safety talk. 

Show a short video or a low-pressure example during training to demonstrate what happens when pressure is released. Once a roofer sees that force in action, they’ll respect it. Make it part of your daily checklist alongside PPE and fall protection. 

Supervisors should also enforce consistency. A missing safety cable, a hose lying across a walkway or a coupler showing wear isn’t just bad housekeeping; it’s a hazard waiting to happen. 

Prevent the whip before it starts 

Hose whipping isn’t an accident; it’s a consequence of neglect. The equipment gives warning signs: loose fittings, minor leaks or worn restraints. Please pay attention to them. 

Securing every connection, depressurizing before disconnecting and keeping people clear of active lines are basic, repeatable habits that prevent major injuries. Roofing crews who take hose safety seriously work faster, cleaner and with fewer surprises. 

In short, control the pressure, don’t let it control you.

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 Cotney Consulting Group. 

 Robotics do not force change. They expose our readiness.

In the first two articles of this series, we established two foundational points. Humanoid robotics is not a distant concept; it represents artificial intelligence moving from digital decision-making into physical execution. We also established that construction — and roofing in particular — is one of the most challenging environments for that technology to operate safely and reliably. 

Taken together, those realities raise a practical question contractors are already asking, even if they are not asking it out loud: 

Where does this actually touch my business? 

The answer is not everywhere. And it is certainly not all at once. 

Understanding where humanoid robotics is most likely to enter roofing operations — and where it is unlikely to gain traction for years — matters if contractors want to avoid both complacency and overreaction. 

Why full jobsite production comes last 

Despite the demonstrations and headlines, the first real foothold for humanoid robotics will not be complete production work on active roofing jobsites. Roofing production is highly variable. Roof conditions change. System choices vary. Access is inconsistent. Weather plays a role every day. Much of the work relies on judgment developed over years, not on repeatable motion alone. 

That combination makes it difficult for automation to consistently replicate roofing production.

Add fall hazards, changing elevations and constantly shifting job site conditions, and the complexity increases quickly. This does not mean robots will never touch production work. It means they will not start there. 

As discussed earlier in this series, industries do not need to solve the most complex problems first to realize value from automation. Adoption begins where consistency, safety improvement and cost control can be demonstrated without disrupting core craftsmanship. 

Roofing is no different. 

Service and maintenance operations: The most natural entry point 

If there is one area of roofing that aligns closely with the early adoption of humanoid robotics, it is service and maintenance. In most service divisions we’ve worked with, the patterns are already there — repeat inspections, similar repairs, consistent documentation requirements and tight response expectations. Whether contractors recognize it or not, much of this work is already structured. 

Service workflows depend on process discipline, scheduling efficiency and accurate reporting. Those conditions support automation rather than resist it. In this context, humanoid robotics would not replace technicians. That’s not realistic, and it’s not the goal. 

Instead, robotic assistance could support access, material handling, inspection activity, documentation capture and work in higher-risk zones where exposure can be reduced. The technician still makes the decisions. The robot supports the work. 

For contractors with mature service divisions, this is the lowest-risk environment to evaluate how physical automation fits into real-world operations. 

Warehousing, yards and logistics 

Another likely entry point sits completely outside the jobsite. 

Material handling, staging, loading, unloading and internal logistics consume far more labor than most roofing companies track accurately. These tasks are repetitive, physically demanding and often overlooked in job costing, even though they directly affect productivity and safety. 

Warehouses and yards are also more controlled environments than active jobsites. That makes them a logical bridge between factory deployment and field use. Robotics operating in these settings can demonstrate reliability, safety and return on investment without introducing jobsite-level risk. 

For many contractors, the first meaningful interaction with robotics may happen in their own facilities, not on a roof. 

Prefabrication and controlled work areas 

As prefabrication continues to grow in roofing, controlled work areas become another logical point of entry. Edge details, assemblies and repeatable components benefit from defined processes, consistent materials and clear quality standards. These environments are better suited to robotic assistance than open jobsites. 

Robotics here would not replace skilled craftsmanship. It would support positioning, handling, fastening and inspection, while people remain responsible for quality and final execution. 

It’s also worth noting that contractors investing in prefab often discover something important: operational discipline pays off long before automation enters the picture. Robotics reinforces that lesson. 

Inspection, documentation and hazard-zone tasks 

Inspection and documentation are another area where robotic assistance may add value earlier than expected. Visual inspections, photo capture, measurements and condition reporting are time-consuming but necessary when these tasks involve edges, heights or confined areas, as the risk of exposure increases. 

Robotic assistance in these zones can reduce risk without compromising oversight or accountability. The role remains supportive rather than autonomous. 

That distinction matters. 

