Peel & Seal® provides a complete waterproofing barrier to the elements.
Self-adhering and easy-to-use low-slope and flashing membrane.
Peel & Seal® is the original, self-stick roll roofing specifically designed for low-slope roofing applications, as well as a durable flashing membrane for exterior penetrations. Designed to be left exposed to the elements, count on Peel & Seal® to provide a long lasting, durable, and maintenance-free surface.
• Aggressively adheres direct to the surface
• Designed to be left exposed to the elements
• Ideal for hundreds of waterproofing applications
• 10-year warranty
Count on Peel & Seal® for ease of installation and increased savings!
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/ #FRSA #roofingprotects
Environmental Responsibility
FRSA President Tibor Torok, Bob Hilson & Co. Inc.
As I sit here writing this column, I'm reminded that two-thirds of the year has passed. Time, a commodity we all have a finite amount of with no way of knowing how much is left, slips by day after day, sometimes without us realizing how our decisions today affect tomorrow. What we spent in the past is gone, what we invest in the future is up to us. What do we want to accomplish? What legacy shall we leave behind? One thing we can do for our children and future generations is support renewable energy in roofing.
Environmental responsibility should be a part of our business philosophy. Solar, the largest source of limitless energy, is available and can increase revenue. Each of us should take time to understand how it brings value to our business. In addition to increased cash flow, it enhances our brand. In today’s market, contributing to environmental sustainability is seen as a plus. Whether you install solar panels or not, there is still roofing work that needs to be completed for roof-mounted equipment. All mounts and penetrations must be sealed at the simplest level. Learning about and supporting solar energy is good for your bottom line now and in the future.
Huge roof-mounted solar panels are not the only option. Today, there are already multiple solar roof systems available – GAF Timberline Solar, CertainTeed Solstice, Tesla Solar Roof and other solar roof panel systems that are integrated into the roof system at installation. They are designed to be more aesthetically pleasing and to withstand weather events. Some of them even have Florida Product Approval for the HVHZ. Manufacturers are actively seeking qualified installers and some are offering free onsite training. It’s a win-win for both the contractor and customer.
Skylights are another source of environmental responsibility. The right choice, properly installed, will
provide illumination and save energy by assisting heating and cooling the interior environment. Skylights can be made to transfer heat energy into the room or reflect solar energy to prevent heat transfer. Skylights that open are another option that will help regulate the interior temperature.
Customers purchase these systems to feel good about themselves and what they are doing for the future of mankind. Most will gladly explain the benefits and readily recommend the contractor that installed and maintains the system to all their friends and acquaintances.
Roofing has changed from the days of palm leaves and thatch but its purpose remains the same – to protect the individual and their possessions from the elements. Educating ourselves and the public on improvements in materials, installation techniques and advances in new roofing systems is an investment in a legacy we can all be proud of.
Kind regards,
Tibor Torok FRSA President slrcbhc@msn.com
Patches provides daily care for children stricken with critical, long-term medical conditions. Call Amber at 800-767-3772 ext. 111 for more info or to contribute.
Industry Updates
Adams & Reese Attorneys Named 2025 Florida Super Lawyers, Rising Stars
Eleven Adams & Reese attorneys are ranked in the 2025 edition of Florida Super Lawyers, which includes the publication’s “Rising Stars” list. Since its founding in 1991, Super Lawyers has recognized lawyers in each state who have attained a high degree of peer recognition and professional achievement. Honorees are selected through a nomination process, a peer-review survey by practice area and independent research on candidates emphasizing professional successes and community involvement. To be eligible for inclusion in Rising Stars, a candidate must be either 40 years old or younger or in practice for ten or fewer years.
Adams & Reese Construction Team Leader and Partner, Trent Cotney, ranks among the Top 50: Tampa Bay Super Lawyers Top List, an overall ranking of the city’s top attorneys who received the most peer review votes. This year’s honorees from Adams & Reese include:
2025 Florida Super Lawyers
■ Trent Cotney – Construction Litigation
■ Brian Lambert – Construction Litigation
■ Brian Oblow – Construction Litigation
■ Eric Partlow – Business Litigation
■ Kyle Rea – Construction Litigation
What's Wrong With These Pictures?
