Florida
November 2026
ROOFING A Publication of FRSA – Florida’s Association of Roofing Professionals
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Contents 10 | When the Building Official Gets It Wrong: Challenging Local Roofing Code Interpretations 16 | Hip and Ridge: More Changes in the 2026 9th Edition of the FBC 22 | Win More Jobs With Fewer Steps 26 | Roofing Has Gone Digital. Has Your Security Kept Up?
FRSA-Florida Roofing Magazine Contacts: For advertising inquiries, contact: Skip Heymann at skip@floridaroof.com (800) 767-3772 ext. 127 All feedback and reprint permission requests (please include your full name and address) contact: Lisa Pate, Editor, at lisapate@floridaroof.com (800) 767-3772 ext. 157 Florida Roofing Magazine PO Box 4850, Winter Park, FL 32793-4850 View media kit at: www.floridaroof.com/florida-roofing-magazine/
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November 2026
Any material submitted for publication in Florida Roofing becomes the property of the publication. Statements of fact and opinion are the responsibility of the author(s) alone and do not imply an opinion or endorsement on the part of the officers or the membership of FRSA. No part of this publication may be reproduced or transmitted in any form or by any means, without permission from the publisher. Florida Roofing (VOL. 11, NO. 11), November 2026, (ISSN 0191-4618) is published monthly by FRSA, 3855 N. Econlockhatchee Trl. Orlando, FL 32817. Periodicals Postage paid at Orlando, FL. POSTMASTER: Please send address corrections (form 3579) to Florida Roofing, PO Box 4850, Winter Park, FL 32793-4850.
www.floridaroof.com | FLORIDA ROOFING
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Looking Ahead to 2027: Cooler Weather, Hard-Earned Respite and Preparing for Upcoming Code Changes FRSA President Matthew Leonard, Architectural Sheet Metal Inc. As November arrives, we finally get to take a collective breath. The relentless, punishing heat of our Florida summer has given way to autumn breezes and cooler, more manageable working conditions. If there is one thing our crews have earned over the past few months, it is a well-deserved reprieve. Our roofing and sheet metal crews faced down one of the most grueling summer climates imaginable. Day in and day out, workers battled extreme thermal stress, sudden downpours and intense physical labor to keep projects on schedule and protect our clients’ properties. The resilience, grit and dedication demonstrated on jobsites across the state have been nothing short of extraordinary. I am immensely proud of every single contractor, superintendent and field technician who pushed through the summer heat. Your commitment to top-tier craftsmanship and jobsite safety defines “Setting the Pace in Roofing.” Now, as outdoor conditions improve for construction and installation, our focus must shift from the challenges of yesterday to the horizon of tomorrow. With the new year fast approaching, we need to direct our attention toward the upcoming 2026 Florida Building Code updates. Regulatory changes are always pending in our industry but the adjustments slated to start in 2027 bring critical shifts in wind-load requirements, material standards and installation protocols that will impact every residential and commercial roofing project we touch. Preparation is key to avoiding costly delays and compliance hurdles. I strongly encourage all members and company leadership to take a proactive approach right now: ■ Review the updates early: Familiarize yourselves with the upcoming code revisions well ahead of their December 31 effective date. ■ Train your teams: Educate your field personnel, estimators and project managers on the new technical specifications so your entire organization is aligned.
these transitions smoothly. Our commitment to “Setting the Pace in Roofing” is what keeps Florida contractors at the forefront of the industry. Thank you for your continued dedication to our trade, our Association and the safety of your teams. Enjoy the cooler weather, keep your crews safe and let’s finish the year strong while preparing for a successful 2027. Kind regards,
FRSA President matthew@asmfl.com
SAVE THE DATE for FRSA’s 105th Annual Convention & Expo
July 7-9, 2027 Gaylord Palms Resort & Convention Center, Kissimmee
■ Coordinate with manufacturers: Stay in close communication with your material suppliers and product representatives to ensure the systems you specify and install are fully compliant with the new code standards. FRSA will continue to provide educational resources, updates and guidance to help members navigate www.floridaroof.com | FLORIDA ROOFING
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Industry Updates America and completed major acquisitions while investing in technology, operations and customer IKO North America is officially launching IKO Metals, bringing DECRA’s stone-coated steel roofing portfolio service. “Leading ABC Supply has been the greatest privunder the IKO Metals brand. DECRA became part of ilege of my career,” Rozolis said. “The company is in IKO through its 2018 acquisition of Roof Tile Group. great hands with Mike and I couldn’t be more confiDECRA by IKO Metals, includes three profiles inspired dent about what’s ahead for ABC Supply.” by traditional tile and shake, combining the look of Jost has served as President and COO since 2024 traditional roofing materials with the strength and and has held leadership roles focused on operations, durability of stone-coated steel. customer service and growth. “Our strategy remains The launch builds on IKO’s investment in metal roofthe same, our commitment to customers is unwaving, including the opening last year of its $60 million, ering and our culture is our greatest asset,” Jost said. 205,000-square-foot manufacturing facility in Ennis, “We have strong momentum, an exceptional team and Texas. “The portfolio gives IKO a foundation to serve a solid foundation for continued growth.” customers looking for the distinctive appearance of ABC Supply founder Diane Hendricks credited tile and shake without moving away from the perforRozolis with helping strengthen the company through mance characteristics of steel. These three profiles years of growth and change, while Board Chairman are the first step in expanding IKO’s metal roofing Brent Fox said Jost has been an integral part of the offering,” said Vince Carrier, Product Development organization’s success. Manager, IKO North America. Rozolis will remain involved with ABC Supply after Available across the U.S. and Canada, the launch his retirement as an Executive Advisor and member portfolio gives homeowners, contractors and distribof the company’s Board of Directors. He and Jost will utors new design options in a steel roofing system. It work together through the end of the year on the leadincludes: ership transition. ■ Mediterranean Tile – a low-profile, scalloped design that carries the aesthetic of Old-World clay Amrize Names Mario Gross President of tile in stone-coated steel.
IKO Launches IKO Metals
Building Envelope
■ Farmhouse Shake – the wide profile and textured The Amrize Board of appearance of hand-split cedar shake, recreated in Directors has appointed stone-coated steel with deep shadow lines. Mario Gross as President, Building Envelope. ■ Spanish Tile – the sweeping curves and timeless Gross succeeds Jake character of Spanish clay tile in stone-coated Gosa, who is stepping steel. down from the role. All IKO Metals roofs have a Class 4 impact-resistance Gross has been a rating, a Class A fire rating and are designed to withmember of Amrize’s stand freeze-thaw conditions. Executive Committee as its Chief Supply Chain ABC Supply Names Mike Jost Next CEO Officer since 2025. He ABC Supply Co. Inc. previously served as Mario Gross announced that CEO Chief Operating Officer Keith Rozolis will retire of the Building Envelope at the end of the year, business from 2024 with President and Chief to 2025, where he led operations to establish the Operating Officer Mike segment as a leading provider of commercial and Jost succeeding him as residential roofing, weatherproofing and insulation CEO. systems. Previously, Gross served in various commerRozolis joined the cial and operational roles of increasing responsibility company in 1999 and at Holcim and Sika. became CEO in 2014. Jan Jenisch, Chairman and CEO stated, “Mario is an During his tenure, the exceptional leader with deep operational expertise, Beloit-based distributor understanding of our Building Envelope business and Mike Jost more than doubled its a track record of delivering results. I am excited to number of locations, welcome Mario as President of Building Envelope and expanded across North 6
FLORIDA ROOFING | November 2026
look forward to working with him in his new role as SENCO Celebrates 75 Years of Innovation, we continue to deliver for our customers, drive opera- Performance and U.S. Manufacturing tional performance and long-term, profitable growth. I SENCO, the trusted leader in fastening solutions, thank Jake for his contributions at Amrize, and we wish proudly celebrates 75 years, marking a milestone that him well in his future endeavors.” reflects decades of innovation, craftsmanship and commitment to making hard work easier for profesJake Goodin Joins MuleHide as sional contractors. Territory Manager Since 1951, SENCO has earned the confidence of Low-slope roofing builders, remodelers, manufacturers and tradespeople manufacturer MuleHide by delivering fastening solutions designed to improve has hired Jake Goodin productivity, performance and jobsite reliability. What as Territory Manager for began 75 years ago as a small company with a vision Alabama, Mississippi and for better fastening solutions has grown into a globally the Florida Panhandle, recognized brand whose products are used on jobsites where he will be the every day. company’s lead contact “We created the world’s first pneumatic tackers. with customers. His And in doing so, we didn’t just launch a product: we responsibilities include launched an industry.” Says Cliff Mentrup, CEO of helping ensure that SENCO. “We set a new standard for what speed and projects are completed ease on the assembly line could look like. The fastener Jake Goodin efficiently and according and pneumatic tool business as the world knows it to specification, working today was founded by SENCO.” with contractors and ABC Before SENCO’s incorporation in the 1950s, comSupply Co. Inc. branch teams to develop the best sol= pany founder Albert Juilfs produced the Springtramp utions to meet property owners’ roofing needs and Eliminator, a mechanical device that eliminated a providing ongoing product, technical and sales training common vibration problem with automobiles of the for contractors and ABC Supply associates. time. Years later, SENCO opened its first manufacGoodin has 20 years of outside sales experience, turing facility in Cincinnati, Ohio, where it produced including nine years in the roofing industry. He worked two groundbreaking fastener products – paper-taped for ABC Supply as the Steep-slope Business Manager framing nails and coil nails. From pioneering pneumatic for the Southeast region. He started in the roofing fastening systems to advancing battery-powered and industry as a Regional Sales Manager with Mid-States auto-feed solutions, SENCO has remained focused on Asphalt, covering Florida and Georgia. solving real-world challenges for professionals who “Jake understands that roofing is a relationship demand performance and durability. business,” said Southeast Regional Director Matt Bost. As the company celebrates its past, it remains “He has formed lasting partnerships with contractors equally focused on the future. SENCO continues to and ABC Supply associates throughout the region, invest in product innovation, market changes and strengthening existing relationships and establishing technologies that help contractors work more effinew ones. We’re excited to have him build on that suc- ciently in an evolving industry. cess as part of the MuleHide team.” FRM
