By Emma Peterson. 

Industry veteran John Kenney explains how stronger connections between Canadian and American contractors can drive innovation, education and long-term industry growth. 

In our first-ever Roofing Road Trip® Canada edition, John Kenney and Karol Weyman discuss how the launch of RoofersCoffeeShop.ca will help build bonds between the Canadian and American roofing markets. John is the CEO of Cotney Consulting Group and a roofing veteran with decades of field experience. In his own words, “I started in the roofing industry more than four decades ago and working on the roof and learning the trade from the ground up. From there, I moved through estimating, project management operations and eventually executive leadership. Those experiences gave me a practical understanding of nearly every part of the roofing company.” 

And over the course of that storied career, John has experienced the value of collaboration between Canadian and American professionals firsthand:  

As my consulting and training work expanded, I began receiving more opportunities to work with contractors and manufacturers and also industry organizations like the Canadian Roofing Contractors Association (CRCA) throughout Canada. Working further north was a natural progression and I've learned just as much from the Canadian contractors as I hope they have learned from me as every market and every company offers a different perspective. 

It is experiences like John’s that the RoofersCoffeeShop.ca microsite aims to foster. Because when we all learn from each other, we all grow stronger. John shared some insights related to this, saying, “The roofing industry definitely becomes stronger when we take the time to learn from one another. The challenges contractors face don't stop at any kind of national borders or provincial borders, but each market does approach solving them differently based on their environments and cultures.”  

By building a space where contractors can build relationships with their peers in a different country, RoofersCoffeeShop.ca is helping share ideas and solutions that benefit everyone. In John’s words, “The more we openly share ideas, I think the stronger the entire industry becomes.” 

Check out the whole episode to learn more about how the launch of RoofersCoffeeShop.ca is fostering industry-growing relationships.

By Cotney Consulting Group.  

Fix the process. Standardize the work. Define ownership. Then use AI. 

Artificial intelligence can help contractors work faster, organize information and reduce administrative effort. What it cannot do is repair a business process that was never clearly defined in the first place. 

A contractor with inconsistent estimating, weak project handoffs, poor field documentation or unclear accountability may be tempted to believe that new technology will solve those problems. In reality, AI often exposes the weakness of the process more quickly. 

If the information entering the system is incomplete, inconsistent or inaccurate, the output will reflect the same problems. If responsibilities are unclear, AI will not decide who owns the result. If a company does not know what a successful process should look like, the technology cannot create that discipline on its own. 

AI can accelerate a good operation. It can also accelerate confusion. 

Technology does not create discipline 

Contractors have faced this issue before. A company purchases new estimating software, project management software or a customer relationship management platform with the expectation that performance will improve immediately. The software may be capable, but the company has not agreed on how information should be entered, who is responsible for updating it or how the data will be used. 

When employees use different systems, enter information inconsistently or create workarounds, the technology becomes another layer of confusion rather than a source of control. Some people use the system, while others continue to rely on spreadsheets, text messages or memory. Reports become incomplete. Management loses confidence in the information, and the tool is blamed for problems that began with the process. 

AI will not change that pattern. If the company has not defined its workflow, adding AI may create another point where information is entered, summarized or misunderstood. Technology does not create discipline. It reveals whether discipline already exists. 

Start with the process, not the tool 

Before introducing AI into any area of the business, contractors should be able to explain the current process end-to-end. Who begins the task? What information is required? Where is that information stored? Who reviews it? What decision is made from it? What happens next? 

If the company cannot answer those questions clearly, the process is not ready for automation. A process should be clear enough that two qualified employees can follow it and produce substantially the same result. That does not mean the process has to be perfect. It does mean the contractor should understand how the work is supposed to flow before asking technology to make it faster. 

For example, AI may help summarize a project handoff meeting, but it cannot determine which information the meeting should include. The company must first define the required scope of review, production assumptions, material needs, scheduling concerns, customer expectations and known risks. 

Once that structure exists, AI can help organize the discussion and capture the follow-up. Without the structure, the summary may be polished but incomplete. 

Broken estimating processes produce faster mistakes 

Estimating is one of the areas where contractors are most interested in AI. That interest is understandable. Estimators manage large amounts of information, work under deadlines and make decisions that directly affect profitability. 

AI can assist with document review, scope comparison, clarifying questions and proposal preparation. But it cannot overcome an estimating system that does not use reliable labor data, accurate material pricing or consistent assumptions. 

If production rates are estimated, AI may help produce the estimate faster, but the number is still a guess. If exclusions are not reviewed, the final proposal may sound more professional while still leaving the contractor exposed. If the estimator does not account for access, mobilization, equipment, supervision, cleanup or project risk, technology will not automatically correct the omission. 

Speed has no value if the estimate is built on weak assumptions. The process must first define what information is required, how costs are calculated and who reviews the final number. AI can then support that structure. 

A weak handoff remains a weak handoff 

Many projects lose profitability between when they are sold and when they reach the field. The estimate may contain important assumptions, but those assumptions are never clearly communicated to the project manager or field supervisor. Known risks may remain in the estimator’s notes. Customer commitments may not be documented. Production is left to discover the scope one problem at a time. 

If critical information exists only in the estimator’s memory, it is not part of the company’s operating system. AI cannot repair a handoff that never happens. It may summarize the information provided, but it cannot identify every missing conversation or unwritten commitment. If the estimate, proposal, schedule and customer expectations are not brought together in a structured review, the project team will still begin with incomplete information. 

A strong handoff requires a defined agenda, the right participants and clear accountability for unresolved items. Once those pieces are in place, AI may help capture decisions, assign follow-up tasks and produce a useful project summary. The technology can improve the handoff. It cannot replace the meeting. 

Poor field documentation cannot be automated away. 

Field documentation is another area where AI can provide significant assistance. Voice notes can be organized into daily reports. Photos can be connected withdescriptions. Observations can be summarized for project managers and customers. But AI cannot report what the field never captured.  

If workers do not document delays, changed conditions, extra work, damaged materials or customer requests, the technology has nothing reliable to organize. The field should know exactly what must be documented, when it must be submitted and who reviews it. 

A company that wants better AI-supported documentation must first define what information the field is expected to provide. Crews need to know when photos are required, which delays must be recorded, how extra work is reported and when the information must be submitted. 

The reporting process also has to be realistic. If the company asks field employees to complete long, complicated reports after an exhausting day, compliance will remain inconsistent regardless of the technology. 

A better process captures the right information at the right time with the least unnecessary burden. Because AI can make that information more useful, but it cannot create the original observation. 

AI cannot assign accountability 

Contractors often focus on the task without defining ownership. A report may need to be completed, a change order prepared or a customer updated, but no single person is clearly responsible for ensuring it happens. 

AI can produce reminders and action lists. It can summarize who said what in a meeting. It cannot accept responsibility for the result. Every AI-supported process still needs a person who owns the outcome. 

If a project update is generated, someone must verify the information before it reaches the customer. If AI identifies a possible scope gap, someone must decide whether it affects pricing. If a meeting summary includes unresolved items, someone must follow through. 

Automation does not eliminate accountability. It makes accountability more important. 

Bad data creates confident answers 

AI works from the information it receives. If job-cost data is incomplete, the analysis will be incomplete. If labor hours are charged to the wrong project, the production conclusions will be unreliable. If customer records are outdated, the communication may contain incorrect information. 

If labor hours are not entered correctly, an AI-based productivity analysis may confidently point management in the wrong direction. The output may still look polished. That is what makes poor data especially dangerous in an AI-supported system. The presentation can appear more accurate than the information behind it. 

Contractors should not introduce advanced analysis into an area where basic data is not trusted. Before using AI to identify trends, compare performance or recommend action, the company should review how the underlying information is collected. Timekeeping, material tracking, project status, change orders and customer records must be reasonably accurate and consistently maintained. 

AI does not improve the truth of the data. It improves the speed at which the data can be processed. 

Standardization must come before automation 

Contractors often resist standardization because every project is different. Projects differ, but many of the processes used to manage them should remain consistent. 

Every estimate should address labor, materials, equipment, access, supervision and risk. Every handoff should review scope, schedule, customer commitments and known concerns. Every project should have a defined reporting process. Every closeout should confirm completion, documentation, billing and lessons learned. 

Standardization does not eliminate professional judgment. It ensures that judgment is applied to the same critical areas each time. AI performs best when it is working within a defined structure. A standard checklist, report format or workflow gives the technology a clear framework. 

Without that framework, the company may receive different results from similar situations simply because employees provided information in different ways. Consistency in the process creates consistency in the output. 

Do not automate waste 

One of the most important questions contractors should ask is whether the current task should exist in its present form. Companies sometimes automate reports that no one reads, approvals that add no value or duplicate data entry that developed over time. Making a wasteful task faster does not make it useful. 

Before introducing AI, management should review the process and remove unnecessary steps. Does the information need to be entered more than once? Does every approval serve a purpose? Is the report helping someone make a decision? Is the same update being created in several formats for different people? 

The first improvement may not be automation. It may be elimination. Eliminate what adds no value, simplify what remains and automate only after the process makes sense. A shorter, clearer workflow is easier to train, manage and automate responsibly. 

Management must define the expected result 

Employees cannot use AI consistently if management has not defined what constitutes good work. A project update may be considered complete by one manager and inadequate by another. One estimator may expect a detailed scope review while another relies on a summary. A supervisor may document delays differently from every other supervisor. 

AI cannot produce consistent work from inconsistent expectations. Management must establish the required content, level of detail, review standard and approval process. 

This is especially important when AI creates first drafts. Employees need to understand that a draft is not automatically a finished product. They must know what to verify and who approves the final version. The clearer the expected result, the more useful the technology becomes. 

Fix the process before expanding the technology 

Contractors do not need to delay every use of AI until the entire company is perfect. They should, however, avoid placing AI into a process they do not understand or trust. 

A practical approach is to choose one process, map how it currently works and identify where information is lost, duplicated or delayed. The company can then simplify the workflow, define responsibilities and establish the expected result. 