2025 Florida Rising Stars
■ Ben Briggs – Labor & Employment
■ Christie Coston – Construction Litigation
■ Jacqueline Feliciano – Mergers & Acquisitions
■ Mason Pokorny – Construction Litigation
■ Alex Sarsfield – Construction Litigation
■ Lee Tomlinson – Construction Litigation
FRSA congratulates Trent Cotney and the team from Adams & Reese!
Central States Names Dan Pratt Vice President of Sales, Manufacturing
Dan Pratt brings nearly two decades of leadership experience to the role, including a distinguished military career and years improving quality, operations and sales processes for industrial and B2B companies, including Tandemloc, Inc. and Central States.
Pratt joined Central States in 2019 as the Managing Director for the East Division, with regional oversight for both operations and sales activity in the entire division. Since that time, Pratt’s exceptional leadership, strategic insight and deep commitment to Central States’ customers and Employee Owners earned him a promotion to Managing Director for the North Division in 2024 and now VP of Sales for the entire Manufacturing business unit of Central States. Over
Continued bottom of page 7
TRI Lifetime Achievement Awards
Rick Olson, President, TRI Alliance
As an industry trade association, our success is built on four strong pillars: our ability to engage members, our in-depth understanding of market decision drivers, technical and code development and the partnerships we form with organizations like FRSA.
During FRSA’s Convention, we honored two distinguished individuals that have played pivotal roles in helping the TRI Alliance reach new heights in construction standards, foster stronger relationships with contractors and code officials and create educational offerings that have contributed to the growth of the roofing tile market. Their decades of dedication, deep expertise, contractor relationships and commitment to improving building construction have earned them this prestigious recognition.
Congratulations to FRSA President Manny Oyola Jr., Eagle Roofing Products and Paul Oleksak, Westlake Royal Roofing Solutions, on receiving the TRI Alliance
Industry Updates, continued from page 6
the past five years, Pratt has successfully led operations and sales across some of Central States’ largest regions, driving growth and building strong teams.
“Dan’s promotion reflects the impact he’s made across our organization,” said Doug Watts, President of Central States Manufacturing. “His ability to lead with
Lifetime Achievement Award from the tile roofing industry.
On behalf of the TRI Alliance Board and our industry partners, we extend our heartfelt thanks for your unwavering dedication and the incredible impact you’ve made on both our TRIA family and the entire roofing industry.
FRSA note: after many dedicated years to the roofing industry, both Paul and Manny have recently retired. They will be sorely missed and we wish them all the best!
vision and integrity makes him the ideal person to guide our manufacturing sales into the future.”
In his new role as VP of Sales – Manufacturing, the Marine Corps veteran will lead the company’s manufacturing sales strategy and sales teams across the country. He will focus on strengthening key customer relationships, continuing to emphasize customer service, sales training and enablement, while driving top-line results and delivering long-term value to customers.
Frm
Frm
Manny Oyola and Rick Olson
Paul Oleksak and Rick Olson
Beating the Heat in Florida
Trent Cotney, Attorney & Partner, Adams & Reese
Roofing contractors and crews in Florida face a yearly safety crisis driven by extreme heat. As temperatures climb well above 100°F and humidity presses past 70 percent, roofers laboring on sun-soaked decks and exposed surfaces endure conditions that can quickly become life-threatening. Even routine work becomes hazardous when heat stress leads to dehydration, heat exhaustion or full heat stroke. OSHA reports that heat is the leading weather-related cause of workplace fatalities in the United States. In construction trades like roofing where prolonged exposure to sun and reflective surfaces is common, the need for robust heat illness prevention strategies cannot be overstated.
OSHA estimates nearly 480 worker deaths from heat exposure occurred between 2011 and 2022, along with more than 33,000 reported heat-related illnesses demanding time away from work. However, experts caution that those figures dramatically understate the true scope of the problem. Heat-related illnesses often go unreported or are misclassified, particularly among subcontracted or migrant labor forces who may lack access to medical care or fear retaliation for reporting injuries.