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www.floridaroof.com | FLORIDA ROOFING
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Federal Advocacy and the Future of Florida’s Roofing Workforce By Tristan Starbird, Partner, Trademark Roofing Florida’s roofing industry continues to feel the strain of a tightening skilled trade labor pool. This month, that challenge was brought directly to Washington as I met with White House staff and senior officials from HUD, OMB, Domestic Policy and the Department of Labor to discuss one priority: strengthening the workforce pipeline for contractors across our state. The conversations were direct and productive. Policymakers showed genuine interest in understanding the realities our contractors face — from aging labor pools to limited vocational pathways. While technology continues to evolve, one truth remains constant: AI cannot install a roof or replace the craftsmanship our industry depends on. With support from FRSA, the National Association of Home Builders and the National Roofing Contractors Association, I presented current data and firsthand field experience. Although no single solution emerged, we aligned on several federal levers that can ease pressure on contractors, including apprenticeship expansion, workforce training incentives and stronger vocational education partnerships. For FRSA members, the takeaway is clear: our industry’s voice is being heard at the highest levels of government. The challenges you navigate daily are
Porter Graham (NAHB), Tristan Starbird and Sam Gilboard (NAHB)
shaping national workforce discussions and momentum is building toward practical solutions. Florida’s continued growth depends on our ability to recruit, train and retain the next generation of roofing professionals. I encourage contractors and business owners statewide to stay engaged with legislators and agency partners. Your perspective carries more influence than you might expect. FRM
FRSA Members Deliver Campaign Checks Each year, we ask members to hand-deliver campaign donations to candidates that support our industry and issues that are important to us. Many times, we contact these legislators during the year to ask for assistance in sponsoring, supporting or eliminating a bill that will negatively impact roofing contractors. Recent successes include enabling roofing contractors to perform roof-to-wall connections, revisions to the 10-day
Alfy Fyock and Senator Jake Johansson 8
FLORIDA ROOFING | November 2026
contract language and adding roofing contractors to the list of people who can provide consumers an evaluation of their roofs, potentially extending the time for replacement an additional five years. We’ve been able to build these relationships that assist FRSA’s Legislative Counsel, Chris Dawson and team to make these advances possible. Many thanks to all! FRM
Les Sims, CPRC, Rep. Judson Sapp, Savannah Williams
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When the Building Official Gets It Wrong: Challenging Local Roofing Code Interpretations Trent Cotney, Partner, Adams & Reese, LLP and FRSA General Counsel Florida roofing contractors work closely with building officials every day. In most cases, disagreements over permitting, inspections and code requirements can be resolved professionally at the local level. Building officials have an important responsibility to protect public safety and enforce the Florida Building Code. At the same time, contractors occasionally encounter interpretations or local practices that appear inconsistent with the code, a Florida Building Commission interpretation or state law. When that happens, the contractor should respond carefully, factually and through the appropriate process. The first step is to identify exactly what is being required. Contractors should avoid arguing about custom, prior practice or what another jurisdiction allows. Ask for the specific code section, adopted local amendment, product approval requirement, manufacturer instructions or other legal authority
supporting the requirement. A disagreement becomes much easier to evaluate once the issue is reduced to a specific written interpretation rather than a field-level conversation. The Florida Legislature has expressly recognized the need for uniform interpretation of the Florida Building Code. Section 553.775, Florida Statutes states that the Code should be interpreted in a manner that protects public safety while also promoting uniformity and providing fair and expeditious procedures for resolving disputes.
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BUILDING PRODUCTS
Local building officials and enforcement agencies must interpret the code consistently with applicable declaratory statements and interpretations entered by the Florida Building Commission. That does not mean every disputed decision is wrong. The Florida Building Code often requires technical judgment and project-specific conditions that can affect the analysis. Contractors should therefore assemble the complete record before escalating a disagreement. That record may include permit documents, photographs, approved plans, product approvals, manufacturer installation instructions, engineering documents, inspection comments, correspondence and the relevant code provisions. A concise written explanation of the contractor’s position is generally more effective than a prolonged verbal dispute at the permit counter or jobsite. Contractors should also determine whether the jurisdiction has adopted a valid local amendment or administrative procedure that affects the issue. Florida law permits certain local amendments to the Florida Building Code but those amendments are subject to statutory requirements and limitations. A contractor should not assume that a requirement is invalid simply because it differs from what another city or county requires. Conversely, a jurisdiction should be able to identify the authority supporting a local requirement that goes beyond the statewide code. If the issue cannot be resolved with the inspector or plans examiner, the contractor should elevate it through the building department’s chain of command. A discussion with the building official or building code administrator often resolves the dispute once the relevant documents and code provisions are reviewed. Keep the communication professional. The objective is not to prove that someone is “wrong.” The objective is to obtain a clear, supportable interpretation that can be applied consistently. For recurring or significant disputes, it may also be appropriate to involve the city or county attorney. This is particularly useful when the issue involves the legality of a local policy, ordinance, waiver, administrative practice or requirement that may extend beyond a technical code interpretation. The city or county attorney can evaluate the legal authority for the jurisdiction’s position. Contractors or trade associations should present the issue narrowly, identify the statutory or code provisions involved and explain the practical impact without personalizing the dispute. Importantly, involvement of local government counsel does not replace the statutory process for formally reviewing a building official’s code interpretation. Florida law provides a formal mechanism for challenging local interpretations. Under section 553.775, a substantially affected person may seek review of a
local building official’s interpretation through the process established by the Florida Building Commission, generally after any applicable local board of appeals process. The statute establishes procedures for the local official’s written response and for review by a designated panel. It also provides additional appeal rights. For disputes that truly concern an interpretation of the Florida Building Code, contractors should understand that this statutory process is the designated remedy. The practical lesson is to document first, identify the legal authority, escalate professionally and use the formal review process when necessary. Building officials and roofing contractors ultimately share the same objective: safe, code-compliant construction. A respectful process that focuses on the text of the Code and the governing law gives everyone the best chance of reaching a defensible and uniform result. FRM Disclaimer: This article is intended for general informational and educational purposes only and does not constitute legal advice. The application of the Florida Building Code and Florida law depends on the specific facts, jurisdiction, code edition, local amendments, and procedural posture involved. Contractors should consult qualified legal counsel regarding specific disputes or enforcement matters. Trent Cotney is a Partner and Construction Team Leader at Adams & Reese, LLP. You can reach him at 813-227-5501 or trent.cotney@arlaw.com.
Free Legal Helpline for FRSA Members
Adams & Reese is a full-service law firm dedicated to serving the roofing industry. FRSA members can contact Trent Cotney to discuss and identify legal issues and to ask general questions through access to specialized counsel. They offer free advice (up to 15 minutes) for members. If additional legal work is required, members will receive discounted rates. This is a pro bono benefit provided to FRSA members only. Contact Trent at 813-227-5501.