Only after that should management decide where AI can add value. It may help create a report, summarize a meeting, compare documents or prepare a communication. The use should be specific, controlled and reviewed. 

Once the process works consistently, the company can expand the technology into another area. That approach may feel slower than purchasing several tools at once, but it produces stronger results and less disruption. 

AI rewards operational maturity 

Artificial intelligence will become more common in contractor operations. It will appear inside estimating platforms, project management systems, customer communication tools and field applications. 

The contractors who gain the greatest value from AI will not be the ones who adopt the most tools. They will be the companies that understand how their work should flow, trust the information entering their systems and hold people accountable for the outcome. 

AI can reduce administrative effort, improve consistency and help management see patterns more quickly. But it cannot repair unclear expectations, missing information or weak accountability. 

Fix the process. Standardize the work. Define ownership. Then use AI to build a better system faster and more effectively. 

By Cotney Consulting Group.

By working together, employers and employees can create a culture of safety that ensures everyone returns home safely at the end of the day.

Workplace safety rules are put in place to protect employees from potential hazards and risks. However, despite these rules being implemented, employees may not always follow them. This can result in serious consequences, including accidents, injuries and even death. In this article, we will explore the topic of employees not following workplace safety rules. We will discuss the reasons why employees may not follow these rules, the potential consequences of non-compliance, strategies for encouraging compliance and how to address non-compliance. By understanding these issues and taking proactive steps to address non-compliance, employers can create a safer work environment for everyone involved. 

There are several reasons why employees may not follow workplace safety rules, and understanding these reasons is important for developing effective strategies for promoting compliance. Some common reasons why employees may not follow safety rules include: 

1. Lack of training: Employees may not follow safety rules if they are not properly trained on how to do so. Without sufficient training, employees may not understand the importance of safety rules or how to follow them correctly. 
2. Complacency: Over time, employees may become complacent and start to take safety rules for granted. This can result in employees taking shortcuts or ignoring safety rules altogether. 
3. Pressure to meet deadlines: Employees may feel pressure to complete tasks quickly and may prioritize speed over safety. This can lead to employees taking risks or cutting corners to get the job done faster. 
4. Lack of consequences: If there are no consequences for not following safety rules, employees may be more likely to take risks or ignore safety rules altogether. 

Each of these reasons can contribute to non-compliance with safety rules in different ways. For example: 

1. Lack of training: Without proper training, employees may not understand the importance of safety rules or how to follow them correctly. This can lead to employees taking risks or not following safety rules altogether. 
2. Complacency: Over time, employees may become complacent and start to take safety rules for granted. This can result in employees taking shortcuts or ignoring safety rules altogether, as they may not see the importance of following them. 
3. Pressure to meet deadlines: When employees feel pressure to meet deadlines, they may prioritize speed over safety. This can lead to employees taking risks or cutting corners to get the job done faster, which can result in accidents or injuries. 
4. Lack of consequences: If there are no consequences for not following safety rules, employees may be more likely to take risks or ignore safety rules altogether. This can lead to a culture of non-compliance, where employees do not see the importance of following safety rules. 

Non-compliance with workplace safety rules can have serious consequences for both employees and the organization as a whole. The potential consequences of not following workplace safety rules include: 

1. Accidents and injuries: Non-compliance with safety rules can increase the risk of accidents and injuries in the workplace. This can lead to employees being injured, requiring medical attentionand even facing long-term disabilities. 
2. Death: In extreme cases, non-compliance with safety rules can result in the death of an employee. This can have a devastating impact on the employee's family and coworkers. 
3. Increased costs: Accidents and injuries can result in increased costs for the organization, including medical expenses, workers' compensation claims and increased insurance premiums. 
4. Legal liabilities: Non-compliance with safety rules can also result in legal liabilities for the organization. This can include fines and penalties for violating safety regulations, as well as lawsuits filed by injured employees. 

The impact of non-compliance on the organization can be significant. Accidents and injuries can result in increased absenteeism, decreased productivity and increased turnover rates. This can have a negative impact on the organization's bottom line, as well as its reputation.

In addition, non-compliance with safety rules can result in increased costs for the organization. Medical expenses, workers' compensation claims and insurance premiums can all add up quickly, placing a strain on the organization's finances. 

Non-compliance with safety rules can also result in legal liabilities for the organization. Fines and penalties for violating safety regulations can be significant, and lawsuits filed by injured employees can result in large settlements or judgments. 

Encouraging compliance with workplace safety rules is essential for creating a safe work environment. There are several strategies that employers can use to promote compliance with safety rules, including: 

1. Effective training programs: Providing employees with effective training on workplace safety rules is essential for ensuring that they understand the importance of following these rules. Training should be provided on a regular basis, and should be customized to address the specific needs of the workplace. 
2. Positive reinforcement: Providing positive reinforcement for compliant behavior can be an effective way to encourage employees to follow safety rules. This can include recognizing employees for following safety rules, and providing incentives for good safety performance. 
3. Consequences for non-compliance: While positive reinforcement is important, it is also essential to have consequences for non-compliance with safety rules. This can include disciplinary action, such as verbal or written warnings or even termination in extreme cases. 
4. Creating a culture of safety: Creating a culture of safety in the workplace is essential for promoting compliance with safety rules. This involves promoting safety as a top priority, providing employees with the necessary resources and training to follow safety rules, and encouraging employees to speak up about safety concerns. 

It is important to note that creating a culture of safety requires commitment from both employers and employees. Employers must lead by example and demonstrate a commitment to workplace safety, while employees must be willing to follow safety rules and report any safety concerns. 

Effective training programs are an important part of promoting compliance with safety rules. These programs should be customized to address the specific needs of the workplace, and should be provided on a regular basis to ensure that employees have a clear understanding of safety rules and best practices. 

Positive reinforcement can also be an effective way to encourage compliance with safety rules. Recognizing employees for following safety rules, and providing incentives for good safety performance, can help to reinforce positive behavior and encourage employees to continue following safety rules. 

Consequences for non-compliance are also important. While positive reinforcement is essential, consequences for non-compliance can help to ensure that employees take safety rules seriously and understand the importance of following them. 

Creating a culture of safety is essential for promoting compliance with safety rules. This involves promoting safety as a top priority, providing employees with the necessary resources and training to follow safety rules and encouraging employees to speak up about safety concerns. By creating a culture of safety, employers can encourage compliance with safety rules, promote a safer work environment and safeguard the well-being of employees. 

Effective training programs are an important part of promoting compliance with safety rules. These programs should be customized to address the specific needs of the workplace, and should be provided on a regular basis to ensure that employees have a clear understanding of safety rules and best practices. 

Positive reinforcement can also be an effective way to encourage compliance with safety rules. Recognizing employees for following safety rules, and providing incentives for good safety performance, can help to reinforce positive behavior and encourage employees to continue following safety rules. 

In conclusion, employees not following workplace safety rules can have serious consequences for both the individual and the organization as a whole. However, by understanding the reasons why employees may not comply with safety rules, implementing effective strategies for encouraging compliance and addressing non-compliance when it occurs, employers can create a safer work environment for everyone involved. It is essential for employers to prioritize workplace safety and provide employees with the necessary training and resources to follow safety rules. By working together, employers and employees can create a culture of safety in the workplace and ensure that everyone returns home safely at the end of the day. The tips and resources provided in this article can serve as a starting point for employers looking to encourage compliance with workplace safety rules and create a safer work environment for all. 

Por John Kenney, Cotney Consulting Group, traducido por Alberto Torres. 

Las empresas que siguen teniendo éxito son aquellas que toman mejores decisiones sobre los trabajos que deciden buscar. 

Una de las lecciones más difíciles que aprende un contratista de techado no es cómo estimar un proyecto complicado o manejar a un cliente difícil. Es entender que no todos los proyectos que tu empresa puede ganar son proyectos que debería aceptar. 

Al principio de nuestras carreras, la mayoría medimos el éxito por volumen. Más propuestas generan más contratos. Más contratos generan más ingresos. Y más ingresos deben significar que el negocio está creciendo. Es una forma comprensible de pensar porque el crecimiento es fácil de ver. El calendario se llena. Las cuadrillas se mantienen ocupadas. Los teléfonos no dejan de sonar. 

Pero en algún momento, si llevas suficiente tiempo en este negocio, te das cuenta de algo que no es tan evidente. 

Algunos proyectos fortalecen a tu empresa. Otros simplemente la mantienen más ocupada. 

He conocido a muy pocos contratistas que, seis meses después, se arrepientan de haber rechazado un proyecto. Pero he conocido a muchos que desearían haber aceptado un trabajo menos. Al mirar hacia atrás, las señales de alerta casi siempre estaban ahí. Simplemente no se consideraron razones suficientes para detenerse y analizar la situación. 

Algo que he aprendido con los años es que cada proyecto de techado empieza a consumir recursos de la empresa mucho antes de que la primera cuadrilla llegue al lugar de trabajo. Los estimadores invierten horas revisando planos, visitando el proyecto, reuniéndose con proveedores y preparando propuestas. Los vendedores negocian contratos. Los gerentes de proyecto comienzan a planificar. Se reservan materiales. Se ajustan los calendarios. Se asigna equipo. Y los líderes empiezan a tomar decisiones que afectan otros trabajos que ya están en marcha. 

Cada proyecto que aceptas comienza inmediatamente a competir por los recursos más valiosos de tu empresa. 

No solo dinero. También personal. Tiempo. Atención. Liderazgo. 

Esos recursos son limitados, sin importar qué tan grande llegue a ser la empresa. Por eso, los contratistas de techado más sólidos no solo evalúan si un proyecto se puede realizar. También evalúan si realmente debieran hacerlo. Hay una diferencia importante. 

Con demasiada frecuencia, los contratistas preguntan: “¿Podemos hacer este trabajo?”. Una mejor pregunta sería: “¿Podemos realizar este proyecto al nivel que exige nuestra reputación sin afectar negativamente todo lo demás a lo que ya nos hemos comprometido?”. Esa es una pregunta mucho más difícil de responder. 