Currently, OSHA relies on its General Duty Clause and an expanded Heat-Related Hazards National Emphasis Program (NEP) to inspect high-risk industries, including roofing, during heat waves. Even
ROOFING
Print Circulation
5,000 Industry Professionals
1,332,902 Industry-focused 12-Month Digital Impressions
Contact skip@floridaroof.com for advertising info
though a formal federal heat standard has not yet been finalized, OSHA continues issuing citations when inspectors determine employers have failed to provide adequate protection against recognized heat hazards. In Florida’s roofing sector, where outdoor labor and direct sun exposure are a given, proactive compliance is essential.
OSHA published its Notice of Proposed Rulemaking (NPRM) for a Heat Injury and Illness Prevention Standard on August 30, 2024. The proposed rule would require employers in construction and other sectors to implement a written Heat Illness and Injury Prevention Plan (HIIPP), monitor ambient conditions, provide drinking water, shaded or cooled break areas, acclimatization programs for new workers and mandatory rest and monitoring when the heat index exceeds specified thresholds (80°F initial trigger, 90°F high-heat trigger). The proposed rule would also require heat safety coordinators, training in heat illness symptoms, communication plans and emergency response protocols.
However, as of July 2025, the rulemaking remains pending. OSHA conducted its public hearing on the proposal from June 16 through July 2, 2025, and the post-hearing comment period remains open through September 30, 2025. Stakeholders from industry, labor, safety professionals and public interest groups provided testimony and OSHA may revise the rule prior to issuance of a final standard, which could arrive in late 2025 or early 2026. Until then, nothing yet has taken effect.
For Florida roofing employers, the safety implications are clear. Even before the standard is finalized, OSHA expects compliance through its NEP and the General Duty Clause. Given Florida’s climate, jobsites are inherently subject to heat hazard scrutiny. Contractors should immediately assess and implement best practices: provide clean, cool and accessible drinking water at the rate of one quart per hour per worker; ensure there are shaded or airconditioned rest areas near active work zones; rotate crews or limit exposure during peak hours; train supervisors and workers to recognize early symptoms of heat illness and document these safety measures thoroughly in written policies even if a formal standard is still pending.
Foreseeing the enhanced regulatory environment, adoption of a Heat Illness and Injury Prevention Plan now delivers dual benefits: it reduces worker harm and demonstrates good faith, a critical factor that can mitigate OSHA enforcement action and liability risk. Particularly on large roof jobs, subcontractors and crew leaders should be integrated into cooling schedules and communications, with shifts planned to avoid worst-case heat windows. Put protocols in place for monitoring vulnerable employees, including new hires or those with pre-existing conditions.
Heat illness does not discriminate and experienced veterans can succumb, especially when roofing materials absorb and radiate solar energy. As roofing professionals in Florida plan for extended seasons and more extreme temperature patterns, the fundamentals of heat illness prevention become non-negotiable safety essentials. By training crews, implementing prevention plans, providing resources and fully documenting actions, employers protect their workers and their business. OSHA is watching — and as Florida summers continue to intensify, the stakes couldn’t be higher.
Frm
The information contained in this article is for general educational information only. This information does not constitute legal advice, is not intended to
constitute legal advice, nor should it be relied upon as legal advice for your specific factual pattern or situation.
Trent Cotney is a Partner and Construction Team Leader at the law firm of Adams & Reese and FRSA General Counsel. You can reach him at trent.cotney@arlaw.com or 866-303-5868.
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 866-303-5868.
Using Business Dashboards to Drive Strategic Roofing Decisions
John Kenney, CPRC, CEO, Cotney Consulting Group
Experience has long been considered one of the best decision-making tool in the roofing industry. While hard-earned intuition remains valuable, it’s no longer enough to navigate today's fast-moving, marginsensitive environment. Contractors face greater complexity from tighter labor markets and fluctuating material costs, to evolving client expectations and compliance requirements. In this environment, gut instinct must be supported by real-time visibility. That's where business dashboards come in.
It is time to move beyond spreadsheets and end-ofmonth reports. Proactive roofing contractors embrace dashboards, which provide real-time insights into all aspects of their operations performance. Leadership teams can manage strategically, spot issues early and align operations with strategic goals.
We will explore how roofing contractors can adopt dashboard-driven management, what key metrics to track and how these systems can transform decision-making at every business level.
What is a Business Dashboard?