www.floridaroof.com | FLORIDA ROOFING
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Looking Toward the '27 Legislative Session Kylee Bo, Government Affairs Advisor, GrayRobinson As Florida looks ahead to 2027, the political landscape is beginning to take shape. Several major policy issues are already emerging as priorities for the 2027 legislative session. Among the most significant issues expected to receive attention are artificial intelligence, data centers and property tax reform, along with continued discussions surrounding property insurance and growth management. Under Speaker Designate Sam Garrison and Senate President Designate Jim Boyd, legislative leadership has indicated a focus on quality education and schools, public safety and safer communities and maintaining a strong and resilient Florida economy. The 2027 calendar will move quickly. The Governor will be sworn into office on January 5, 2027. Legislative committee weeks are scheduled throughout December, January and February with the regular legislative session beginning March 2 and concluding on April 30. The state’s revenue performance will also play an important role in shaping the Legislature’s ability to fund major priorities, including education, health care and corrections. In August, Florida collected $3.81 billion in net general revenue, approximately $2 million below the state’s forecast, according to the Legislature’s Office of Economic & Demographic Research. The state’s largest source of revenue, the
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sales tax, came in below expectations, generating $2.99 billion, approximately $43 million less than forecasted. Meanwhile, corporate income tax collections outperformed expectations, reaching $113.8 million or approximately $25.4 million above the forecast. These mixed results underscore the importance of continued monitoring of Florida’s revenue collections as lawmakers prepare the 2027 state budget. Florida’s broader economic outlook will also be an important consideration as lawmakers enter the next legislative cycle. In late September, the U.S. Department of Labor reported approximately 4,955 initial unemployment claims in Florida, down roughly 175 claims from early September and 329 claims from mid-September. Despite the recent decline, Florida’s unemployment claims fluctuate week to week and the unemployment rate remains around 4.5 percent above the national rate of approximately 4.1 percent. While Florida continues to experience economic growth and population expansion, employment trends and the state’s overall economic performance will remain important factors as policymakers consider tax policy, economic development, workforce needs and the state budget. Taken together, the 2027 legislative session is shaping up to be an important one for Florida, with lawmakers balancing competing priorities around affordability, growth management, public safety, education and economic development while navigating the state’s evolving fiscal and economic landscape. FRM Kylee Bo, GrayRobinson, is a Government Affairs Advisor specializing in policy and appropriations at both the Florida Capitol and local levels. Based in Orlando, she offers clients strategic insights, summaries of state and local hearings and tailored government affairs updates and reports. Kylee works to strengthen relationships with elected officials across the state and represents GrayRobinson at key board meetings. She also delivers educational briefings to select groups, including college students pursuing careers in the legislative field.
PROUDLYREPRESENTING THE
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ADAMSANDREESE.COM // TRENT.COTNEY@ARLAW.COM // 866.303.5868 MAIN OFFICE: TAMPA
The Accountability Gap: Why Companies Drift Without Clear Performance Ownership John Kenney, CPRC, CEO, Cotney Consulting Group I have sat in plenty of management meetings where everyone knew a project had gone sideways but no one could clearly explain who owned the problem. Estimating pointed to field conditions. Operations pointed to an incomplete scope. The project manager said the crew was pulled in too many directions. Accounting was waiting on paperwork before billing could move forward. Everyone had a reason. What the company lacked was clear ownership. That is where accountability begins to break down. In smaller roofing companies, this problem is often less noticeable because the owner is involved in almost everything. Estimating, scheduling, purchasing, project management, billing and even field issues eventually come back to one person. The structure may not be formal but responsibility is usually obvious because the owner is close enough to the work to see what is happening. Growth changes that. As companies add people, departments and layers of supervision, the owner can no longer touch every decision. Project managers are added. Estimators specialize. Field supervisors take on more responsibility. Accounting becomes more structured. Sales teams grow. These are all a necessary part of building a larger organization but that also creates more places where responsibility can become blurred. I have seen companies reach a point where everyone is busy, everyone believes they are doing their part, yet performance begins to drift. Margins tighten. Jobs take longer than expected. Billing gets delayed. Change orders sit too long. Rework increases. None of those problems may be large enough on their own to trigger immediate alarm but together they begin to change the business. The issue is often not effort. It is clarity. Accountability is sometimes treated as a negative word because people associate it with discipline or blame. I look at it differently. Accountability means knowing who owns the result, what that result should look like and what happens when performance starts moving in the wrong direction. Several people may be responsible for pieces of a project but someone still needs to own the outcome. Take a project manager. That person depends on estimating for a complete scope, purchasing for materials, field leadership for production and accounting for timely billing. None of those relationships remove the project manager’s responsibility for overall project 14
FLORIDA ROOFING | November 2026
performance. If the job is falling behind or costs are moving out of line, someone has to recognize it early and drive the response. The same is true in estimating. An estimator depends on supplier pricing, production history, drawings, specifications and input from operations but still owns the completeness and accuracy of the estimate being submitted. Shared input does not mean shared accountability for the final result. This distinction becomes more important as companies grow because without it, problems tend to circulate. A project falls behind schedule. Operations say the crew was not available. The field says material arrived late. Purchasing says the order was placed based on the project manager’s request. The project manager says the schedule changed. By the time everyone explains their part, the problem has already affected production and possibly margin. That is the accountability gap. Strong companies do not eliminate crossdepartment interaction. In fact, they encourage it. The difference is that they make primary ownership clear. People know who is expected to monitor the result, raise concerns and make sure corrective action occurs. That also means accountability has to be tied to measurable performance. I do not believe companies need dozens of key performance indicators to manage well. Too many metrics create noise. The better approach is to identify the handful of numbers that tell leadership whether each major function is performing the way it should. If labor productivity consistently runs behind estimate, someone needs to understand why and what is being done about it. If receivables are aging, someone should own the follow-up instead of assuming accounting will eventually handle it. If gross margin is declining, the discussion needs to go deeper than saying operations must improve. The value of measurement is not the report itself. It is the conversation the report creates.
I have seen companies review financial statements every month and still struggle to improve performance because the numbers were never connected back to operational ownership. Leadership could see that margins were declining but no one traced the variance to labor productivity, scope gaps, purchasing, changeorder management or another specific cause. Knowing a number changed is not enough. Someone has to understand why. This is where regular management review becomes important. A good leadership meeting should not be a long discussion about everything that happened during the month. It should focus on the areas where performance moved away from expectations and what is being done about it. If labor hours are trending over budget, what changed? If a project is slipping, what is preventing recovery? If billing is behind, what is missing? If the bid-hit ratio has changed dramatically, is the issue pricing, project selection, scope or market conditions? Those discussions become much more productive when everyone knows who owns the next action. There is another side to accountability that companies sometimes overlook: authority. It is difficult to hold someone accountable for a result when that person has no ability to influence it. I have seen project managers expected to control schedules without having meaningful input into crew allocation; department managers held responsible for costs while purchasing decisions were made somewhere else. I have seen supervisors expected to improve field production but given little authority to address repeated performance problems. That creates frustration rather than accountability. If someone owns an outcome, that person needs enough authority, information and support to act on it. This does not mean every manager operates independently. It means responsibility and decisionmaking have to be reasonably aligned. Otherwise, accountability exists only on paper. One of the most damaging conditions I see in growing companies is what I call silent tolerance. Leadership knows performance is slipping but allows it to continue because the company is busy, revenue is strong or the person involved has been with the organization for a long time. Nothing happens immediately, so the issue gets pushed to another month. Eventually, the exception becomes the standard. If late reports are accepted often enough, reporting is no longer expected on time. If poor close out discipline is tolerated, projects remain open longer. If supervisors are allowed to miss production expectations without meaningful review, those expectations stop carrying much weight. Culture is shaped just as much by what leadership tolerates as by what it says. That does not mean every variance should result in confrontation. Roofing is too unpredictable for that. Weather changes. Customers change schedules.
Materials arrive late. Existing conditions are not always what the drawings showed. Good managers understand the difference between a legitimate exception and a repeating pattern. Accountability works best when expectations are clear, measurements are consistent and people know how performance will be reviewed. Most employees can work within that environment because there are fewer surprises. Problems begin when standards change depending on the project, the person or how busy the company happens to be that month. As we move toward year-end, this is a good time for owners to look at the organization differently. Instead of focusing only on budgets and next year’s revenue goals, look at where responsibility becomes unclear. Where do decisions routinely stall? Which problems continue to appear in management meetings? Where do managers believe someone else owns the issue? Which responsibilities repeatedly find their way back to the owner because no one else is clearly expected to carry them? Those areas tell you something about the structure. If every significant problem still has to reach the owner before action occurs, the company may have added people without really transferring ownership. That eventually limits growth because the organization becomes larger while decision-making remains centralized. Clear accountability is one of the ways a business moves beyond that point. It also helps with succession. When responsibilities are understood, measurements are established and managers know what success looks like, new leaders have something to step into. They are not forced to recreate expectations based on how the previous person happened to manage the role. After more than four decades in this industry, I have seen companies with talented people, strong backlogs and good intentions still struggle because no one clearly owned the result. The problem was rarely effort. It was clarity. As companies grow, that clarity has to be built into the organization instead of continuing to live in the owner’s head. Strong accountability does not mean creating a harsher workplace. It means making expectations clear, giving people enough authority to act and reviewing results often enough that problems do not have time to become habits. When people understand what they own and how performance is measured, the company becomes easier to manage and far less likely to drift. Growth creates more moving parts. Accountability is what keeps those parts working toward the same goal. FRM For more information, contact John at jkenney@cotneyconsulting.com or 813-851-4173. www.floridaroof.com | FLORIDA ROOFING
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Hip and Ridge: More Changes in the 2026 9th Edition of the FBC Mike Silvers, CPRC, Owner, Silvers Systems Inc. and FRSA Technical Director Last month’s column (October 2026 FRM) titled “Uncertainty Surrounds New FBC Requirements for Metal Hip and Ridge” discussed that issue in detail. This month, we will look at underlayment changes for all steep-slope roofs (2:12 and above) and the new requirements for asphalt shingle hip and ridge. The code sections referenced are included for both the Residential and Building volumes. The new code has an effective date of December 31, 2026.