Siempre he creído que la capacidad es uno de los conceptos menos comprendidos en la industria del techado. La mayoría de las empresas piensa en la capacidad de producción. Saben aproximadamente cuántas unidades de 100 pies cuadrados pueden instalar sus cuadrillas en una semana. Conocen la disponibilidad de su equipo y monitorean de cerca los trabajos pendientes. 

Pero muchas menos piensan en la capacidad de gestión. Cada proyecto adicional requiere apoyo de estimación, gestión de proyectos, supervisión en campo, coordinación de compras, comunicación con el cliente, control contable y atención de los directivos. Esas responsabilidades no aumentan de manera proporcional. Se multiplican. En algún momento, agregar un proyecto más no solo agrega trabajo. También reduce la atención y el liderazgo que recibe cada proyecto existente. 

Ahí es cuando los pequeños problemas comienzan a pasar desapercibidos. La comunicación se vuelve apresurada. Las visitas al lugar de trabajo son menos frecuentes. Las preguntas esperan un día más para recibir respuesta. La coordinación de materiales pierde precisión. Las órdenes de cambio permanecen en el escritorio de alguien un poco más de lo debido. 

Ninguna de estas situaciones parece importante por sí sola. Pero juntas comienzan poco a poco a cambiar el resultado del proyecto. 

He visitado suficientes proyectos a lo largo de los años para saber que los problemas operativos rara vez aparecen todos al mismo tiempo. Por lo general, surgen silenciosamente, disfrazados de pequeños ajustes que parecen inofensivos en el momento. Un poco menos de planificación aquí. Una decisión retrasada allá. Un supervisor encargado de un proyecto de más. 

Con el tiempo, la empresa termina trabajando más que nunca mientras se pregunta por qué es cada vez más difícil obtener ganancias. Muchas veces, la respuesta no está escondida en la estimación. Está en las decisiones que se tomaron antes de aceptar el trabajo. 

Algunos proyectos presentan señales de alerta desde el principio. Planos incompletos. Calendarios poco realistas. Clientes cuyas expectativas siguen cambiando durante el proceso de cotización. Márgenes que solo funcionan si todo sale perfectamente. Trabajos fuera de la experiencia habitual de la empresa. Ninguna de estas condiciones significa automáticamente que el proyecto sea malo, pero sí aumenta el riesgo operativo. 

Los contratistas con experiencia aprenden a reconocer esos riesgos antes de firmar el contrato, en lugar de descubrirlos cuando el proyecto ya está a la mitad. 

Otra lección que enseña la experiencia es que el costo de oportunidad es real, aunque nunca aparezca en un estado financiero. Cada proyecto que aceptas limita tu capacidad para buscar otro. Cada supervisor asignado a un proyecto complicado deja de estar disponible para otro trabajo. Cada gerente de proyecto ocupado con un cliente exigente tiene menos tiempo para atender a otros cinco. A veces, el verdadero costo de aceptar un proyecto es la oportunidad que dejaste pasar sin darte cuenta. 

Los contratistas más sólidos con los que he trabajado entienden esto de manera natural. No evalúan los proyectos únicamente por los ingresos que podrían generar. También analizan si encajan estratégicamente con la empresa. ¿El trabajo está alineado con las fortalezas de la compañía? ¿Es adecuado para el personal disponible actualmente? ¿Se puede realizar sin sacrificar la calidad o el servicio al cliente en otros proyectos? ¿La ganancia esperada justifica las exigencias operativas que impondrá a la organización? Estas preguntas requieren disciplina porque decir “no” rara vez es fácil. 

También he descubierto que la confianza juega un papel importante. Las empresas que entienden quiénes son y, de igual importancia, quiénes no son, tienden a tomar mejores decisiones. No persiguen todas las oportunidades simplemente porque existen. Buscan trabajos que se adapten a sus capacidades, apoyen sus objetivos a largo plazo y permitan que su personal se desempeñe a un alto nivel. 

Esa disciplina no limita el crecimiento. Lo protege. 

Hay algo que he observado a lo largo de mi carrera. Las empresas rara vez fracasan porque no tuvieron suficientes oportunidades. Con mayor frecuencia, tienen dificultades porque aceptaron oportunidades que no estaban preparadas para ejecutar con éxito. 

Hay una diferencia entre acumular trabajo pendiente y construir un negocio. El trabajo pendiente mide los proyectos que has vendido. Un negocio se mide por la constancia y la calidad con las que cumples esos proyectos. A medida que los contratistas continúan enfrentando cambios en el mercado, retos laborales y mayores expectativas de los clientes, siempre existirá la presión de mantener ocupadas a las cuadrillas. Siempre habrá otro proyecto que buscar y otra oportunidad para crecer. 

Pero crecer sin disciplina puede sacar a la luz debilidades que antes estaban ocultas. Las empresas que siguen superando a sus competidores no son necesariamente las que ganan más trabajos. Son las que toman mejores decisiones sobre los trabajos que deciden buscar. 

Porque, a veces, el proyecto más rentable en el que participarás... es el que nunca aceptas.

By Emma Peterson. 

The importance of strong estimating practices in managing risk, protecting profitability and setting projects up for success. 

Estimating is the foundation of roofing projects – without an accurate assessment of a project, and the costs related to it, it's difficult to expect a project to go smoothly. But making sure your estimate is accurate is also one of the most challenging parts of a roofing project. To learn about how you can level up your estimating skills, we hosted John Kenney of Cotney Consulting Group for an episode of Roofing Road Trips®. 

Across the decades he has spent in the roofing industry, John has seen quite a few professionals struggle to build estimates. He shared the most common issue he sees, saying, “Estimators are taught how to measure roofs, how to price materials, but not how to manage the most important items, which is assumptions, communicate scope and company margins.”  

Why is it important that an estimator is aware of and managing these more abstract factors? As one of the first parts of any project, estimating is also the first step in risk management. John explained, “Estimating is really a decision-making role, not the takeoff one we see it presented as. As an estimator, you are the first to think through the project and make decisions about what will be done. That is directly tied to profitability and the risk.”  

So, how do you ensure you or your estimator are ready to tackle managing risk during the estimating process? Get the right training. John described how he trains estimators to go beyond the measurements and into risk management:  

We help them with estimating with a focus on giving them the skills that they won’t get in the field. So we focus on planning, communication, accountability and problem solving. Our goal is to give these leaders confidence and structure so they're not reacting all day. They're actually managing proactively. 

And managing proactively? That’s what shifts your estimating from just measurements and math to risk management and decision-making. And by making that shift, your company will be set up for successful, smooth projects. 

Want to learn more about estimator’s roles in risk management? Listen to the rest of the podcast!

By Jesse Sanchez. 

Industry leaders explain why financial discipline, diversification and customer education matter as roofing businesses navigate economic and insurance pressures. 

During a live Coffee Conversations® discussion at the Florida Roofing and Sheet Metal Association (FRSA), roofing professionals examined the pressures impacting contractor success across the United States. The panel agreed that shrinking backlogs, insurance changes and aggressive pricing are forcing companies to strengthen their operations rather than chase every available project. 

What market shifts are creating the most concern for contractors? 

As contractors adjust to a changing business environment, John Kenney, chief executive officer of Cotney Consulting Group, said several challenges are creating uncertainty at the same time. He shared: 

“I think insurance claims and understanding the industry’s new insurance rules are causing a lot of angst for contractors. AI, robotics and other technologies are also major issues people are trying to understand. Contractors are also watching prices, fuel costs and shrinking backlogs.”  

John encouraged contractors to use slower periods to improve their companies and pursue work that fits their established capabilities. Bridget Jenkins Wilson, owner of Cardinal Roofing, added that roofing is cyclical and contractors should prepare during strong years for the slower periods that follow. 

How can contractors move from storm-dependent work to retail sales? 

Changes in the insurance market are also pushing some roofing businesses to pursue more retail work. Adam Bensman of TAMKO® and the Roofing STRONG Alliance said this transition requires more than simply finding a different type of customer. He explained: 

“The hottest trend in roofing is the shift from storm-dependent to retail-driven business. I am seeing roofing companies that were built to catch or chase storms, but lack formal sales processes and structure, now trying to learn how to sell retail.”  

Adam warned that companies without structured sales processes may respond to pressure by discounting projects below sustainable levels. Bridget emphasized educating homeowners about policies, deductibles, materials and payment responsibilities rather than relying on high-pressure sales tactics. 

What should contractors prioritize during an economic slowdown? 

Although contractors cannot control the economy, John said they can improve their decision-making by developing a detailed understanding of their financial position. He noted, “Right now, you need to know your numbers, understand exactly what your overhead is and focus on the work your business is best suited to perform.”  

That financial clarity can help contractors avoid pursuing unprofitable work simply to keep crews busy. Marc Hansen of JobNimbus agreed that contractors need reliable systems for estimating, customer communication, payment collection and follow-up. Bridget also encouraged companies to examine everyday expenses, material waste and internal financial controls. 

The panel’s message was clear: Contractors cannot control market cycles, but they can control their pricing, processes and customer experience. Companies that understand their costs and serve homeowners transparently will be better positioned for the next phase of the market. 

Listen to the entire podcast or Watch the conversation to learn more about adapting a roofing business to economic and insurance changes. 

By John Kenney, Cotney Consulting Group. 

The best roofing companies are the companies that prevent more emergencies from occurring in the first place.  

After more than 45 years in the roofing industry, I have learned that successful roofing businesses rarely become successful because of one major decision. They improve because of hundreds of smaller decisions made correctly and consistently over time. 

It is the decision to review a tender carefully before submitting it, to hold a proper project handover before work begins on site, to order materials early enough to protect the programme and to give the site team complete information instead of expecting them to work everything out after installation has started. It is also the decision to address a small problem before it becomes an expensive one. None of these actions appears extraordinary on its own, but together they create operational excellence. 