A business dashboard is a centralized visual display of key performance indicators (KPIs) pulled across your company. Unlike spreadsheets, dashboards can be updated at desired intervals, allowing users to monitor progress, trends and exceptions in real time, in an understandable format.
It is not about micromanagement: the dashboard should provide clear and usable data. It gives leadership a bird's-eye view of the business while offering department-level insights that help teams stay accountable, efficient and focused.
Whether you're using sophisticated software or simple spreadsheets, dashboards' power lies in its ability to turn data into action.
Why Roofing Contractors Need Dashboards
Contractors often run their businesses in silos, with estimating, field operations and accounting all working from different playbooks. The estimator sees the job through the lens of bid assumptions and the superintendent focuses on production realities, as invoices and cost codes shape accounting’s view. The result? Misalignment, miscommunication and gaps that can cost you profit, time and trust.
Dashboards solve this by unifying your data and allowing you to track what matters most, before it's too late to fix. With real-time performance visibility, contractors can lead with intention rather than reaction.
The Core Metrics That Matter
While no two dashboards look alike, every contractor should track key metrics across four critical areas: sales, operations, finance and safety/quality. These core KPIs tell the real story behind your performance and help you make smarter, faster decisions.
Sales & Estimating KPIs
■ Bid-Hit Ratio – What percentage of your bids are turning into jobs?
■ Average Job Size – Are you growing in project scope and profitability?
■ Proposal Aging – How long are bids sitting without follow-up?
■ Win or Loss Metrics – Do you know why you’re winning or losing work?
These indicators give you a pulse check on your sales effectiveness and how dialed-in your estimating is.
Operations & Production KPIs
■ Crew Productivity – Are your labor hours or squares per hour on target?
■ Schedule Adherence – Are jobs being completed on time or slipping?
■ Punch List Aging – How long will the project be closed out?
■ Material Coordination Timeliness – Are material delays holding up your crews?
Tracking these metrics lets you spot problems early, adjust manpower or logistics and keep production moving smoothly.
Finance KPIs
■ Cash Flow Forecast – Are you projecting inflows and outflows accurately?
■ Over or Under Billing – Are you ahead or behind on invoicing for work performed?
■ Gross Margin by Job – Are jobs hitting projected profit targets?
■ Accounts Receivable Aging – Are you collecting on time or letting cash sit in limbo?
These financial indicators help you monitor working capital, profitability and billing health before issues spiral.
Safety & Quality KPIs
■ Incident Rate – Are your crews working safely or is risk creeping in?
■ Quality Assessment or Quality Control Inspection Scores – Is the work meeting internal and customer standards?
■ Rework Rate – How often are you fixing what should’ve been done right the first time?
■ Training Compliance – Are team members current on safety and technical training?
These KPIs reinforce a culture of accountability, reduce risk and protect your brand’s reputation out in the field.
When you monitor these metrics regularly, they don’t just live in a spreadsheet – they drive real operational decisions. A good dashboard doesn’t just report the news. It tells you what to act on next.
Building Your First Dashboard
Most roofing contractors have the data but they’re not yet using it in a way that gives them clear insight into how their business is performing. The goal is to cut through the clutter: organize the information you already have and start making decisions based on what the numbers tell you. To get started, select five to seven core metrics that align with your company’s goals and determine how often those metrics should be updated – weekly, bi-weekly or monthly. Build a dashboard template using Excel, Google Sheets or whichever platform you’re already comfortable with. Assign responsibility for each metric to someone accountable for keeping it current. Then, make it a habit to review the dashboard during leadership or department meetings so it becomes part of how you operate. As your business grows, consider building dashboards tailored to specific roles such as executive view, operations view, sales view and so on, so each team has the visibility they need to make better decisions.
Clean Data = Reliable Dashboards
Your biggest roadblock isn’t collecting data; it’s cleaning it. Your dashboard won’t give you an accurate picture if job names are inconsistent, cost codes are conflicting or project documentation is incomplete. To improve data quality, you must standardize your data across the board. A dashboard is only as good as the data feeding it, so if your input is garbage, so are your results.