Underlayment
First, let’s look at the underlayment changes that impact all underlayment on steep-slope roofs. The new language requires that underlayment lap over hips and ridges a minimum of six inches unless a ridge vent is being used. Since this new language is in the controlling scope language in the code sections, this requirement applies to all types of underlayments used in all steep-slope roof covering types. What isn’t specifically called out is that the overlap should be
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FLORIDA ROOFING | November 2026
installed on both sides of the hip and ridge. When one considers the thickness of two layers of self-adhering polymer modified bitumen underlayment or four layers of ASTM D226 Type II or ASTM D4869 Type III, Type IV or ASTM D8257 nailed underlayment at these locations, then longer fasteners may be needed. As shown in R905.2.5 and 1507.2.6, boxed text, fastener length must penetrate through the roofing materials and not less than 3/4 inch (19.1 mm) into the roof sheathing or, where the roof sheathing is less than 3/4 inch (19.1 mm) thick, the fasteners shall penetrate through the sheathing. This requirement is included
for basically all roof types installed over wood decks for both underlayment and roof covering fasteners. This is often missed when used under ridge cap ventilation where, because of a direct opening into the interior, attachment is critical.
Asphalt Shingle Hip and Ridge
Next let’s look at the new requirements for asphalt shingle hip and ridge. Much like the previously mentioned new metal hip and ridge requirements, the changes in asphalt shingle hip and ridge were driven by multiple reports of failures by the Federal Emergency Management Agency (FEMA), the Roofing Industry Committee on Weather Issues (RICOWI) and the Insurance Institute for Business and Home Safety (IBHS) over many post-hurricane mitigation assessments. The asphalt shingle change offers two different compliance paths. Hip and ridge products must comply with the wind test requirements in UL 2375 modified to use a wind speed of 110 mph. The shingle packaging must also bear a label to indicate compliance with the modified version of UL 2375. The second path is a prescriptive alternative for attaching hip and ridge shingles. Prior to installing each hip or ridge shingle, two minimum 1-inch diameter spots of roof cement complying with ASTM D3019 or ASTM D4586 or other adhesive specified by the hip or ridge shingle manufacturer, shall be placed on each side of the hip or ridge. The spots shall be placed near
the leading edge and fully covered by the exposed portion of the hip or ridge shingle. Some shingle manufacturers offer hip and ridge shingles made specifically for that purpose that meet the UL 2375 standard but it is apparent that others do not. Even for those who do meet the standard, a question remains: do they indicate compliance on their packaging? If not, then a contractor may need to use the prescriptive alternative. That path will also be used when cutting hip and ridge from 3-tab shingles. Using this path by applying “spots” on the leading edge of the hip or ridge shingle is similar to the “tabbing” method used on extremely steep shingle applications. For this method to add to the uplift resistance, the contact area must be at least as large as the 1-inch diameter on both surfaces. Hopefully, this method can quickly be replaced by material options that are UL 2375 compliant. The concrete and clay roof tile industry faced many of these same hip and ridge concerns several decades ago and, for the most part, have addressed them and the industry has adapted. It is clearly time for other roof systems to do the same. I have an abundance of faith that, with time, this will happen. FRM Mike Silvers, CPRC is Owner of Silvers Systems Inc. and is consulting with FRSA as Director of Technical Services. Mike is an FRSA Past President, Life Member and Campanella Award recipient and brings over 50 years of industry knowledge and experience to FRSA’s team.
Excerpts from the Florida Building Code Related to Hip and Ridge Changes NOTE: Blue and underscored is new 2026 code language. UNDERLAYMENT 2026 Florida Building Code 9th Edition Residential SECTION R905 REQUIREMENTS FOR ROOF COVERINGS R905.1 Roof covering application R905.1.1 Underlayment. Underlayment for roof slopes 2:12 and greater shall conform to the applicable standards listed in this chapter. Underlayment materials required to comply with ASTM D226, D1970, D4869, D6757, or ASTM D8257, shall bear a label indicating compliance to the standard designation and, if applicable, type classification indicated. Underlayment for roof slopes 2:12 and greater shall be applied and attached in accordance with Section R905.1.1.1 or R905.1.1.2 as applicable. Underlayment shall lap over hips and ridges a minimum of 6 inches except where ventilation openings in accordance with Section R806 are provided. Exception: Compliance with Section R905.1.1.1 is not required for structural metal panels that do not require a substrate or underlayment.
2026 Florida Building Code 9th Edition Building CHAPTER 15 ROOF ASSEMBLIES AND ROOFTOP STRUCTURES SECTION 1507 REQUIREMENTS FOR ROOF COVERINGS 1507.1.1 Underlayment. Underlayment for roof slopes 2:12 and greater shall conform to the applicable standards listed in this chapter. Underlayment materials required to comply with ASTM D226, D1970, D4869, D6757 and D8257 shall bear a label indicating compliance to the standard designation and, if applicable, type classification indicated. Underlayment for roof slopes 2:12 and greater shall be applied and attached in accordance with Section 1507.1.1.1 or 1507.1.1.2, as applicable. Underlayment shall lap over hips and ridges a minimum of 6 inches except where ventilation openings in accordance with Section 1203 are provided. Exceptions: 1.
For areas of a roof that cover exterior walkways and roofs of agricultural buildings,
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underlayment shall comply with the manufacturer’s installation instructions. 2. Compliance with Section 1507.1.1.1 is not required for structural metal panels that do not require a substrate or underlayment. ASPHALT SHINGLE HIP AND RIDGE 2026 Florida Building Code 9th Edition Residential CHAPTER 9 ROOF ASSEMBLIES SECTION R905 REQUIREMENTS FOR ROOF COVERINGS R905.2 Asphalt shingles R905.2.6.2 Wind resistance of hip and ridge shingles. Hip and ridge shingles shall comply with Section R905.2.6.2.1 or R905.2.6.2.2. R905.2.6.2.1 Testing of hip and ridge shingles. Hip and ridge shingles shall be tested and classified in accordance with the wind test requirements in UL 2375 modified to use a wind speed of 110 mph (177 km/hr). Hip and ridge shingle packaging shall bear a label to indicate compliance with the modified version of UL 2375. R905.2.6.2.2 Prescriptive alternative for attaching hip and ridge shingles. Prior to installing each hip or ridge shingle, two minimum 1-inch diameter spots of roof cement complying with ASTM D3019 or ASTM D4586, or other adhesive specified by the hip or ridge shingle manufacturer, shall be placed on each side of the hip or ridge. The spots shall be placed near the leading edge and fully covered by the exposed portion of the hip or ridge shingle. Each hip or ridge shingle shall be fastened in accordance with the hip or ridge shingle manufacturer’s installation instructions. 2026 Florida Building Code 9th Edition Building SECTION 1507 REQUIREMENTS FOR ROOF COVERINGS CHAPTER 15 ROOF ASSEMBLIES AND ROOFTOP STRUCTURES 1507.2 Asphalt shingles 1507.2.7.2 Wind resistance of hip and ridge shingles. Hip and ridge shingles shall comply with Section 1507.2.7.2.1 or 1507.2.7.2.2. 1507.2.7.2.1 Testing of hip and ridge shingles. Hip and ridge shingles shall be tested and classified in accordance with the wind test requirements in UL 2375 modified to use a wind speed of 110 mph (177 km/hr). Hip and ridge shingle packaging shall bear a label to indicate compliance with the modified version of UL 2375. 1507.2.7.2.2 Prescriptive alternative for attaching hip and ridge shingles. Prior to installing each hip or ridge shingle, two minimum 1-inch diameter spots of roof cement complying with ASTM D3019 or ASTM D4586, or other adhesive specified by the hip or 18
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ridge shingle manufacturer, shall be placed on each side of the hip or ridge. The spots shall be placed near the leading edge and fully covered by the exposed portion of the hip or ridge shingle. Each hip or ridge shingle shall be fastened in accordance with the hip or ridge shingle manufacturer’s installation instructions. FASTENING 2026 Florida Building Code 9th Edition Residential CHAPTER 9 ROOF ASSEMBLIES SECTION R905 REQUIREMENTS FOR ROOF COVERING R905.2 Asphalt shingles R905.2.5 Fasteners. Fasteners for asphalt shingles, including hip and ridge shingles, shall be galvanized steel, stainless steel, aluminum or copper roofing nails, minimum 12-gage [0.105 inch (3 mm)] shank with a minimum 3/8-inch-diameter (9.5 mm) head, complying with ASTM F1667, of a length to penetrate through the roofing materials and not less than 3/4 inch (19.1 mm) into the roof sheathing. Where the roof sheathing is less than 3/4 inch (19.1 mm) thick, the fasteners shall penetrate through the sheathing. Exception: If the architectural appearance is to be preserved from below, an alternate method of attachment complying with the wind load requirements of Chapter 16 of the Florida Building Code, Building may be proposed unless otherwise addressed in Chapter 9. The alternative attachment shall be prepared, signed and sealed by a Floridaregistered architect or a Florida-registered engineer, which architect or engineer shall be proficient in structural design. 2026 Florida Building Code 9th Edition Building CHAPTER 15 ROOF ASSEMBLIES AND ROOF COVERINGS SECTION 1507 REQUIREMENTS FOR ROOF COVERINGS 1507.2 Asphalt shingles 1507.2.6 Fasteners. Fasteners for asphalt shingles, including hip and ridge shingles, shall be galvanized, stainless steel, aluminum or copper roofing nails, minimum 12gage [0.105 inch (2.67 mm)] shank with a minimum 3/8-inch-diameter (9.5 mm) head, complying with ASTM F1667, of a length to penetrate through the roofing materials and a minimum of 3/4 inch (19.1 mm) into the roof sheathing. Where the roof sheathing is less than 3/4 inch (19.1 mm) thick, the nails shall penetrate through the sheathing. FRM