I have worked with roofing contractors of different sizes, structures and specialities throughout my career. Some have focused on commercial roofing, while others have worked in pitched roofing, service, maintenance, waterproofing or specialist systems. Although terminology, contracts and regulations vary between markets, the operational challenges are often remarkably similar. 

Companies struggle with incomplete information, projects are handed over too quickly, labour is scheduled without enough planning and materials arrive late or in the wrong sequence. Site teams are then asked to make decisions that should have been resolved before mobilisation, while commercial issues are sometimes identified only after the work has already been completed. 

A lack of effort rarely causes these problems. Most roofing businesses are filled with hardworking people. The problem is usually that the company depends too heavily on effort and not enough on process. 

Hard work cannot replace a reliable system 

Many roofing companies operate through what I call organisational heroics. A few experienced people carry an enormous amount of knowledge in their heads. They remember the important details, solve problems quickly and step in whenever something begins to go wrong. The company appears to function because these individuals continually rescue it. 

That approach may work for a period of time, particularly when the business is small. Eventually, however, the workload grows beyond what a handful of people can manage. Projects become larger, tender opportunities increase, clients expect faster communication and contract requirements become more demanding. At the same time, the number of operatives, suppliers, subcontractors and active sites expands. 

At that point, experience alone is no longer enough. The business needs repeatable systems that enable experienced people to share their knowledge with the rest of the organisation. 

A strong system does not remove judgement. It supports good judgement by ensuring that the same important questions are asked on every project, regardless of who is managing it. What did the estimator include in the tender? What was excluded or qualified? Which materials have long lead times? What access equipment and plant will be required? What labourresources were assumed? What information is still outstanding? What risks could affect the programme? What must be confirmed before the team arrives on site? 

When these questions are built into a consistent process, the company becomes less dependent on memory and more capable of delivering predictable results. 

Operational excellence begins before work reaches site 

Roofing contractors often measure operational performance by what happens during installation. They review productivity, monitor labour hours, inspect quality and track whether the project is progressing to programme. All of that matters, but the site team's performance is often determined long before the first operative arrives. 

A project that begins with incomplete information is already at a disadvantage. If the tender has not been properly reviewed, the project manager may not understand the assumptions underlying the price. If procurement starts too late, the programme may be affected before work begins. If access, storage or lifting requirements have not been coordinated, the site team loses time resolving preventable problems. If the contract documents contain conflicting information, those conflicts should be identified early rather than discovered during installation. 

Operational excellence therefore begins during estimating and tender review. Estimating is not simply the process of calculating quantities and applying rates. It is the beginning of project management. The estimator is often the first person in the business to study the drawings, specifications, scope of works and site requirements in detail. The information gathered during that process must be transferred clearly to the people responsible for delivering the project. 

Without that transfer, the business effectively starts again after the contract is secured. The same documents are reviewed twice, the same questions are asked again, important assumptions are lost and potential risks are overlooked. A proper handover protects the knowledge already created during the tendering process and gives the delivery team a much stronger starting point. 

Consistency is more valuable than occasional brilliance 

Every roofing company has excellent days. The tender is accurate, the materials arrive on time, the site team performs well, the client is satisfied and the project is completed profitably. The real question is whether the business can consistently produce that result. 

One successful project does not prove that the company has a strong operating system. It may simply mean that the right people happened to be involved and conditions worked in the contractor’s favour. Operational excellence is measured by repeatability. Can the company deliver the same quality when several projects are active at once? Can it maintain communication when key members of staff are away? Can a newer project manager follow the process and produce a reliable result? Can the business identify declining performance before the financial damage becomes serious? Can lessons learned on one project improve the next tender and the next site? 

The strongest roofing businesses do not rely on everything going perfectly. They develop systems that allow them to respond when conditions change. Weather affects the programme. A supplier changes a delivery date. The client revises access requirements. Existing conditions differ from the information provided. An operative becomes unavailable. A variation requires additional labour and materials. 

These events are part of construction. Operational excellence does not mean preventing every problem. It means creating a business capable of identifying problems early, communicating clearly and responding in a controlled way. 

Leadership creates the operating standard

Processes matter, but processes only work when leadership reinforces them. A company can write the best procedures in the industry and still achieve poor results if managers ignore them whenever the business becomes busy. In fact, busy periods are when systems matter most. 

When pressure increases, people tend to return to old habits. Meetings are shortened, handover documents are left incomplete, site reports are delayed, procurement decisions are made verbally without proper records and commercial issues are postponed. Everyone focuses on the immediate problem in front of them. That is understandable, but it is also dangerous. 

Leadership must make it clear that following the operating process is not additional work. It is how the work is controlled. This requires more than issuing instructions. Leaders must explain why the process matters. A complete site report is not paperwork for the sake of paperwork. It protects the contractor by recording progress, labour, delays, instructions, deliveries and site conditions. A tender review is not an administrative exercise. It helps the business assess whether the price reflects the project's risks and requirements. A pre-start meeting is not a formality. It allows the project team to resolve questions before those questions begin costing money. 

People are more likely to follow a process when they understand how it protects them, the project and the business.

Improvement must become part of the routine 

Operational excellence is not a final destination. No company completes one round of process improvements and remains efficient forever. Clients change, contract requirements change, materials and systems evolve, technology develops, the workforce changes and the business grows. Processes that worked when the contractor managed five active projects may not work when it manages 20. 

For that reason, roofing businesses need a regular method for reviewing performance. The company should compare the estimate with the actual project cost, examine which activities used more labour than expected and review whether variations were promptly identified and valued. It should also ask whether the site team received the information it needed, what caused delays, what the client communicated during and after the project and what should be repeated or changed next time. 

These conversations should not be used to assign blame. They should be used to improve the system. When people believe that every review is an attempt to identify who made a mistake, they stop sharing useful information. When the purpose is improvement, the company can turn individual experience into organisational knowledge. 

That is one of the most valuable assets a roofing business can build. 

Predictable performance is the real advantage 

Roofing will always involve uncertainty. No operating system will eliminate weather, supply disruption, labour challenges, unexpected site conditions or changing client demands. What a strong system does is make the business less vulnerable to them. 

It gives leaders better information, helps estimators understand actual performance, allows project managers to plan further ahead and gives site teams clearer direction. It also improves communication with clients and protects quality, programme and margin. Most importantly, it makes successful performance more predictable. 

The best roofing companies are not necessarily the ones working the longest hours or solving the most emergencies. They are the companies that prevent more emergencies from occurring in the first place. 

That does not happen by accident. It is built through disciplined planning, clear expectations, consistent communication and a willingness to improve how the business operates every day. 

That is operational excellence. 

About the author 

John Kenney has more than 45 years of experience in the roofing industry. His career has included every level of roofing operations, from field installation and estimating through executive leadership. He is the CEO of Cotney Consulting Group, a partner member of the International Federation for the Roofing Trades. He has earned the MIoR designation from the former Institute of Roofing in the United Kingdom. He works with roofing contractors to improve estimating, project management, operational performance, leadership and profitability. 

By Cotney Consulting Group. 

Technical skill may earn someone the opportunity to lead. It does not automatically prepare that person for leadership. 

The roofing industry has always depended on people who understand the work. They know how systems fit together, how water moves, where details fall short and what it takes to complete a project under difficult conditions. That technical knowledge remains essential, but it is no longer enough by itself. 

The next generation of Canadian roofing leaders will be expected to manage labour shortages, compressed construction seasons, evolving technology, regional differences, increasingly complex contracts and customers who expect more information, faster decisions and stronger accountability. 

They will need to understand the roof. They will also need to understand the business that delivers it. That requires a broader definition of leadership. The strongest future leaders will combine technical credibility with financial judgement, communication, planning, people development and operational discipline. 

Technical skill may earn someone the opportunity to lead. It does not automatically prepare that person for leadership. 

Leadership must be developed across five areas 

Future roofing leaders should be developed across five connected areas: technical knowledge, financial understanding, operational control, people leadership and strategic judgement. 

1. Technical knowledge allows the leader to understand how the work should be performed. 
2. Financial understanding connects project activity to margin, cash flow and company performance. 
3. Operational control turns plans into consistent execution. 
4. People leadership builds capable teams and develops the next level of responsibility. 
5. Strategic judgement helps the leader decide which opportunities, risks and investments support the company’s long-term direction. 

Strength in only one area may produce a capable specialist. It does not produce a complete leader. 

A technically excellent superintendent who cannot develop people may struggle to build a stable team. A financially capable manager who does not understand field conditions may accept schedules or margins the company cannot deliver. A strong communicator without operational discipline may create confidence without producing dependable results. 

Leadership development should build the complete capability required by the role. 

Experience must be converted into judgement 

Roofing leaders develop through experience. They learn from difficult projects, changing weather, material failures, customer pressure and the daily realities of managing people in the field. 

Experience is valuable because it builds pattern recognition. An experienced leader can often see a problem developing before it becomes visible to everyone else. The danger is assuming that time in the industry automatically creates good judgement. Experience only becomes useful when it is examined. 

Leaders should understand why a project succeeded, why another lost money and which warning signs were ignored. They should be able to explain the reasoning behind a decision rather than relying only on instinct. Senior leaders should explain not only what decision they made, but why they made it, what alternatives they considered and which risks influenced the outcome.  

That is how judgement becomes transferable rather than remaining personal experience locked inside one individual. A senior manager who says, “You will understand after twenty years,” may be correct, but the company cannot wait twenty years to prepare every future leader. The organization must turn experience into teachable decision-making. 

Technical excellence remains the foundation 

A roofing leader does not need to perform every field task at the highest level. The leader must still understand how the work is built. That includes systems, details, materials, sequencing, quality control, safety, production and maintenance. 

Without technical credibility, it becomes difficult to challenge unrealistic schedules, evaluate field concerns or support the people responsible for installation. Technical knowledge also protects the company from decisions that look good on paper but fail in practice. 