Using Dashboards as a Leadership Tool
Dashboards aren’t just for owners; they should be shared across your leadership team. When everyone can see how his or her area contributes to the company's overall health, your results will be better aligned, leading to improved accountability. Use your dashboard for all of your department's progress meetings. You will catch the red flags before they escalate into bigger issues. The stats will reinforce performance standards without constant oversight, recognize wins and track improvements.
Common Mistakes to Avoid
Dashboards can be powerful tools but only when used correctly. One common mistake is tracking too many metrics at once. Focusing on just a few high-impact KPIs will better support decision-making. Another mistake is only monitoring lagging indicators. You should include forward-looking data like proposal aging, days outstanding and cash flow metrics that help you see what’s coming, not just what has already happened. Proper team training is essential. Your team can’t make informed decisions if they don’t understand what the numbers mean. Ultimately, a dashboard isn’t about looking impressive; it’s about driving action that moves the business forward.
Data-Driven Decisions Are Your Future
Real-time dashboards are changing the game for roofing contractors. When you turn raw numbers into clear, usable insights, your team can spot problems early, jump on opportunities and confidently lead. The contractors who win over the next decade won’t just build better, they’ll think faster, adjust quicker and run smarter operations. That starts with knowing your numbers and ensuring the right people see them. If you’re not using a dashboard, there’s no better time to start. In roofing, just like in any business, what gets measured gets managed and what gets managed gets better.
John Kenney, CPRC is CEO of Cotney Consulting Group, Plant City. He has decades of experience on commercial roofing projects, providing him with a unique understanding of what it takes to succeed in roofing – on the roof, in the office and at scale. John saw the need to provide contractors with strategic guidance built on real-world field knowledge. Cotney Consulting offers COO on Demand, online training, technology solutions, business advisory consulting, collections, contracts, Castagra estimating training, safety and OSHA training. John partners with FRSA to provide educational seminars. For more information, contact John at jkenney@cotneyconsulting.com or 813-851-4173.
Frm
Where is the Windborne Debris Region? Why
Does it
Matter?
Is it Going to Change?
Mike Silvers, CPRC, Owner, Silvers Systems Inc. and FRSA Technical Director
Under statute 553.844 Windstorm Loss Mitigation; Requirements for Roofs and Roof Opening Protection, Florida mandates that the Florida Building Commission develop and adopt certain mitigation techniques that, among others, include improvements to roof-to-wall connections. Through its rule making authority and procedures, the Commission has adopted criteria that mandate when evaluation and possible improvements of the roof-to-wall connections are required by the Code. The Florida Building Code-Existing Building, Chapter 7 Alterations Level 1 states:
706.8 When a roof covering on an existing structure with a sawn lumber, wood plank, or wood structural panel roof deck is removed and replaced on a building that is located in the windborne debris region as defined in the Florida Building Code, Building and that has an insured value of $300,000 or more or, if the building is uninsured or for which documentation of insured value is not
presented, has a just valuation for the structure for purposes of ad valorem taxation of $300,000 or more:
(a) Roof-to-wall connections shall be improved as required by Section 706.8.1.
(b) Mandated retrofits of the roof-to-wall connection shall not be required beyond a 15 percent increase in the cost of reroofing.
Exception: Structures permitted subject to the Florida Building Code are not required to comply with this section.
The reroofing of a structure located in the windborne debris region (WBDR) can trigger the need to address roof-to-wall connections, as well as the need for impact-resistant skylights, so understanding where these regions are and how they are defined is important to roofing contractors. Figure R301.2(4) below shows in blue the current locations of the WBDR.
Figure R301.2(4) from 2023 Eighth Edition Florida Building Code-Residential (FBC-R) shows the Current WBDR (for illustration only, refer to FBC for official version)
Notes:
1. Values are ultimate design 3-second gust wind speeds in miles per hour (m/s) at 33 ft (10m) above ground for Exposure C category.
2. Linear interpolation between contours is permitted.
3. Islands and coastal areas outside the last contour shall use the last wind speed contour of the coastal area.
4. Mountainous terrain, gorges, ocean promontories, and special wind regions shall be examined for unusual wind conditions.
5. Wind speeds correspond to approximately a 7% probability of exceedance in 50 years (Annual Exceedance Probability = 0.00143, MRI = 700 Years).
6. This map is accurate to the county. Local governments establish specific wind speed/wind-borne debris lines using physical landmarks such as major roads, canals, rivers and shorelines.