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From Products to Performance: A System Approach to Roofing in Florida In Florida, a roof does more than enhance a home’s appearance. It helps protect against sun, rain, wind and humidity throughout the year. As contractors help homeowners navigate these considerations, many are finding that the conversation is no longer about choosing a shingle alone. It’s about selecting a roofing system designed to deliver durability, resilience and peace of mind. Shifting the System Mindset to the Roof Contractors understand the value of systems in their businesses. Estimating, scheduling, inventory management and customer relationship tools work together to create consistency and efficiency. The same principle applies to the roof itself. When roofing components are selected independently based solely on preference, price or availability, compatibility and performance can become secondary considerations. The Benefit of Selling a System The value of an integrated roofing system begins long before installation. A system-based conversation helps homeowners understand that roof performance is determined not by a single product but by how multiple components work together to help manage moisture, resist weather and support proper attic airflow. Rather than focusing on individual products, contractors can help homeowners see how each layer contributes to the longterm performance of the entire assembly. A complete roofing system works together to help seal out moisture, defend against the elements and support proper ventilation for long-lasting protection and performance. Those three simple functions – Seal. Defend. Breathe –. are the framework for explaining Owens Corning's Total Protection Roofing System^ to homeowners. Breaking the roof down into these functions helps homeowners understand why synthetic underlayment, ice and water barriers, starter shingles, ridge products, ventilation and roofing shingles all matter. Each component has an important job but the greatest value comes from how they perform together as an integrated system. Presenting the roof as a system helps build trust by positioning the sales rep as a trusted advisor who explains the building science behind roof performance. Performance When it Matters Most Wind performance is a common topic of conversation between Florida homeowners and roofing contractors. Owens Corning’s enhanced limited warranty, covering winds up to 160 mph*/### on Duration Series Shingles with Patented SureNail Technology, provides a strong example of why a system-based approach matters. The enhanced coverage applies when the required Owens Corning Total Protection Roofing System components are used1, reinforcing the role that underlayment, ventilation and other components play in roof performance. Together, these elements help create a roof designed to perform in challenging conditions. Considering Color While performance is essential, the roof is also one of a home’s most visible design features. For Florida homeowners, selecting a roof is often about balancing protection with curb appeal. Color plays an important role in that decision. From coastalinspired palettes to more traditional architectural styles, the right shingle color can complement a home’s exterior and enhance its overall character and curb appeal. Visualization tools allow homeowners to explore color options on their own homes,
helping them make confident decisions that reflect both their style and performance needs. A system approach makes those conversations easier. Sales representatives can tell one cohesive story, helping homeowners understand how the roof is engineered to perform while also serving as a defining design element of the home. Performance and aesthetics no longer have to be separate considerations. Instead, they work together to create a roof that is both beautiful and built to last. For Florida homeowners, a roof is expected to do more than cover a home. It must stand up to intense sun, powerful storms, heavy rain and year-round humidity while maintaining its appearance and performance over time. Meeting that challenge requires more than selecting highquality individual products. It requires a roofing system designed to work together, with every layer contributing to long-term durability, resilience and performance. When contractors shift the conversation from individual components to overall performance, they help homeowners make more informed decisions and better understand the value of their investment. In some of North America’s toughest roofing conditions, that system-first approach can make all the difference. ^ Excludes non-Owens Corning roofing products such as flashing, fasteners and wood decking. * See actual warranty for complete details, limitations and requirements. ### 160 MPH is applicable when Owens Corning component requirements are met and with starter shingles installed on both the eaves and rakes. See actual warranty for complete details, limitations and requirements. 1 To qualify, contractors must use a minimum of four Owens Corning Total Protection Roofing System^ components. These components must include Owens Corning hip & ridge shingles, Owens Corning underlayment (including Titanium and RhinoRoof), Owens Corning starter shingles installed on the eaves and up the rakes and a fourth component which can either bean Owens Corning ice and water barrier OR ventilation product.
FRSA Affiliate Updates NEFRSA
During the Northeast Florida Roofing and Sheet Metal Contractors Association meeting in September, two long-time members were recognized for their service to the Affiliate and the industry. After a remarkable 38-year career, FRSA Honorary Member Todd Brown, retired this summer. For decades, Todd has given his time, energy, experience and enthusiasm back to the industry that became such a large part of his life. He also shared these talents with NEFRSA, where he served on the NEFRSA Board and played an important role in its charitable and scholarship efforts. Todd also served as a Director for the North Central Roofing Contractors Association and the Volusia Flagler Roofing Contractors Association. In recognition of his many years of volunteer service, Todd was awarded a Lifetime Membership in NEFRSA. Tonya Steele grew up in the roofing industry and worked in her parent’s company, Southeastern Metals,
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where employees and customers were treated like family. When her parents sold the company, Tonya and her brother, Scott, took the foundation and experience they gained over the years and started Millennium Metals. Many of the relationships they had built over the years followed them and they created another successful company. Tonya was active in NEFRSA and FRSA, where she served on the Codes Subcommittee and the Board of Directors. She is also an FRSA Honorary Member and was presented with a Lifetime Membership award by NEFRSA.
July 17–19 at Cheeca Lodge in Islamorada, brought together the best of the South Florida roofing industry Central Florida Roofing & Sheet Metal Contractors for a weekend of camaraderie, competition and giving Association relaunched in September to a packed house of close to 100 attendees. Many, including local back. Tournament proceeds support Make-A-Wish building departments, were there to hear Mike Silvers, Southern Florida, the IGFA Junior Angler Program, the Guy Harvey Foundation and the ongoing mission of the CPRC, FRSA’s Technical Director, discuss the new RCASF. changes to the 2026 Florida Building Codes. CFRSA This year’s tournament was especially memorable hosted the meeting and Matt Criswell, WeatherShield as legendary marine artist and conservationist Dr. Guy Roofing Group, provided an update on the Affiliate and Harvey honored the event by donating the official upcoming events, solicited volunteers for committees, tournament artwork, proudly featured on this year’s provided a detailed report on FRSA’s September apparel and promotional materials. Board and Committee meetings and the importance One of the weekend’s most unforgettable moments of staying connected and giving back to the industry. unfolded along Pioneer Beach at Cheeca Lodge, He noted that many in the room were competitors but where families, anglers and industry professionals when everyone meets as a group, ideas are shared and gathered to watch the official weigh-in. As the day’s problems can be solved. catch was brought ashore and prepared for filleting, Jessica Harvey, CEO of the Guy Harvey Foundation, captivated guests with an impromptu marine science lesson. By examining the stomach contents of freshly caught mahi-mahi, she gave children and adults alike a fascinating look into the species’ feeding habits, migration and role in the marine ecosystem. Multiple generations of roofing families experienced a handson educational opportunity that perfectly reflected the tournament’s commitment to conservation and youth engagement. The Guy Harvey Foundation also provided anglers with the opportunity to participate in its marine conservation tagging program by tagging mahi-mahi for ongoing scientific research. RCASF Board Member RCASF Dawn Holsinger’s team proudly participated in the iniThe 47th Annual Roofing Contractors Association tiative, contributing valuable data to help researchers of South Florida (RCASF) Fishing Tournament, held better understand this remarkable species. “There is something truly special about bringing together the South Florida roofing industry to connect, celebrate and give back,” said Bridget Keller, Executive Director, RCASF. “The relationships built over this weekend extend far beyond business. They strengthen our industry, create lifelong friendships and remind us that when we come together in support of meaningful causes, we become part of something much greater than ourselves. That’s the true legacy of the RCASF Fishing Tournament.” FRM
CFRSA
FRSA Affiliate Upcoming Events
November 12, 2026
NEFRSA
Happy Hour Social
November 12, 2026
SMRCA
Lunch Meeting - Polyglass Training & Certification
November 17, 2026
RCASF
General Meeting - Safety Night
December 4, 2026
RCASF
4th Annual Holiday Party
December 8, 2026
SRCAF
Christmas Toy Drop-Off and Meet & Greet
December 10, 2026
NEFRSA
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Win More Jobs With Fewer Steps: A Simple Rule Roofers Can Steal from Elon Musk James Nolan, U.S. Market Director, Spotable Roofing is a conservative industry and for good reason. Contractors have spent years building processes that work. When a new technology comes along and asks them to change those processes, the natural reaction is often, “Why should I change something that already works?” I get it. I’ve spent much of my career selling technology to industrial and contractor businesses and I’ve seen how hard it can be to get people to change a process they’ve used for years. But there’s another way to look at it. What if we could keep the process and just get rid of some of the work? One of my inspirations when I think about technology and process improvement is Elon Musk. His approach is pretty simple: question every step, delete what you can, simplify what remains and then automate it. He’s also talked about adding things back after they’ve been deleted. If you never have to add something back, maybe you weren’t aggressive enough about deleting things in the first place. I like that idea because “delete the steps” doesn’t mean the work itself shouldn’t happen. It means questioning whether every step is necessary and whether a person needs to perform every part of it. If a process has 10 steps and technology can handle steps three, five and seven, why are we still asking someone to perform all 10? That doesn’t mean replacing people. It means giving them more time to do the parts of the job where their experience and judgment matter.