A leader should understand when a detail cannot be built as drawn, when a material choice creates installation difficulty and when weather or substrate conditions require work to stop. 

The next generation should not replace technical knowledge with management language. It should build management capability on top of technical understanding.  

Roofing remains a construction business. Leadership must stay connected to the roof. 

Leadership requires financial understanding 

Every operational decision has a financial effect. Crew size affects labour cost. Production affects margin. Schedule delay affects equipment, supervision and cash flow. Material handling affects waste, while documentation affects payment and change-order recovery. 

Future leaders must understand those connections. They do not all need to become accountants. They do need to read job-cost information, understand gross margin and recognize when project performance is moving away from the estimate. 

A project manager who knows only whether the work is on schedule does not have a complete picture. A superintendent who knows only how many square metres were installed does not know whether the project is performing profitably. A service manager who tracks only revenue may overlook labour efficiency, callback cost and unbilled work. 

Financial understanding allows leaders to connect field activity with business results. That connection is essential for better decisions. 

The estimate must become an operating plan 

Many future leaders will enter management through estimating, project management or field supervision. They should understand how those functions connect. 

The estimate is not only a price prepared to win the work. It is the first operating plan for the project. It contains assumptions about labour, materials, equipment, schedule, access, subcontractors, waste and risk. The project team should understand those assumptions before work begins. 

Future leaders must be able to compare estimated production with actual performance and determine why the two differ. A labour overrun may result from poor production, missed scope, weather, change, access or unrealistic estimating. Those causes require different responses. 

Leaders who do not understand the estimate can only react to the final result. Leaders who understand it can manage performance while there is still time to change the outcome. 

Future leaders need cross-functional exposure 

Leadership development should include planned exposure to estimating, project handoff, field production, job-cost review, customer communication and closeout. A future executive who has never seen how an estimate becomes fieldwork will have blind spots. A field leader who has never reviewed financial results may not fully understand the impact of operational decisions. 

Cross-functional exposure helps future leaders understand how one department’s decisions affect another.  

A late submittal can delay purchasing. An unclear estimate can create a weak handoff. Poor field documentation can prevent the company from recovering a legitimate change. An incomplete closeout can delay final payment and the release of the holdback. 

The objective is not to make every leader an expert in every department. It is to ensure that leaders understand the complete operating cycle well enough to make decisions that support the company as a whole. 

Communication is a production skill 

Communication is sometimes treated as a soft skill. In roofing operations, it directly affects production. 

A missed instruction can result in rework. An unclear handoff can delay purchasing. A poorly documented condition can weaken a change order. A supervisor who does not communicate the daily plan can leave a crew working hard without working efficiently. 

Future leaders must be able to communicate upward, downward and across the organization. They need to explain field realities to executives, company expectations to crews and project conditions to customers. That requires more than sending messages. 

Good communication confirms understanding. The leader should know whether the other person received the information, understood the decision and knows what action is expected. The best leaders are not always the loudest people in the company. They are often the people who make complex situations clear. 

Leadership is not the same as authority 

A title gives someone authority. It does not guarantee leadership. 

People follow leaders who are consistent, competent and fair. They need to know that standards will be enforced, decisions will be explained and commitments will be honoured. 

Future leaders must understand the difference between directing work and developing people. A supervisor can force compliance for one day. A leader builds a team that performs consistently even when the leader is not watching every task. 

That requires trust, but trust is not created by avoiding difficult conversations. It is created by addressing problems fairly, recognizing good work and following through on what was promised.  

Leaders should not expect accountability from others while making excuses for themselves. The standard begins with the person responsible for enforcing it. 

People development must become part of the job 

The Canadian roofing industry cannot solve its leadership needs only by hiring experienced managers from other companies. There are not enough of them. Contractors must develop more people internally. 

That means leadership development cannot remain an informal process reserved for employees who happen to attract the owner’s attention. Companies should identify potential leaders early and give them structured opportunities to grow. 

A strong installer may begin by leading a small task. A foreperson may be given responsibility for daily planning and documentation. A project coordinator may gradually take on customer communication and cost review, while a junior estimator may participate in handoffs and post-job analysis. 

The goal is not to promote people before they are ready. It is to give them the experiences required to become ready. Development should include coaching, training, feedback and increasing responsibility. A company that waits for leadership ability to appear fully formed will wait too long. 

The best craftsperson may not be the best supervisor 

Roofing companies often promote their strongest technical employee into supervision. Sometimes that works well. Sometimes it creates two problems. The company loses an excellent craftsperson and gains an unprepared supervisor. 

Technical skill does not automatically include planning, coaching, conflict resolution, documentation or financial understanding. The person being promoted should receive support before the transition, not only after problems appear. 

The company should explain how the new role is different. A supervisor is no longer responsible only for personal production. The supervisor is responsible for the performance of the team. That requires patience, communication and the ability to correct work without destroying confidence.  

Some technically strong employees may decide that leadership is not the path they want. The company should respect that choice and create ways to recognize technical expertise without requiring every skilled worker to become a manager. 

Leadership and craft mastery are both valuable. They are not the same career. 

Technology must support better decisions 

Future roofing leaders will work with more technology than previous generations. Estimating platforms, project management systems, field applications, drones, digital measurements, customer portals and artificial intelligence will continue to influence the industry. 

Leaders must know how to use those tools. They must also know what the tools cannot do. 

• Technology can organize information, improve visibility and reduce administrative delay. It cannot replace judgement. 
• A dashboard may show that labour is over budget. The leader still has to determine why. 
• A digital inspection may identify a condition. Someone still has to decide what action is appropriate. 
• Artificial intelligence may help summarize information or produce a draft. The company remains responsible for accuracy, context and final decisions. 

Future leaders should be comfortable with technology without becoming dependent on it. The objective is not to use every new tool. It is to use the right tools to improve execution and decision-making. 

Data must lead to action 

Many companies collect more information than they use. They track labour, production, safety, quality, change orders, service calls and financial performance. The problem is not always a lack of data. It is the absence of a management process around it. 

Future leaders should know which measurements matter to their role and what action is required when performance changes. A weekly report that no one discusses does not improve the company. A dashboard that contains twenty indicators but identifies no priority creates noise. 

Leaders should be able to answer three questions. 

1. What is happening? 
2. Why is it happening? 
3. What are we going to do about it? 

Data becomes valuable when it supports action and accountability. It should help the company identify problems earlier, not merely explain them after the project is complete. 

Regional awareness will matter more 

Canadian roofing leaders often operate across large and varied markets. Climate, labour availability, transportation, regulation, building practices and customer expectations can differ substantially between regions. 

Future leaders must understand that a successful operating model in one market may not transfer unchanged to another. They should know when company standards must remain consistent and when regional adaptation is necessary. Safety expectations, quality control and financial discipline should not weaken as the project progresses.Production assumptions, logistics, workforce plans and customer communication may need to change. 

Leaders working across regions must also avoid managing entirely from the head office. Local knowledge matters. The strongest approach combines company standards with people who understand the regional environment. 

Canadian leadership requires jurisdictional awareness 

Canada does not operate under one uniform set of construction and occupational health and safety requirements. Provinces and territories establish and administer many of the rules that affect roofing work. Municipal requirements, owner standards and project-specific conditions may impose additional obligations. 

Future leaders do not need to memorize every rule in every jurisdiction. They do need to understand that requirements must be verified. A manager who assumes that the home province’s process applies everywhere can expose the company to avoidable risk. 

Jurisdictional awareness should be part of tender review, project planning, safety preparation and workforce mobilization. Leaders should know when to seek qualified legal, safety, design or technical advice. Recognizing the limit of personal knowledge is part of good leadership. 

Contract awareness cannot remain in the office 

Contracts affect field decisions. Schedule obligations, notice requirements, change procedures, documentation, delay responsibility, testing and closeout all influence project performance. Future leaders must understand the parts of the contract that affect their work. 

A project manager should know when notice is required. A superintendent should understand which conditions must be documented, and a foreperson should know when changed work should not proceed without direction. 

The company should not expect field leaders to interpret complex legal language on their own. It should translate contract requirements into practical operating instructions. 

Contract awareness is not about turning every leader into a lawyer. It is about ensuring that daily decisions do not weaken the company’s position. 

Accountability requires defined authority 

People cannot be held responsible for outcomes they do not have the authority to influence. Future leaders should understand what decisions they are expected to make and which decisions require approval. 

• Can the project manager authorize overtime? 
• Can the superintendent move labour between projects? 
• Can the service manager approve a customer credit? 
• Can the foreperson stop work when conditions are unacceptable? 

Unclear authority creates delay and frustration. It also encourages employees to avoid responsibility because they do not know where their role ends. 

Companies should define decision rights by position. The objective is not to eliminate communication with senior leadership. It is to keep every routine decision from waiting for the owner. A scalable company cannot require one person to approve everything. 

Leaders must learn to manage capacity 

Growth creates pressure to accept more work. Future leaders must understand that backlog is not the same as available capacity. The company may have enough work but not enough estimators, project managers, supervisors, crews, equipment or working capital to execute it properly. 

Leaders should be able to identify the constraint before it becomes a crisis. That may require delaying a start, declining an opportunity, using a qualified subcontractor or shifting resources from a lower-priority project.  

Capacity management is not only an executive responsibility. Project leaders influence it through accurate schedules, realistic forecasts and early communication. The company cannot make good decisions when every project is reported as being on track until the day it falls behind. Future leaders must be willing to communicate capacity problems before the answer becomes obvious. 

Difficult conversations are part of leadership 

Leadership includes conversations that many people would rather avoid. A crew member may not be meeting expectations. A project manager may be failing to documentchanges. A customer may be demanding work outside the contract, or a senior employee may be resisting a new process. 

Ignoring the issue rarely makes it disappear. Future leaders must learn how to address performance directly and professionally. The conversation should identify the concern, explain the required standard and establish what must change. It should focus on behaviour and results rather than a personal attack. 