7. Within 1 mile (1.61 km) of the mean high-water line where an Exposure D condition exists upwind at the waterline and the ultimate design wind speed, Vult, is 130 mph (58 m/s) or greater.
130 MPH and within 1 mile of the mean high-water line, *See Note 7.
Designated areas where the ultimate design wind speed, Vult, is 140 mph (63.6 m/s) or greater.
8. Location-specific wind speeds shall be permitted to be determined using the ASCE Wind Design Geodatabase. The ASCE Wind Design Geodatabase can be accessed at the ASCE 7 Hazard Tool (https://asce7hazardtool.online) or equivalent.
THE LOOK OF CLAY. THE STRENGTH OF STEEL.
ProVia metal barrel tile roofing combines the timeless beauty of Spanish clay tile with the unrivaled strength of metal roofing. This 26-gauge galvanized metal roofing system is engineered to withstand 130-mph winds and is HVHZ-certified when installed with additional fasteners. Give your customers the best of both worlds: style and substance.
It’s the right thing to do.
The following is from Chapter 2 Definitions in the code (bold added for emphasis):
WINDBORNE DEBRIS REGION.
Areas within hurricane-prone regions located in accordance with one of the following:
1. Within 1 mile (1.61 km) of the coastal mean highwater line where an Exposure D condition exists upwind at the waterline and the ultimate wind speed, Vult, is 130 mph (58 m/s) or greater.
2. In areas where the ultimate design wind speed, Vult, is 140 mph (63.6 m/s) or greater; or Hawaii.
I emphasized the word "coastal" in the definition above for an important reason. In the original version of the 2023 Eighth Edition of the Florida Building Code (FBC), through the adoption
Figure 1 – Designation of Inland Windborne Debris Region on ASCE 7-22 Wind Speed Map
130 MPH and within 1 mile of the mean high-water line, *See Note 7.
Designated areas where the ultimate design wind speed, Vult, is 140 mph (63.6 m/s) or greater.
Preliminary designation of inland windborne debris regions: 130-140 mph and 1 mile from mean high-water line where Exposure D condition exists.
of ASCE 7-22 and portions of the International Building Code, the word "coastal" was removed. This may seem like a minor change – it is anything but. The deletion of the word "coastal" meant that one mile from an Exposure D condition that is created over open water with at least 5,000 feet of fetch in the upwind direction – including large inland water bodies, such as lakes – would be considered a WBDR. It was only due to a seldom used code modification procedure known as an Annual Technical Amendment – passed after the implementation of the code – that the enforcement of this very troublesome change
was averted. However, that fix may be only temporary. “Coastal” may once again be removed in the 2026 Ninth Edition FBC or with the adoption of a new ASCE 7 standard in the future. The areas impacted by the potential inclusion of the lakes is depicted in light blue on the maps in Figures 1, 2 and 3 on this page.
Section 2 (above) of the definition of a windborne debris region is simple and straightforward and states:
In areas where the ultimate design wind speed, Vult, is 140 mph (63.6 m/s) or greater; or Hawaii.
Figure 2 – Detail of Preliminary Designation of Inland WBDR in Central Florida
Figure 3 – Detail of Preliminary Designation of Inland WBDR in Florida Panhandle
You verify the wind speed based on the code wind maps or by using the ASCE 7 Hazard Tool (ascehazardtool.org). If the wind speed is 140 mph or greater, you are in the WBDR. The other section of the current definition is where it gets complicated. In section 1 (page 14), it states:
Within 1 mile (1.61 km) of the coastal mean highwater line where an Exposure D condition exists upwind at the waterline and the ultimate wind speed, Vult, is 130 mph (58 m/s) or greater.
As you can see, there are a lot of caveats in section 1. First, you need to confirm where the coastal mean highwater line is located. This line can be very difficult to locate or verify. Then you must establish if your job is within one mile of that obscure line. The narrow-dashed lines shown on page 12 in Figure R301.2(4) represent the locations along the coast between the 130 mph and 140 mph contour lines that are currently included in the WBDR. The location of inland WBDR in Figures 1, 2 and 3 would be even harder to establish if they were to be included in the code. Attempting to find the exact location of your job on these small maps is difficult at best.