Where humanoid robotics is unlikely to lead anytime soon 

Just as important as identifying early entry points is recognizing where adoption is unlikely in the near term. Complex detailing, judgment-driven repairs and highly variable production tasks will remain human-led for the foreseeable future. Roofing is a trade built on experience, and no current robotics platform replicates that depth of situational awareness. 

Contractors should be cautious here. Many claims being made today do not align with how roofing work actually happens. The goal is not to automate craftsmanship. 

It is to support it. 

What roofing leaders should take away 

The takeaway is not that contractors need to plan for robots everywhere; what they should focus on is where operational maturity already exists within their organizations. Service divisions, logistics operations, prefab environments and inspection workflows reveal a great deal about readiness. They show whether processes are standardized, supervision is clear and data is reliable. 

As emphasized throughout this series, robotics does not force change. They expose readiness. 

What this series will explore next 

In the following article, we will shift from tasks and environments to people. 

Specifically, we will examine how roofing companies can integrate emerging automation into their skilled workforce without undermining culture, trust or safety. That discussion will focus on leadership, supervision and the reality of managing people and machines together — an area where preparation matters as much as technology. 

By Cotney Consulting Group. 

Six steps to protecting your crew when they’re working with steep heights. 

Falls remain the leading cause of death in the construction industry, and roofing is one of the highest-risk trades. Whether a simple repair or a large-scale commercial installation, roofing professionals face daily exposure to fall hazards, from unguarded edges and open holes to unstable walking surfaces and misused ladders. 

But here’s the truth: Most fall incidents are preventable. 

Fall protection isn’t just a regulatory requirement. It’s a lifesaving practice that must be embedded in every roofing company’s culture. With the right combination of planning, equipment and crew training, falls can be controlled and even eliminated. 

Here’s how to protect your team one step at a time. 

The real risks roofers face 

Roofing crews work in environments where one wrong step can result in a life-altering injury or fatality.

Common fall hazards include: 

• Unprotected roof edges 
• Skylights and open floor holes 
• Improperly set ladders 
• Loose materials create tripping hazards 
• Sloped and slick surfaces 
• Weather changes create unstable footing 
• Improper use or lack of personal fall arrest systems (PFAS) 

Roofers aren’t falling from 50-story towers. Many fatal falls occur from heights as low as 6–10 feet, making awareness and protection even more critical. 

Step 1: Plan every job with fall safety in mind 

Fall protection starts well before your crew climbs a ladder. Each project should begin with a clear safety plan that answers: 

• What are the specific fall hazards on this site? 
• What protection systems will we use (guardrails, covers, PFAS)? 
• Who is trained and competent to inspect and use the equipment? 
• What’s the emergency response plan in case of a fall? 

Worksite walkthroughs and pre-job briefings help identify hazards early, so there’s no guesswork when boots hit the roof. 

Step 2: Protect openings, edges and holes 

Unprotected sides and holes are among the most common causes of falls. OSHA requires protection when working at 6 feet or higher in construction. That means: 

• Install guardrails along edges and around roof openings 
• Use safety net systems when guardrails aren’t feasible 
• Cover floor holes and skylights with materials that can support twice the intended load and label them clearly 
• Install warning lines to alert workers to the proximity of roof edges 

If you can’t remove the hazard, you must isolate it. 

Step 3: Use personal fall arrest systems the right way 

PFAS is a term that gets thrown around a lot, but not every roofer uses it properly. A complete system includes: 

• A full-body harness 
• A lanyard or lifeline 
• An anchor point capable of supporting at least 5,000 pounds 

Key safety reminders: 

• Train every user on how to inspect and wear the harness correctly 
• Ensure lanyards are the right length; not all roofs are the same height 
• Keep anchor points above the D-ring on the harness to reduce fall distance 
• Use self-retracting lifelines (SRLs) when possible for shorter fall distances and better mobility 

Remember, a harness is only as good as the anchor it’s tied to. “Eyeballing it” is not a reliable method. 

Step 4: Ladders aren’t a shortcut — They’re a risk 

Ladders may seem basic, but they often cause many fall injuries due to rushed setups or poor conditions. 

Best practices include: 

• Use ladders that are the correct height and load-rated 
• Place ladders on stable, level ground 
• Secure ladders at the top and bottom 
• Extend ladders 3 feet above the roof edge 
• Maintain three points of contact while climbing 

Never lean or stretch while on a ladder; move it instead. And don’t use makeshift ladders or substitutes, like pallets or stacked materials. 

Step 5: Train, supervise and reinforce 

Fall protection equipment only works if it’s used correctly and consistently. That’s why every roofer, regardless of experience, should receive training on: 

• Recognizing fall hazards 
• Correct use of PFAS 
• Ladder safety 
• How to install guardrails and covers 
• Emergency rescue procedures 

Make fall safety a recurring topic in toolbox talks. Empower your forepersons and safety leads to intervene if they see unsafe behavior. 