Leaders also need to listen. A performance problem may reveal inadequate training, unclear direction, poor planning or a resource shortage. Accountability does not mean assuming every problem is the employee’s fault. It means identifying the cause and taking appropriate action. 

Leadership development needs an individual plan 

Future leaders should not all be developed through the same generic program. Each person should have an individual plan based on the role being considered, current strengths, experience gaps and the decisions that person must eventually be able to make. 

One employee may need a stronger understanding of finance. Another may need experience managing people, presenting to customers or planning work across several projects. The plan should identify specific assignments, training, coaching and review points.  

A future project manager may need to lead a handoff, prepare a cost forecast and manage a difficult customer conversation. A potential operations leader may need experience reviewing backlog, allocating labour and participating in financial planning. 

Progress should be reviewed regularly. The plan should change as the individual demonstrates capability or new gaps become visible. Leadership development becomes more effective when progress is intentional rather than dependent on whatever experience happens to become available. 

Succession must be planned before it is urgent 

Many roofing companies depend heavily on one owner, estimator, operations leader or senior superintendent. That person may hold years of knowledge that has never been documented or transferred. The risk becomes visible when retirement, illness, growth or an unexpected departure forces someone else to take over. 

Succession planning should begin before a vacancy exists. The company should identify critical roles, potential successors and the experience each person still needs.Future leaders should be included in planning meetings, contract reviews, customer discussions and financial conversations before they inherit full responsibility. 

They should also be allowed to make decisions and learn from controlled mistakes. A successor who has only observed leadership has not yet practised it. Succession is not complete when a name appears on an organization chart. It is complete when the person can perform the role. 

Senior leaders must be willing to let go 

Leadership development can fail even when the company has capable people. The owner or senior manager may continue making every important decision. Future leaders are given titles but not authority. They are held responsible for performance but overruled whenever their decisions differ from the owner’s preferences. 

That is not delegation. It is dependence with additional steps. 

Senior leaders must establish expectations, define limits and allow others to operate within them. They should review outcomes without controlling every action. Mistakes will occur. The purpose of controlled delegation is to enable learning while keeping the risk manageable. 

A company cannot build independent leaders while rewarding only obedience. The next generation needs guidance. It also needs room to lead. 

Leadership development should be measured 

Companies measure sales, production and margin. They should also measure whether leadership capacity is improving. That does not require a complicated system. The company can track whether future leaders are completing training, taking on broader responsibilities, improving documentation, managing budgets and developing other employees. 

Regular performance discussions should include leadership behaviours as well as project outcomes. A manager who meets the budget while driving good employees away is not creating long-term value. A supervisor who maintains strong morale but ignores quality or accountability is also incomplete. Leadership performance should reflect results, standards and team development. 

The objective is not to create another scorecard that no one uses. It is to ensure that leadership development receives the same attention as other business priorities. 

The industry must present a real career path 

Roofing needs to attract and retain capable people. That becomes easier when employees can see a future. A career path should show how someone can grow from entry-level work into skilled installation, supervision, estimating, project management, service, safety, training or executive leadership. 

Not every person will follow the same route. The company should explain what skills, experience and performance are required for advancement. Employees should know that growth depends on more than years of service. It requires learning, reliability, communication and increasing responsibility.  

The roofing industry offers meaningful careers. Future leaders should be prepared to explain that opportunity to young workers, career changers and people who may never have considered construction. Recruitment improves when the industry can show not only the first job, but also where that job can lead. 

The next generation must be broader, not less technical 

The future roofing leader will need more skills than previous generations. That does not make technical knowledge less important. It makes the leadership role broader. 

The next generation must understand roofing systems, production, safety, quality and field conditions. It must also understand financial performance, contracts, technology, data, communication, regional differences and people development. 

No individual will master every subject immediately. Strong leaders know where their expertise ends and when to involve others. They continue learning because the business continues changing. 

Canadian roofing companies that invest in structured leadership development will be better prepared to manage growth, regional complexity and workforce transition.Those that rely on a small number of experienced people to carry all the knowledge will remain vulnerable. 

The industry will always need people who know how to build roofs. Its future will depend on people who also know how to build organizations capable of delivering them. 

By John Kenney, Cotney Consulting Group. 

How roofing contractors should plan for slower growth, uneven demand and continued volatility.

If you are having trouble deciding what the economy is telling you right now, you are not alone. The signals do not agree. 

Total nonfarm payroll employment declined by 23,000 jobs in July, while construction added 22,000. The unemployment rate edged down to 4.1%, even as labor-force participation remained at 61.4%. The broader economy is still growing, but not rapidly. Real GDP increased at a 1.5% annual rate in the second quarter, down from 2.1% in the first quarter. 

National construction backlog still looks reasonably healthy, yet architecture billings remain weak. Some contractors are carrying significant amounts of work, while others are telling me their runway is getting noticeably shorter. Data centers and power-related construction continue to perform extremely well, while several traditional commercial and residential markets remain much softer. 

Depending on which number you look at, you can make a case that the economy is still growing, the labor market is weakening or construction is holding up better than other sectors. All three can be true at the same time. 

That is a difficult environment to plan around, but it does not make planning impossible. I do not believe the current data tells us a severe recession is inevitable. I also do not believe it gives roofing contractors much reason to assume everything will work itself out. 

The more prudent position is somewhere in between. For business planning, I would operate on the assumption of slower growth, increasingly uneven demand, continued cost volatility, and elevated policy risk, while maintaining sufficientliquidity and operating flexibility to handle a genuine downturn if several of these pressures converge. 

That may not be the most exciting forecast, but it may be the most useful one. 

The headline economy is not the contractor economy 

One of the biggest mistakes business owners can make is assuming national economic statistics describe what is happening inside their company. They do not. Roofing contractors do not operate at the national average. 

They operate within a specific geographic area, serve a particular customer base, operate in certain market sectors, and depend on specific general contractors, owners, manufacturers, and suppliers. That means two roofing companies located a hundred miles apart can experience completely different economies. 

One contractor may be heavily exposed to data centers, health care, power generation or public-sector work and have more opportunities than the company can reasonably pursue. Another may depend heavily on retail, traditional office, private development or residential construction and find projects moving slower, owners hesitating, and competition becoming much more aggressive. 

Both companies are operating in the same national economy. They are simply experiencing different versions of it. That distinction matters when preparing a business plan. 

The question should not simply be, “How is construction doing?” The better question is, “How are the markets we depend on doing?” 

Construction is splitting into different markets 

The current backlog numbers illustrate the problem. Associated Builders and Contractors reported national construction backlog at 8.8 months in June. On the surface, that appears healthy. Look deeper, and the story becomes more complicated. 

Contractors involved in data-center work reported a backlog of 11.0 months, compared with 8.5 months for contractors without data-center exposure. Earlier in the year, ABC also reported that backlog growth was concentrated among the largest contractors, while smaller revenue groups showed weaker year-over-year results. 

That tells me we do not have one construction market right now. We have several. Data centers remain extremely strong, power-related construction continues to attract significant investment, and certain infrastructure and institutional sectorsremain active. 

At the same time, parts of manufacturing, private commercial development, office construction, and residential activity remain under pressure. Strong markets are becoming even stronger, while weak markets are becoming even weaker. 

The national average sits somewhere between the two and may accurately describe neither. That is why roofing executives need to understand their own market mix much better than they understand the national average. 

Backlog may be sending the wrong signal 

I have always paid close attention to backlog. It is one of the most important forward-looking indicators for a roofing company, but backlog must be understood correctly. A contractor can have plenty of work under contract and still have a production problem developing. 

I believe there are really three kinds of backlog. Reported backlog is the work you have under contract. Executable backlog is the work you realistically expect to move into production during the period planned. Profitable backlog is executable work that still meets the company’s margin expectations. 

Those numbers are not always the same. A roofing contractor may have a large project under contract today that is not scheduled to reach the roofing scope for another six months. If financing, permitting, another trade or the general construction schedule pushes that project back another 90 days, the project technically remains in backlog. However, the crew that was supposed to start that roof in October still needs somewhere to work. 

That is the difference between reported backlog and executable backlog. 

In my work with roofing and specialty contractors, I generally consider a quality, executable backlog of six months or more a healthy operating position. When the backlog approaches three months, I want leadership to monitor the bidding pipeline, award timing, and project start dates very closely. When it approaches two months, I become concerned because a single project delay, a lost award or a customer financing issue can quickly create a production gap. 

That is not a published national industry standard. It is an operating benchmark developed from years of managing and advising roofing companies. 

Right now, I am hearing more concern from roofing contractors around the country about shorter backlog visibility, delayed starts, and work that does not feel as certain as it did several months ago. That field feedback deserves attention. 

A contractor with nine months of reported backlog but only four months of reliably executable work has a four-month problem, not a nine-month solution. 

Labor is weakening without becoming easy 

The labor market is sending another mixed signal. National hiring has slowed significantly. May and June payroll gains were revised lower, and total nonfarm employment declined in July. Labor-force participation has also fallen since the beginning of the year. 

Those are legitimate signs of a cooling labor market, but roofing contractors should not assume that means skilled people will suddenly become easy to find. They will not. 

A slower national economy may increase the number of people seeking work, but it does not automatically create experienced roofing estimators, project managers, superintendents, service technicians or foremen. Those skills take years to develop. 

Our industry is also dealing with a generational transition as experienced people retire and companies compete for a limited pool of proven talent. That creates another planning challenge. 

Contractors should be cautious about adding overhead simply because they expect future growth. They should be equally cautious about cutting experienced people too quickly because the economic headlines turn negative. Replacing a strong estimator or project manager twelve months from now may be much more difficult than retaining that person through a slower period. 

The forward pipeline deserves attention 

Backlog tells us what contractors already have. Architecture and design activity can tell us something about what may be coming. That is why I believe the Architecture Billings Index deserves attention. 

The June Architecture Billings Index came in at 47.3, remaining below the 50 level associated with growth. Architecture-firm backlog also declined from 6.6 months in the first quarter to 6.3 months in the second quarter. 