Two code modification proposals have been submitted for the 2026 Ninth Edition FBC that would again strike "coastal," once again adding inland WBDR to the code. If successful, this change would cause significant confusion when trying to establish where a WBDR is located relative to a specific property. Even if these 2026 FBC modifications aren’t approved, this change could very well occur through the adoption of other code.
Notes:
Alternate language to simplify this code requirement was recently brought to our attention. This proposal would change the WBDR definition to:
Designated areas where the ultimate design wind speed, Vult, is 130 mph (58 m/s) or greater.
This definition would add areas in Central Florida and the Panhandle to the WBDR (compare Figure 4 below to Figure R301.2(4) on page 12 ) but eliminate the confusing language – "within 1 mile from the mean highwater line" – that, as we have said, is hard to verify. The tradeoff is a well-established, simple and verifiable WBDR boundary that will make contractor compliance much more straightforward.
During a July meeting of FRSA’s Codes Subcommittee, this issue was discussed and a decision was made to support the effort to simplify the WBDR requirements moving forward.
Note: Several figures used in this article were taken from a report titled: Investigation of the Windborne Debris Regions in ASCE 7-22, prepared by the Engineering School of Sustainable Infrastructure and Environment (ESSIE), University of Florida (UF) presented to and accepted by the Florida Department of Business and Professional Regulation, Florida Building Commission.
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.
Proposed Simplified Windborne Debris Region
1. Values are ultimate design 3-second gust wind speeds in miles per hour (m/s) at 33 ft (10m) above ground for Exposure C category.
2. Linear interpolation between contours is permitted.
3. Islands and coastal areas outside the last contour shall use the last wind speed contour of the coastal area.
4. Mountainous terrain, gorges, ocean promontories, and special wind regions shall be examined for unusual wind conditions.
5. Wind speeds correspond to approximately a 7% probability of exceedance in 50 years (Annual Exceedance Probability = 0.00143, MRI = 700 Years).
6. This map is accurate to the county. Local governments establish specific wind speed/wind-borne debris lines using physical landmarks such as major roads, canals, rivers and shorelines.
Designated areas where the ultimate design wind speed, Vult, is 130 mph (58 m/s) or greater.
7. Location-specific wind speeds shall be permitted to be determined using the ASCE Wind Design Geodatabase. The ASCE Wind Design Geodatabase can be accessed at the ASCE 7 Hazard Tool (https://asce7hazardtool.online) or equivalent.
Figure 4 –
How To Protect Your Business and Treat Employees Fairly When Conducting a Group Layoff
Seay Management Consultants
If your company is facing the need to cut costs or restructure, a group layoff may be a necessary solution. Conducting a group layoff is a challenging and sensitive process for any business. It is important to treat employees fairly and to comply with the law. In this article, we’ll explore strategies for protecting your business from legal risks during group layoffs while ensuring the process is respectful and transparent to those affected.
How to Conduct a Group Layoff
If you need to lay off a group of employees, it’s important to avoid mistakes that can lead to legal issues and kill employee morale. There are several steps you can take to ensure a mass layoff goes as smoothly as possible:
1. Inform Senior Employees
Schedule a confidential meeting with senior employees, including the head of Human Resources, if you have them. Explain the situation that has led to the decision to lay off employees so they understand your reasoning. This is important because you will need their support during and after the layoffs.
2. Review Notice Requirements
Businesses with only a few employees may not be required to give employees any notice.
3. Choose a Day and Time
Choose a day when the maximum number of senior employees and employees who will be terminated are present in the office. Pick a time that gives laid off employees a couple of hours to gather their things and still allows you to conduct a company meeting with your remaining employees after the departing employees have left the building.
4. Break the News All at Once
It is a good idea to have a group meeting with all employees who will be let go to break the news all at once. Be sure to include senior leaders, company owners and HR who should have already been informed in advance. Start the meeting by explaining the situation that has led to the need for layoffs. Be brief but as honest and straightforward as possible. Afterward, offer to have one-on-one meetings with anyone who wants one.
If there is concern that an employee might become violent, arrange for appropriate help to be standing by.