The Problem With “That’s How We Do It”
Ask why something is done a certain way and you’ll often hear: “That’s just how we do it.” Sometimes there’s a good reason. A process may protect quality, reduce risk or make sure something doesn’t get missed. Those steps shouldn’t be eliminated just for the sake of efficiency. But other steps exist because nobody has stopped to question them. Think about how many people and systems can touch a roofing project before the work ever begins: a lead comes in. Someone qualifies it. Information is collected. Someone visits the property or orders measurements. An estimator reviews the information. Materials are selected. A proposal is created. The salesperson explains it to the homeowner. Information may then need to be entered into another system. Every one of those steps may have a purpose. But some of them probably don’t need to happen the same way they did five or 10 years ago. And when 22
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something changes along the way, some of that work may have to be done again. That’s where I think there’s an opportunity.
Look for the Work Between the Steps
Years ago, I designed and built software for the concrete subcontracting industry. A lot of the work relied on paper, phone calls and disconnected processes to manage orders and resources. I wasn’t trying to turn concrete contractors into technology companies. I was trying to understand the process and figure out which parts actually needed a person and which could be handled by software. That experience stuck with me. Technology doesn’t always need to add a capability. Sometimes its biggest value is removing the work required to accomplish something that still needs to get done. Roofing has plenty of opportunities to apply the same thinking. For example, consider the importance of measurements. It helps the contractor estimate the project, order materials and plan the work. But it’s only one piece of information. If a salesperson can get more information about a property before talking to the homeowner, that can change the conversation. If they can visualize the property and understand more about what they’re looking at before they meet the customer, they can spend less time gathering information and more time selling the project. The point isn’t to eliminate the estimator, salesperson or project manager. Their experience is still the key part of the process. It’s about giving them better information sooner, without requiring someone to manually collect and organize it every time. The same thing applies after the estimate. If information has already been captured, it shouldn’t have to be entered again just because it needs to move to another system. If a salesperson needs information someone else already has, there shouldn’t always have to be an email or phone call in the middle. And it goes all the way to the quote. If the information needed to build a quote already exists, getting that quote to the customer shouldn’t have to take
Investing time reviewing and refining current processes can produce incremental improvements that result in a more efficient company.
getting a measurement, building an estimate, creating a proposal or moving information from one system to another. Write down the steps. Then start deleting. Some steps will make perfect sense. Keep them. Don’t Buy Technology Just to Buy Others may exist simply because that’s the way you’ve Technology always done it. Those are the ones worth looking at. The best technology may be the technology the Every hour a salesperson spends chasing information, contractor barely notices. We tend to think about re-entering data or waiting for someone else is an hour technology as another destination: a new app, dashthey aren’t talking to a customer. The same is true for board, login or system someone needs to learn. That estimators, project managers and office staff. If techcan actually make a business less efficient. nology can take some of that work away, then give that time back to the people. Use it to sell, follow up, A salesperson shouldn’t have to become a techtalk to customers and solve problems. Do the things nology expert to get the information they need. An that actually require experience and judgment. estimator shouldn’t have to learn five systems to You don’t need to transform the entire business. move a job forward. And a contractor shouldn’t have to Start by removing a few annoying steps from a proredesign the business every time a useful tool comes cess your team does every day. Then see what along. Technology should take work away from people, happens. not give them another job. And before buying something new, look at what you already have. Your current Give It a Try software may already be able to eliminate some of the This isn’t really an argument about buying more techinefficiencies you find. You may simply be doing things nology. It’s an argument for looking at the work you’re the “old” way in parts of your workflow because that’s already doing a little differently. The next time you look how you’ve always done them. at a process in your business, don’t start by asking I’ve seen companies buy software to automate a what new technology you should buy. Start by looking process that was unnecessarily complicated in the at the process itself. What can go away? What can be first place. They ended up doing the wrong thing fast- simplified? What can your existing software already er. That’s backwards. handle? And where does technology make sense? You Question the process. Delete what you can. Simplify might find that you don’t need a new system at all. You what’s left. Then automate. might just need to stop doing something the old way. And if you do find a step that technology can handle, Start Small let it. Continued on page 27 You don’t need to rethink your entire business. Pick one process that happens over and over. Maybe it’s another day simply because people are moving information around. That’s the kind of work I’m talking about deleting.
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Cash Flow is Not a Feeling: How to Manage Money Like Your Business Depends on It Gary A. Cohen, Executive Vice President, Certified Contractors Network (CCN) Most roofing contractors view cash flow like this: when their checking account balance is high, business feels good. When it gets low, things feel stressful. Decisions are then made based on what the balance looks like on any given day rather than on a real understanding of what the money is doing or where it is going. That approach works fine until you find yourself in trouble. And when it stops working, it usually stops working fast. Cash flow is the single most common reason, seemingly successful roofing companies hit a wall or, in the worst cases, close. This is not because they were not winning jobs. It’s not because their work was poor. It’s because the money coming in and the money going out were not managed with any real discipline and, at some point, the gap became a crisis.
Revenue is Not a Reflection of Cash
Here is the first thing that trips up contractors who are growing quickly: a signed contract is not cash in the bank. A completed job waiting on a final payment is not cash in the bank. An invoice you sent three weeks ago that has not been paid is definitely not cash in the bank. A contractor can be closing jobs at a record pace and still be struggling to make payroll if the timing of deposits and disbursements is not managed carefully. Suppliers want to be paid. Crews need their paychecks. Overhead continues whether or not your customers have sent in their final payments. This is why revenue sometimes feels like a vanity metric when cash is tight. What matters is not how much you billed. It is how much you collected, when you collected it and how that timing lines up with your obligations.
The Jobs That Look Profitable and Are Not
Here is a scenario that plays out in roofing companies more often than most owners realize. You win a large job. You are excited because the revenue is significant and the margin looks solid on paper. You front the materials, get the crew started, complete the work and then wait. The customer takes six weeks to pay the final draw. During those six weeks you had to make payroll twice, pay your material supplier and keep the rest of your operation running. That job may have been profitable on a job cost report but if it puts you in a cash crunch for six weeks, it costs you something that does not show up on the report. It cost you flexibility, peace of mind and possibly 24
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the ability to take on other opportunities while you are waiting. The lesson is not to avoid large jobs. The lesson is to manage the cash flow of every job intentionally from the beginning. Your payment structure matters. How much you collect upfront matters. When you order materials relative to when you collect your next draw matters. These are not accounting details. They are business decisions.
Build a Cash Flow Forecast, Not Just a Budget
A budget tells you what you plan to spend. A cash flow forecast tells you when money is coming in and when it is going out, week by week. Those are two very different things and the second one is far more useful for running a roofing business. A simple cash flow forecast does not have to be complicated. Start with what you know: your upcoming jobs, the payment schedules on each, your recurring overhead costs, your payroll dates and any material orders you have committed to. Map those against the calendar for the next eight to twelve weeks. What you will see, often for the first time, is exactly when your cash position is going to get tight and when it is going to be healthy. That visibility changes how you make decisions. Instead of reacting to a thin bank balance in a panic, you can see it coming three weeks out and take action before it becomes a problem. Maybe you accelerate collections on a job that is close to completion. Maybe you time a material order differently. Maybe you make sure a new job starts with a larger deposit than you might have otherwise required.
Your Collections Process is a Revenue Strategy
Ask most roofing contractors how they collect final payments and you will hear something like: we send an invoice when the job is done and follow up if it takes too long. That is not a collections process. That is hoping customers pay promptly and then chasing them when they do not.
A real collections process starts before the job does. It starts with a clear contract that specifies payment terms, deposit requirements, draw schedules on larger jobs and what happens if payment is late. It continues with proactive communication at every payment milestone rather than waiting to see if the check shows up. And it includes a defined follow-up sequence when payment does not come in on time, not just one awkward call two weeks after the invoice went out. Florida contractors deal with insurance claim jobs regularly and those have their own cash flow dynamics that require even more active management. Knowing where a claim stands, what has been approved and when the depreciation holdback is likely to be released are not things you can afford to leave to chance or to the homeowner to figure out on their own.