I would not use that information to predict a construction collapse. I would use it as another reason not to become complacent. Design work occurs well before construction, and when design activity remains weak for an extended period, it can eventually result in fewer projects reaching the bidding stage. 

That becomes particularly important as contractors begin developing their 2027 budgets. The work you are installing today was often designed and financed many months ago. The condition of the design pipeline today may tell us more about the opportunities available next year. 

Delays may matter more than cancellations 

There is another issue I believe contractors sometimes underestimate. Projects do not have to disappear to hurt your business. They only need to move. 

Contractor surveys this year have continued to show a significant number of projects postponed, scaled back or canceled. From an operational standpoint, a postponement can sometimes be nearly as disruptive as a cancellation. 

Imagine you have a $2 million roofing project scheduled to begin in October. The owner still intends to build it, the contract still exists, and the project remains in your backlog. But financing problems push the start into February. 

Your backlog report may barely change, while your October production schedule changes dramatically. Now you have crews without the work you expected, equipment sitting idle, overhead continuing, and cash flow shifting. Other jobs may need to be accelerated to fill the hole. 

That is why contractors need to talk with general contractors and owners about more than whether a project is still active. Ask whether the start date is still realistic. That conversation can be far more valuable than simply looking at the backlog report. 

Costs have not returned to normal 

A slowing economy would be easier to manage if costs were declining at the same time. That is not necessarily the environment contractors are operating in. 

July’s inflation reports are a good example of why the headlines can be misleading. Consumer prices rose only 0.1% in July, and the annual inflation rate eased slightly to 3.4%. Producer prices were flat overall for the month. That soundsencouraging, and it is, but it does not mean prices are falling. 

If inflation drops from 4% to 3%, that does not mean prices fell 1%. It means prices are still increasing, just at a slower rate than before. The same distinction matters on the producer side. Even with no overall increase in July, producer prices were still 4.7% higher than a year earlier. 

For construction, the picture was even more important. Construction input prices edged up 0.1% in July and remained 7.4% higher than a year earlier. A lower inflation rate can slow the erosion of margins, but it does not automatically restore them. 

Material prices remain elevated, insurance continues to pressure overhead and skilled labor costs remain high. Fuel and freight can change quickly and recent disruptions involving global refinery capacity and major shipping routes are another reminder that energy costs can move independently of the broader economic cycle. Financing also remains expensive compared with the environment contractors grew accustomed to years ago. 

That creates one of the more difficult combinations for any business. Slower growth reduces pricing power, higher costs squeeze margins, and shorter backlog increases the temptation to chase work. 

That is where discipline matters. The worst response to a weakening market can be filling the schedule with low-margin work simply because everyone is worried about keeping crews busy. 

Busy and profitable are not the same thing. That lesson becomes even more important when the market starts slowing. 

Build a plan that does not require you to be right 

This is the part I believe matters most as contractors prepare for 2027. The best business plan in an uncertain economy is not the one built around the most accurate forecast. It is the one that still works when the forecast is wrong. 

I would build next year’s plan around three scenarios. The base case assumes slower growth, uneven construction demand, and continued cost volatility. The upside case assumes financing improves, project starts accelerate, and demand begins broadening across more construction sectors. 

The downside case assumes several pressures converge at the same time: employment weakens further, financing becomes more difficult, project delays increase, the backlog declines, and cost pressures remain. 

I am not suggesting contractors build three separate companies or three completely different budgets. I am suggesting leadership understand what happens under each scenario. 

What happens to revenue and gross margin? How much backlog and cash do we need? When do we stop hiring or adjust overhead? Which capital expenditures can wait? Which investments continue regardless of conditions? At what point does declining executable backlog trigger a change in strategy? 

Those decisions are much easier to make today than when everyone is already under pressure. 

Liquidity is strategic flexibility 

Cash is sometimes treated as money simply sitting on the balance sheet. During uncertain markets, liquidity is much more valuable than that because it creates options. 

It allows a company to retain a strong employee through a temporary slowdown, purchase materials earlier when there is a legitimate financial advantage, absorb a delayed project, and pursue an opportunity when a competitor cannot. 

Most importantly, liquidity prevents desperation. Companies under financial pressure often make poor decisions because they run out of time. They bid projects they should not bid, accept margins they should not accept, borrow under unfavorable terms, delay necessary investments, and make personnel decisions based on what happens next week rather than where the company needs to be next year. 

Liquidity buys time, and time creates better decisions. 

Do not cut away your ability to grow 

Preparing for slower growth does not mean putting the company into recession mode. That would be another mistake. 

If conditions weaken, contractors should absolutely challenge overhead, delay unnecessary purchases, protect cash, review expenses, and improve collections. But there is a difference between eliminating waste and eliminating capacity. 

Your strongest estimator is capacity. Your best project manager is capacity. Your service department is capacity. Leadership development is capacity. Technology that improves estimating, project visibility, and job costing may also be capacity. 

A contractor can cut so deeply during a slowdown that the company survives the downturn but is unable to take advantage of the recovery. That is why I prefer flexibility over fear. 

Protect the capabilities that make the company stronger. Challenge the expenses that do not. 

What I would be doing going into 2027 

If I were sitting with a roofing contractor today, preparing next year’s business plan, I would begin with the executable backlog rather than the total backlog. 

I would review what is realistically scheduled at 30, 60, 90, 180, and 270 days, then stress-test it. What happens if one large project is delayed by 90 days? What happens if two projects move? Which customers represent the greatest concentration risk? Which jobs still depend on financing or other approvals? Which projects have aggressive margin assumptions? 

I would review the bid pipeline and hit rates. I would increase business development before backlog becomes critical rather than waiting until crews need work. I would watch collections and cash conversion closely, preserve available credit even if I did not expect to use it, challenge major capital expenditures, and protect strong people and productive operating capacity. 

Most importantly, I would establish clear trigger points for when the company changes course. If the executable backlog falls below a predetermined level, what actions are taken? If gross margin misses plan for two consecutive months, what gets reviewed? If accounts receivable starts to stretch, who owns the response? If major projects move, when does labor planning change? 

Those decisions should not be made for the first time during a crisis. The time to make them is now. 

Planning without pretending to know the future 

I do not believe roofing executives should plan as though a recession is inevitable. I also do not believe they should assume today’s economic pressures will work themselves out. 

The more prudent position lies between those two extremes. Build the company around a reasonable expectation of slower growth, increasingly uneven demand and continued cost volatility. Maintain enough liquidity and operating flexibility to withstand a genuine downturn if several pressures converge. 

At the same time, preserve enough capacity to take advantage of opportunity if conditions improve. 

The economic signals may continue to disagree. That does not mean leadership has to be uncertain. We do not need to know exactly what the economy will do next. We need to build roofing companies capable of succeeding under more than one outcome. 

That is not pessimism. It is responsible business planning. 

By Cotney Consulting Group. 

Roofing contractors are often told to follow the specifications, and they should. But the specifications are not the entire scope. 

Drawings, specifications, addenda, contracts, supplementary conditions, manufacturer requirements, referenced standards and actual site conditions may govern a roofing project. Each document may contain part of the contractor’s responsibility, and the risk begins when those documents do not align. 

The drawings may show one assembly while the specifications describe another. The contract may transfer risks that are not mentioned in the technical sections. The manufacturer may require details that were not included in the tender documents. Existing conditions may make the proposed design difficult or impossible to install as drawn. 

A contractor that prices only the roofing specification may miss obligations located elsewhere in the project documents. A contractor that relies only on the drawings may miss performance, testing, warranty, documentation and closeout requirements. 

The estimate must account for the full contract package, not only the pages that appear to describe the roof. 

The scope is spread across several documents 

Construction documents are organized for different purposes. The drawings communicate dimensions, locations, assemblies and details. The specifications describe materials, performance requirements, execution standards, testing, submittals and closeout obligations. The contract establishes legal and commercial responsibilities. Addenda modify the tender documents before award, while supplementary conditions may change the meaning of the general conditions. 

The roofing contractor must determine how those documents work together. That requires more than searching for the word “roof.” 

Temporary protection may be addressed in one section, demolition in another and coordination with mechanical or electrical work elsewhere. Safety requirements may appear in the owner’s project manual. Waste handling, access, hoisting, noise restrictions, working hours and site security may be addressed outside the roofing division. 

The scope may also include responsibilities created by reference. A specification may require compliance with a manufacturer’s published installation instructions, a referenced standard or an owner guideline that is not reproduced in the tender package. 

The contractor must identify those references and determine what they add to the work. 

Document priority must be understood 

Project documents do not always agree. When they conflict, the contract may establish an order of precedence. One document may govern over another, or the contractor may be required to request clarification before proceeding. 

The estimator should identify that hierarchy before tender. It is dangerous to assume that the most detailed drawing automatically controls or that the specification always overrides the plan. 

The answer depends on the contract. If the drawings show two layers of insulation and the specification describes three, the contractor should not quietly choose the less expensive interpretation. If the detail shows a standard flashing height but the specification calls for a higher minimum, the discrepancy should be clarified. 

Pricing one interpretation while the owner expects another creates avoidable dispute. A clear request for information before tender is stronger than an argument after award. 

Tender questions should be logged with the date submitted, the response received and the effect on scope or price. A clarification has little value if the answer never reaches the estimator, supplier or project team. 

Addenda can change more than the price 

Addenda are often reviewed quickly as the tender deadline approaches. That is a mistake. 

An addendum may change materials, quantities, details, schedule, access, warranty requirements or contract language. It may answer one bidder’s question in a way that affects every contractor.  

The change may appear small while creating a major operational effect. A revised insulation thickness can affect material costs, labour, fastening, perimeter heights and equipment curbs. A new completion date can alter weather exposure and crew availability. A modified testing requirement can add time, coordination and repair responsibility.  

Every addendum should be logged, distributed and reviewed by the people responsible for estimating, operations and contract risk. The company should confirm that every tender revision is reflected in the final estimate. An addendum acknowledged but not priced is still a missed scope item. 