Step 6: Maintain and inspect your gear 

Before every use, inspect fall protection gear for: 

• Frayed or damaged webbing 
• Broken buckles or D-rings 
• Rusted or corroded metal parts 
• Worn anchor points or connectors 

Damaged equipment must be removed from service immediately. Don’t leave harnesses and lanyards baking on a dashboard or tossed in a trailer. They’re lifesaving tools, not throwaways. 

Final thoughts: Fall protection isn’t optional — It’s fundamental 

In the roofing industry, the risks and stakes are real. One misstep missed anchor, and overlooked opening can change a life forever. But the solutions are in your hands: plan, provide the right equipment, train your people and enforce safety from the top down. 

Protecting roofers from falls doesn’t require a miracle; it takes commitment one step at a time. 

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 Cotney Consulting Group. 

As the market tightens this year, contractors will need to confront any operational weaknesses in their companies.  

We’ve been hearing for the last few years about the market tightening, and 2026 is just another chapter in that story. From labor pressure and rising costs to more intense insurance scrutiny and disciplined carriers, there’s a lot of challenges facing the roofing industry this year. But it does not mean there isn’t a chance for growth. At Cotney Consulting Group, we’ve seen cycles like this before and have helped our clients navigate such challenges. The key? Structured operations.  

The industry outlook sounds familiar 

Every industry report is pointing to the same pressure points: 

• Inflation that isn’t going away 
• Labor shortages and rising wage pressure 
• Insurance carriers are tightening approvals 
• Higher deductibles and more ACV policies 
• Increased documentation and claim scrutiny 

At the same time, nearly 80% of contractors expect growth.  

And that growth is possible. But it won’t come from the same habits that worked during the last storm cycle or high-volume insurance years. 

2026 isn’t the problem. Weak structure is. 

Market cycles don’t hurt strong operators. They reveal weak ones. 

If your business depends heavily on insurance volume, your pricing is based on what the market might allow instead of what your costs require, your foremen can’t run work without constant office escalation or you don’t know your true gross margin by job…Then 2026 will feel harder than it needs to. 

Not because the market is bad. Because the structure isn’t ready. 

Where roofing companies will feel the pressure 

Insurance dependency 

Carrier behavior is changing: 

• More claim scrutiny 
• Tighter scope approvals 
• Increased documentation requirements 
• Less flexibility on supplements 

Contractors built on volume instead of margin discipline will struggle. 

Strong companies are already balancing: 

• Retail work 
• Insurance work 
• Service and maintenance 

Revenue diversity isn’t optional anymore. It’s risk management. 

Pricing built on hope 

Too many companies still price jobs based on: 

• What competitors are charging 
• What they think the adjuster will approve 
• What they “usually get” 

In a tightening environment, hope disappears quickly. 

Disciplined contractors: 

• Build estimates from real production data 
• Know their labor burden and overhead impact 
• Protect margin before the job starts 

Field leadership gaps 

When volume was easy, weak field management was hidden. Now it shows up as: 

• Overtime overruns 
• Rework 
• Missed production targets 
• Customer complaints 

Foremen aren’t just installers anymore. They are frontline profit managers. Companies investing in field leadership training will outperform those relying on experience alone. 

Job cost visibility 

The biggest exposure point in 2026 will be this: 

If you don’t know job performance until the job is over, you’re managing too late. 

• High-performing contractors: 
• Track labor daily 
• Compare estimated vs. actual production 
• Identify margin erosion early 
• Adjust before losses compound 

Real-time visibility turns surprises into decisions. 

Overhead creep 

Growth years hide overhead problems. Tight years expose them. 

Watch for: 

• Too many layers of management 
• Unproductive admin roles 
• Software and subscription creep 
• Uncontrolled vehicle and equipment costs 

Overhead should be intentional—not accidental. 

Who will win in 2026? 

The contractors who outperform will have structure in five areas: 

1. Balanced revenue mix: Insurance + retail + service 
2. Disciplined estimating: Cost-based pricing, not market guessing 
3. Trained field leaders: Foremen who understand production and margin 
4. Real-time job costing: Visibility before problems become losses 
5. Controlled overhead: Lean operations built for efficiency 

Growth in tight conditions isn’t about optimism 

The next cycle won’t reward enthusiasm. It will reward: 

• Systems 
• Data 
• Discipline 
• Leadership 

Every market cycle does the same thing. It separates operators from participants. 

The real question for 2026 

The question isn’t: Will the market grow? 

The question is: Can your structure handle the growth without losing margin? 

Because in 2026, the market won’t punish roofing companies. It will expose them. 

Original article and photo source: Cotney Consulting Group