Contractors who grow too fast without managing cash flow often run into this problem acutely. They are earning more work, their revenue is climbing and their accountant tells them they had a profitable year. But they spent most of that year feeling broke because growth requires cash up front, before the profits from that growth actually show up.
Treat Cash Flow Like the Management Discipline it is
The contractors who manage cash flow well are not necessarily smarter or more financially sophisticated than the ones who do not. They have just decided to pay attention. They review their cash position weekly, not monthly. They know their collections aging report. They understand their payment terms with suppliers and use them strategically. They do not make significant purchases or hiring decisions without looking at Profit and Cash Are Not the what the cash flow impact will be over the next sixty Same Thing Either days. One more distinction worth being clear on: a profitable That level of attention is not complicated. It is company is not automatically a cash-rich company. discipline and, in a business where a single slow month Profit is an accounting concept. Cash is what pays can create a cascading set of problems, that discipline your bills. You can show strong net income at year-end is one of the most valuable things you can build. Cash and still have spent the year constantly stressed about flow is not a feeling. It is a number and the contractors making payroll, because profit does not account for who treat it that way sleep better at night. the timing of when money moves.
Continued on page 27
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Roofing Has Gone Digital. Has Your Security Kept Up? Steve Manuel, Vice President, Dytech Group there is still money moving every day: customer deposits, supplier invoices, payroll and payments to subcontractors. There are also addresses, employee records, insurance documents and job details. That is plenty for a criminal to work with. Consider an email that appears to come from your office and tells a homeowner to send the deposit to a new bank account. If a criminal has access to the real mailbox, the message may mention the actual job and arrive in the middle of an existing conversation. Or your bookkeeper may receive a believable “updated invoice” from a supplier. One payment sent to the wrong place can turn into a financial loss and a difficult A Faster Way to Run a Job conversation with a customer. The best technology improvements are often the least Then there is ransomware. Losing access to estiflashy. A crew lead photographs unexpected deck mates, schedules, accounting or job photos can bring damage and sends it to the office before covering the office work to a halt just when crews need answers. area. The estimator can review the change, the cusEven with a backup, recovery takes time. The cost is tomer can approve it and everyone has a record of the measured in more than computer repairs; it can affect decision. That beats trying to reconstruct the converjobs, cash flow and the trust you have spent years sation a week later when the invoice goes out. building. The FTC warns small businesses to take the Aerial measurements, scheduling software, shared risk of losing time, information and money to cyberatjob folders and electronic signatures can all help tacks seriously. move a project along. They are especially useful when storm work brings a rush of calls. Still, a roof measured Protect the Accounts, Devices and from an image is not the same as a roof inspected by Payments someone who knows what to look for. Software may Start with company email. Every employee should give you a starting point; an experienced estimator still have a separate account and all accounts should use needs to check the details and price the job correctly. multifactor authentication. That extra sign-in step As these systems become part of daily work, take makes a stolen password much less useful. Remove stock of where your information lives. Which app holds access promptly when someone leaves and make sure customer contacts? Where are job photos and signed someone is watching for unusual sign-ins or suspiproposals? Who can get to them? If the person who cious email forwarding rules. set everything up leaves, could you still access the Set one firm payment rule: when bank instructions accounts? These questions are worth answering while change, call the customer or supplier at a number everything is working. you already know. Do not rely on a reply to the email requesting the change. If that mailbox has been taken Why Cybercrime Matters to Roofing over, you may be talking to the criminal the whole time. Contractors Make the rule apply to the owner, too. I sometimes hear small business owners say, “Why You also need to know whether your backups work. would anyone come after us?” A roofing contractor Ask what is being backed up, how often it runs and may not hold millions of credit card numbers but when somebody last restored a file as a test. Having There was a time when the paperwork for a roofing job lived in a folder on someone’s desk – or on the passenger seat of a truck. Photos came back with the salesperson. The office called the crew for updates and customers waited for a return call. It worked, though it took plenty of chasing people down. Now a homeowner can request an estimate online, a salesperson can review aerial measurements before the appointment and the crew can send photos from the jobsite. Proposals get signed on phones. Materials get ordered online. The owner can check the schedule without calling three people first. That’s real progress. It also means a roofing company depends on its technology in a way it didn’t twenty years ago. If email or the job management system goes down during a busy week, the work may continue on the roof but the office can fall behind quickly. And if someone gets into a company email account, the problem may be far more serious than a missed message.
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files “in the cloud” does not automatically tell you how quickly you can recover a deleted folder or a compromised account. Keep devices updated, train office and field employees to report suspicious messages and write down who calls the bank and your IT provider if something goes wrong. Good protection also needs to look for attacks already in progress. Endpoint detection and response (EDR) watches computers and servers for suspicious behavior and can help stop or isolate an affected device. Managed detection and response (MDR) adds a team of security specialists who investigate alerts and respond, including outside normal business hours. That human follow-through matters. An alert at 2 a.m. does little good if nobody sees it until the office opens. At Dytech Group, we use SentinelOne for endpoint protection and Blackpoint for managed detection and response, including monitoring for threats involving cloud accounts. These tools support the basics; they do not replace careful employees, secure accounts or tested backups. Together, they give us a better chance to catch trouble early and act on it.
AI Can Save Time, If You Check Its Work
AI is starting to find a place in roofing offices and some of the uses are quite practical. A salesperson can dictate inspection notes and ask an AI app to draft a follow-up email. An office manager can turn meeting notes into a task list. AI features in roofing software may help organize photos, review measurements or prepare a first draft of an estimate. When phones are ringing after a storm, getting that first draft done sooner can help your team keep up. The benefit is straightforward: less time spent on repetitive writing and sorting and more time for customers and jobs. But AI can get details wrong while sounding completely sure of itself. It may miss damage in an image, put the wrong quantity in a draft estimate or invent a warranty term. A customer-facing
chatbot could even promise something your company does not offer. A knowledgeable person should check measurements, pricing, contracts and any answer that commits your company to a course of action. Pay attention to what employees put into these apps, too. Customer addresses, insurance paperwork, photos and internal pricing should not be dropped into whichever free tool someone happens to find. Choose approved tools, check the vendor’s data practices and decide what information your team may use. If an AI assistant can search your company files, review who has access to those files before turning it on. I would start with one modest use, such as drafting appointment follow-ups. See whether it saves time after someone reviews the drafts. Then build from there. A tool that makes your people faster is valuable; one that creates rework or sends a bad promise to a customer is not. I have worked in IT since 1997 and now serve as Vice President of Dytech Group, an Orlando-area managed IT provider. Over those years, the small business office has moved from a room full of equipment to the phones and computers people carry wherever they work. Roofing contractors have gained speed and flexibility from that change. Protecting those systems is part of keeping the business running – and keeping the trust that brings customers back. FRM Steve Manuel is Vice President of Dytech Group and has nearly three decades of experience in the IT industry. He specializes in Managed IT services, Cybersecurity, Cloud Solutions and Infrastructure Planning, helping businesses modernize and secure their technology environments with a practical, client-focused approach. FRSA has utilized Dytech services for over 35 years. Steve has been married to his wife, Christie, since 2002 and they have two sons. Outside of work, he enjoys fitness, traveling, the outdoors and spending time with family.
Win More Jobs, continued from page 23
Cash Flow, continued from page 25
I’ve spent a lot of time around technology over the years. The companies that get the most out of it aren’t necessarily the ones with the most software. They’re the ones that figure out how to make their people spend less time on work that doesn’t really need them. That’s what “delete the steps” means to me. Don’t delete the work. Delete the unnecessary work. FRM
At CCN, we help roofing contractors build financial discipline and business systems that support real, sustainable growth. If your relationship with cash flow is more instinct than process, it may be time to take a closer look at what better financial management could do for your business. FRM
James Nolan is the U.S. Market Director at Spotable, leading the company’s U.S. market expansion. He comes from a construction background and spent close to a decade selling AI-driven technology into industrial and blue-collar businesses. Today he works with roofing and restoration contractors across the country, helping them bring faster, more accurate property measurement into the way they already work.