Document control must be deliberate 

The company should maintain one controlled project-document set that identifies the current drawings, specifications, addenda, approved substitutions and issued revisions. 

Superseded documents should be marked clearly and removed from active use. Estimating, purchasing, project management and the field should all be working from the same information. A revised detail does not protect the contractor when the crew is still building from an earlier drawing. Document control should identify who receives revisions, who reviews them and how the effects on scope, price, schedule and procurement will be communicated. An update to a drawing may require more than just replacing one file. It may affect purchase orders, shop drawings, field instructions, subcontractor scope and completed work.  

Revision control is not an administrative formality. It is part of project risk management. 

The contract can expand the technical scope 

Roofing contractors sometimes focus heavily on technical requirements while giving less attention to the contract. The contract can change the real cost of the work. 

It may require the contractor to verify dimensions, coordinate trades, protect completed work, provide temporary facilities, attend meetings, submit detailed schedules, maintain specific insurance, perform testing, absorb certain delays or return repeatedly for closeout. 

The technical specification may accurately describe the roof assembly, while the contract shifts significant operational risk to the contractor. 

The estimator should understand who is responsible for site access, weather protection, hoisting, temporary heating, material storage, security, damage from other trades, permits, inspections and disposal. 

Payment terms also matter. Holdback, invoice requirements, change-order procedures and closeout conditions may affect cash flow even when the technical work is straightforward. The roofing scope is not fully understood until both the technical and commercial obligations have been reviewed. 

Site conditions can override tender assumptions 

The documents describe the intended work. The site reveals whether those assumptions are realistic. 

Existing roof assemblies may differ from available records. Deck conditions may be concealed. Drainage may not match the drawings. Access may be more restricted than expected. Mechanical equipment may have been added after the original construction documents were prepared. 

The contractor should complete a site review whenever the tender process allows. The review should confirm access, staging, loading, hoisting, storage, interior protection, operating hours, occupied conditions, electrical hazards, roof elevations and visible existing conditions. 

A site visit does not eliminate concealed risk. It does help the contractor identify conditions that should have been visible before tender. When access is limited or destructive investigation is not permitted, the estimate and tender should state the assumptions used. Silence does not protect the contractor when the site later proves more difficult than expected. 

Existing conditions must be distinguished from design responsibility 

Roofing contractors are expected to draw on their experience and identify obvious concerns. That does not mean they should casually accept design responsibility for the entire building envelope. 

The contractor should identify when the proposed work conflicts with observed conditions, manufacturer requirements or sound roofing practice. It should raise those concerns promptly and document the response. 

At the same time, the contractor should avoid redesigning the project without clear authority, appropriate qualifications and compensation. A contractor that notices inadequate flashing height, poor drainage, questionable attachment conditions or incompatible materials should not simply proceed because the detail appears on the drawings. 

The issue should be referred to the appropriate design professional or consultant. Constructability review is part of responsible contracting. Uncontrolled redesign is not. 

Delegated design must be recognized and priced 

Some project documents assign limited design responsibilities to the contractor or its specialists. That may include engineered attachment, wind-uplift design, tapered insulation layouts, support details, shop drawings, calculations or professional seals.  

Those obligations should not be treated as routine submittals when they require design judgment, engineering review or specialist involvement. 

The contractor should determine who will perform the delegated design, what information must be provided, which professional qualifications are required and who carries responsibility for coordination. 

The cost and schedule effect should be included before tender. A requirement for sealed calculations or professional design can affect consultant fees, submittal timing, procurement and field installation. Delegated design is still design responsibility. It must be recognized, assigned and controlled. 

Manufacturer requirements must be confirmed 

A project may require a specific roof-system warranty. That requirement can create responsibilities beyond the tender drawings and specifications. 

The manufacturer may require approved products, attachment patterns, insulation arrangements, details, inspections, testing or contractor qualifications. It may also impose limitations on installation in cold weather or on certain substrates. 

The estimator should confirm that the specified assembly is eligible for the required warranty. Substitutions should not be priced merely because they appear technically similar. 

The manufacturer must confirm whether the proposed materials and details are acceptable within the warranty system. The contractor should also understand who pays for corrections identified during manufacturer inspections. A warranty requirement without confirmed system compatibility can create expensive changes after award. 

Referenced standards carry real obligations 

Specifications frequently reference building codes, test methods, industry standards and technical publications. Those references may establish performance requirements that are not repeated in the specification.The contractor should identify which standards apply and whether the tendered system satisfies them. 

In Canada, applicable requirements may also depend on the code edition adopted by the province, territory or municipality. National model codes provide an important framework, but the governing jurisdictiondetermines what applies to the project. 

The contractor should not make engineering decisions outside its qualifications. It should understand when wind resistance, snow loading, fire classification, energy performance, vapour control or structural attachment requires design input. 

A reference to a standard is not decorative language. It may define the performance the contractor is expected to deliver. 

Division of responsibility must be clear 

Many roofing problems occur where one contractor’s work meets another’s. The project documents may show the completed condition without identifying who installs equipment curbs, provides wood blocking, flashes mechanical penetrations, raises existing units when insulation thickness increases, protects temporary openings or repairs damage caused by another trade. 

Those responsibilities should be defined before the work begins. The specifications may assign related work to different divisions, while the general contractor may assume that the roofer will complete any work that touches the membrane. 

The roofing contractor should not rely on assumptions. Scope interfaces should be reviewed during estimating and clarified during project handoff. Undefined interfaces lead to change-order disputes, schedule delaysand warranty problems. 

Temporary work is still part of the scope 

Temporary protection is often underestimated because it does not remain in the finished building. It still requires labour, materials, supervision and risk. 

The contractor may need to protect open roof areas, interior spaces, stored materials, completed work and adjacent surfaces. Temporary drainage may be required, and work may need to be phased around occupied operations or in response to changing weather. 

The documents should be reviewed to determine the required level of protection and who is responsible if water enters during construction. A general instruction to maintain the building's watertightness can create significant obligations if the phasing and temporary systems are not understood.  

Temporary work should be estimated with the same discipline as permanent work. It may be removed later, but its cost and risk are real. 

Testing and inspection requirements must be priced 

Testing can include moisture surveys, adhesion tests, pull tests, flood testing, electronic leak detection, quality inspections and manufacturer reviews. These activities may require coordination, access, temporary repairs, return visits and written reports. The contractor should determine who arranges the testing, who pays for it and who is responsible for repairs or retesting when results are not accepted. 

Testing schedules can also affect production. A roof area may need to remain exposed until inspection is complete. Overburden may not be installed until waterproofing is tested, and adhesion results may be requiredbefore materials are ordered. 

Testing is not simply a closeout item. It can change the sequence and duration of the work. 

Submittals control procurement and installation 

Shop drawings, product data, samples, safety information, warranty forms and project schedules are sometimes treated as administrative paperwork. They are part of production planning. 

Materials may not be released until submittals are approved. Work may not begin until details are reviewed, and substitutions may require additional technical information and consultant response. 

The contractor should identify every required submittal, who will prepare it and how long approval may take. Late submittals create late purchasing. Incomplete submittals create repeated review cycles. The estimate should include the administrative effort required to prepare, track and revise them. 

A project delayed in the office can lose production time in the field. 

Closeout requirements should be identified early 

The contract may require warranties, maintenance manuals, as-built drawings, photographs, test reports, inspection records, training, statutory declarations, clearance certificates and completion of deficiencies before final payment. 

These items should not be discovered after the crew has left. The project team should create a closeout register during handoff and update it throughout the work. Required photographs should be taken while details remain visible. Product records should be retained, warranty applications submitted on time and deficiencies closed promptly. 

The contractor should also understand which closeout items affect substantial performance, final billing or the release of the holdback. Completing the installation does not automatically complete the contract. 

Assumptions must be written into the tender 

No estimator can eliminate every unknown condition. The company can make its assumptions visible. If the estimate assumes normal working hours, clear access, one mobilization, dry-deck conditions, available power, owner-provided structural support or uninterrupted staging, those assumptions should be stated. 

Exclusions should be specific enough to identify responsibility without becoming an attempt to avoid every reasonable obligation. Clarifications should address genuine gaps or conflicts in the documents. 

The tender should not depend on internal assumptions that the customer never sees. A number supported by written assumptions is easier to defend than a low price built on silent interpretation. 

The handoff must include the document history 

When a project is awarded, operations should receive the same controlled document set used to price it. That includes final drawings, specifications, addenda, tender clarifications, accepted alternatives, contracts, correspondence and supplier quotations. 

The project manager should understand which assumptions were included, which risks were accepted and which revisions changed the original tender.  

A final contract may differ from the tender package. Those differences must be identified before the project begins. The handoff should also confirm unresolved questions, submittal deadlines, long-lead materials, testing, temporary protection and closeout requirements. 

The project team cannot properly execute the estimate when it does not know which documents informed the price. 

The lowest price often contains the most assumptions 

Two roofing contractors can review the same project and arrive at very different prices. The difference may not be material cost or labour efficiency. One contractor may have included temporary protection, testing, coordination, hoisting, remobilization, detailed closeout and realistic weather exposure. The other may have priced only the visible roof assembly. 

The lower number may appear more competitive. It may also contain more unspoken assumptions. The objective is not to add unnecessary cost to every tender. It is to understand the full obligation before committing to the price. 

A roofing contractor should know exactly what it has included, what it has excluded and what remains unresolved. 

Read the project, not just the specification 

Specifications are essential. They describe materials, performance, execution and quality expectations that the roofing contractor must understand. 

But they are only one part of the project. The complete scope is set out across the drawings, contract, addenda, referenced standards, manufacturer requirements, site conditions and coordination obligations. 

Strong contractors do not review those documents independently. They reconcile them. They control revisions, track clarifications, identify delegated design, confirm interfaces and carry the real cost of execution into the estimate.  

The specifications may describe the roof. The complete project documents define the responsibility.