Gary Cohen is Executive Vice President of Certified Contractors Network (CCN), a membership organization dedicated to helping independent home improvement contractors build more profitable, professionally run businesses. CCN provides training, coaching and business development resources to contractors across North America. To learn more, visit www.contractors.net. Gary can be reached at gary@contractors.net. www.floridaroof.com | FLORIDA ROOFING
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AI in Marketing: A Tool for Productivity and Creativity; Not a Replacement Heidi J. Ellsworth, President, The Coffee Shops Over the past several years, artificial intelligence has moved from interesting new technology to an everyday marketing tool. For Florida roofing contractors, that shift matters. This market is shaped by hurricane preparedness, demanding wind standards, complex insurance documentation and sudden changes in demand after storms. When we use AI to support people rather than replace them, it can help teams respond faster, communicate more consistently and serve customers better while protecting the local credibility that every successful roofing business works hard to earn. The people behind the work still bring what technology cannot. Roofing professionals bring judgment that cannot be imitated along with relationships in a relationship-driven industry. In Florida, the effects of salt air, extreme winds and intense ultraviolet exposure are daily challenges. This requires contractors to message owners far more often than in other states. AI can help organize information and accelerate production when handling these issues but it takes an experienced person to decide whether a message is accurate, compliant and right for the community it serves. The numbers show both the opportunity and the work still ahead. McKinsey’s 2025 global survey found that nearly nine in ten respondents said their organizations regularly used AI, yet nearly two thirds had not begun scaling it across the enterprise. Although 64 percent said AI was enabling innovation, only 39 percent reported an impact on earnings across the enterprise. Salesforce’s tenth State of Marketing report, based on nearly 4,500 marketers, found a similar gap. While 83 percent recognized the shift toward personalized communication in both directions, only one in four were satisfied with how they used data to support it. For roofing companies, the takeaway is straightforward. Purchasing an AI tool is not the same as improving a workflow but thoughtful implementation can strengthen both efficiency and performance. For roofing contractors, some of the best opportunities are found in the repetitive and urgent work that fills every day. AI can turn inspection notes into a summary that is ready for the customer, adapt a project story for different channels and help prepare seasonal outreach or follow up after an estimate. That may sound simple but reducing this administrative friction can make a real difference for teams balancing crews, permits and schedules that depend on the weather. The goal is not to create more content just because 28
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we can. It is to make every customer interaction more timely, clear and useful. Human review is especially important in Florida, where roofing marketing often crosses into questions about insurance, building codes and storm recovery. Florida’s 2025 statutes continue to distinguish replacement cost coverage from law and ordinance coverage and permit limits on additional costs required for code compliance based on the policy selected. This is not an area where anyone should hand the final word to AI. A system should never interpret a customer’s policy, promise coverage or present general code information as a determination for a specific project. Before anything is published, a qualified person should verify statements involving claims, product approvals, permits or wind mitigation. Florida also rewards contractors who are precise about local marketing. AI tools for search optimization and analytics can show how demand changes by county, roof system and weather event, giving companies a better foundation for useful regional content. A contractor might address Miami-Dade product approvals, maintenance for coastal tile roofs or hurricane preparation but the strongest content will always reflect the needs and language of the specific community being served. AI discoverability deserves the same attention. Search engines and AI answer platforms look for consistent, credible information when deciding which businesses to surface or recommend. Contractors need to keep their identity, licensing, service area and contact information accurate across their website, Google Business Profile, Florida roofing association directories and industry platforms such as RoofersCoffeeShop. Membership listings through FRSA and its regional affiliates offer valuable validation from an independent source that a company is established, active and connected to the industry. These are more than listings. They are trust signals for customers and for the AI systems that increasingly help those customers decide who to call. Automated chat and intake tools can then gather essential project information before quickly connecting the customer
with a person, while avoiding legal, insurance or engineering advice. Creativity remains at the heart of effective marketing because roofing is and always will be a relationship business. The stories that stay with us come from real experiences: a family feeling secure under a new roof, an apprentice learning from an experienced crew or a contractor helping a community recover after a storm. AI cannot create that authenticity. What it can do is help us shape, refine and share those stories more efficiently once the people closest to the work have captured them. Rather than replacing marketers, AI gives them more room to test ideas. A roofing contractor can compare messaging for different audiences or markets without building every draft from the ground up. My recommendation is to start with one clearly defined workflow, establish a baseline and measure the results for 60 to 90 days. If response time improves, qualified appointments increase or staff hours are recovered without sacrificing quality, the tool is creating value. If production rises but conversion does not, it is time to rethink the workflow. Training and governance are essential. Every team needs clear standards for approved tools, protection of customer data and factual review, supported by a concise checklist for brand voice, licensing language, product claims and warranties. Contractors should invest in paid, business-grade AI platforms that provide clear privacy terms, administrative controls and commitments about how company and customer data is stored and used. Free public tools may not offer the same protections, so sensitive information such as customer records, insurance documents, estimates and internal business data should never be entered without first confirming the platform’s security and data policies. Prompts should identify the intended audience, market and outcome instead of relying on generic instructions. I often compare this to the work itself. Just as a roof is inspected before signing off, content created with AI assistance should receive documented human review before it is published. AI is not a creative crutch. In Florida’s demanding roofing market, it is a force multiplier that can help contractors communicate faster, use marketing data more intelligently and remain visible before and after storm events. The final responsibility for accuracy still remains with us. We must verify the facts, protect the customer, respect the rules and tell stories grounded in real work. Roofing companies will compete most effectively when they combine smart technology with people their customers trust. FRM
and President of RoofersCoffeeShop and Owner of HJE Consulting. Heidi is also one of the founders of National Women in Roofing (NWIR). She served as chairperson for the first two years and, in 2020, was awarded the WORLD Award. Working with both RoofersCoffeeShop and HJE Consulting, Heidi currently focuses on supporting overall marketing strategies, sales success and content development for companies and associations within the roofing and metal construction industries. With a passion for networking and win-win-win scenarios, she continues to provide consulting and progressive digital advertising opportunities for companies and associations building strong collaborations for business profitability and success.
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Heidi J. Ellsworth has worked in the roofing industry since 1993 and has held positions with Malarkey Roofing, Carlisle Construction Materials and EagleView Technologies. She is currently a Partner www.floridaroof.com | FLORIDA ROOFING
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The True Cost of Workplace Injuries: Understanding Direct and Indirect Costs Jorge Castanon, Safety Rep, FRSA-SIF/BrightFund Every workplace injury has consequences that extend far beyond immediate medical treatment. While most employers recognize the direct expenses associated with an accident, many underestimate significant indirect costs that can have a much greater impact on the organization’s profitability, productivity and reputation. Understanding both direct and indirect costs is essential for making informed decisions about workplace safety and investing in effective accident prevention programs.
What are Direct Costs?
Direct costs are the immediate, measurable expenses that result from a workplace injury. These costs are generally covered by workers’ compensation insurance. Examples of direct costs include: ■ Medical treatment and hospitalization ■ Physician visits and rehabilitation ■ Prescription medications ■ Workers’ compensation benefits ■ Disability payments ■ Legal expenses and settlements ■ Insurance claim administration
Because these expenses are documented and reported, they are relatively easy to calculate. However, they represent only a portion of the total financial impact of an injury.
What are Indirect Costs?
Indirect costs are the hidden expenses that occur as a result of an accident and that are often overlooked. Unlike direct costs, these expenses are usually not covered by insurance and are absorbed entirely by the employer. Examples of indirect costs include: ■ Lost productivity ■ Overtime required to replace injured employees ■ Hiring and training temporary or replacement workers ■ Supervisor time spent investigating the incident ■ Equipment repairs or replacement
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FLORIDA ROOFING | November 2026
■ Production delays ■ Reduced employee morale ■ Administrative paperwork ■ OSHA inspections or regulatory fines ■ Missed project deadlines ■ Reduced customer satisfaction ■ Damage to company reputation ■ Increased insurance premiums over time Research conducted by safety organizations has consistently shown that indirect costs can be several times greater than direct costs. Depending on the severity of the incident, indirect costs may range from two to ten times the insured cost of an injury.
Building a Strong Safety Culture
Reducing both direct and indirect costs begins with creating a culture where safety is everyone’s responsibility. Successful companies: ■ Provide regular safety training ■ Conduct routine workplace inspections ■ Encourage employees to report hazards ■ Investigate every incident and near miss ■ Correct unsafe conditions promptly ■ Hold supervisors accountable for safety performance ■ Recognize employees for safe work practices When employees understand that management is committed to their well-being, they are more likely to follow safe work practices and actively participate in hazard prevention.
Conclusion
The financial impact of workplace injuries extends well beyond medical bills and workers’ compensation claims. Hidden indirect costs, including lost productivity, overtime, retraining, equipment damage and administrative time, often exceed the visible expenses associated with an accident. Companies that invest in comprehensive safety programs are not simply complying with regulations, they are protecting their employees, strengthening their operations and improving their bottom line. In today’s competitive environment, preventing workplace injuries is both the right thing to do and a sound business strategy. FRM Interested in securing workers’ comp insurance? Members of FRSA-SIF/BrightFund have access to Safety Reps who visit jobsites and conduct safety training and toolbox talks for crews. Please contact Alexis at BrightFund by phone at 800-767-3772 ext. 206 or by email at alexis@brightfund.com for more information.
FRSA Member Access to Safety Materials
FRSA Members have access to over 250 one-page safety Toolbox Talks for use in training crews. Most documents are available in English and Spanish. Visit FRSA’s website, www.floridaroof.com, select “Member Login” at the top and explore all the information available to members. If you’re an FRSA Member and can’t log in, please email Kelly Sealander at kelly@floridaroof.com.
www.floridaroof.com | FLORIDA ROOFING
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