While laid-off employees are in the meeting, have your IT staff disable access for anyone with the skills to damage, steal or compromise your computer and phone systems. If an employee asks to retrieve personal files while packing up, this can be allowed under supervision.
5. Have a Meeting with Remaining Employees
Remaining employees will inevitably feel shaken when news about large numbers of their co-workers being laid off gets out. It is very important to have a meeting with all remaining employees shortly after employees are let go so information can be shared about the reasons behind the layoffs.
6. Prepare Final Paychecks
Have your payroll provider or bookkeeper prepare final paychecks that include pay through the last day of work and all accrued vacation if applicable. To stay compliant and avoid penalties, it’s best to pay on the last day. Failing to pay on time can lead to steep penalties up to $1,000 per employee, per pay period or 30 days’ wages.
7. Write Letters of Recommendation
Write a courteous letter of recommendation for each employee being let go. Include their job title, dates of employment and a positive comment about their skills and work ethic. If the employee didn’t perform well, just stick to the basics like job title and employment dates. It’s a thoughtful gesture that can make it easier for outgoing employees to find a new job.
8. Provide Information About COBRA Coverage
If you offer group health insurance coverage, employers with 20 or more employees are generally required to offer continued health insurance coverage through COBRA. This federal law allows eligible employees to keep their group health benefits for a limited time after termination, typically at their own expense. Employers must provide a COBRA notice outlining coverage options, costs and deadlines to ensure compliance and avoid penalties.
9. Pay Severance if You Can
There are no employer laws that mandate severance pay for laid-off employees, and unless you’ve promised it through an employee contract, you really aren’t under any obligation.
However, you should consider doing so if you can because departing employees will feel more
respected and less likely to damage your reputation. Remaining employees will see that you care about your employees.
To avoid claims of discrimination, apply severance pay using an objective formula such as one week of pay for each year with the company. If you’re offering severance pay, you may wish to have employees sign a release agreeing not to sue before providing the severance check.
10. Don’t Forget to Say Thank You
Thanking employees for their hard work and dedication to the company before they head out the door is a good way to show you care.
What Not to Do When Conducting Group Layoffs
There are several mistakes that companies can make when conducting group layoffs. As HR experts, we recommend avoiding the following:
1. Using Vague Language, Euphemisms and Insincere Statements
Out of respect for your employees (both those who are going and those who are staying), you must be clear and transparent about why the layoffs are happening and what they can expect in the coming weeks. Stay away from euphemisms like “transition assistance.” Instead, provide a list of concrete ways that you will help employees transition to another job.
2. Failing to Answer Questions and Address Concerns
Employees may have questions and concerns, so it’s important to leave time for a question-and-answer period and to be as honest in your answers as possible.
Florida Law on Accrued Vacation Time
In Florida, employers are not required by state or federal law to pay out accrued and unused vacation time when an employee is terminated or resigns. This differs from some other states where such payouts are mandatory. However, there are exceptions where an employer may be obligated to pay out unused vacation time:
Employment Contract or Written Policy: If an employment contract or a company's written policy explicitly states that unused vacation time will be paid out upon separation, then the employer is legally bound to honor this commitment.
Company Practice: If an employer has a consistent practice of paying out unused vacation time to employees who are terminated or resign, they may be obligated to do the same for all departing employees.
3. Providing Inconsistent Messaging
Ensure that everyone communicating about the layoffs has all current and relevant information so that employees receive accurate and up-to-date information.
4. Using a Robotic or Uncaring Tone
While facts need to be shared, they should not be delivered in a way that feels devoid of care or emotion. Show empathy and respect for the affected employees.
5. Failing to Provide Adequate Support
Understandably, employees will be stressed when they hear that their source of income is ending. It is very important to come prepared with a list of resources for job searching, resume writing and other transition assistance to help employees navigate their new situation.
6. Ignoring the Remaining Employees
After a group layoff, it is natural that remaining employees may be feeling shaken up. A 2022 study by bixreport revealed several alarming statistics, including 71 percent of layoff survivors who reported their work motivation declined since the layoff. It is important to have open discussions with remaining employees to answer their questions and offer reassurance.
How To Select Employees for Layoff Without Discrimination
In order to avoid discrimination lawsuits, it is important to carefully select the employees for layoff based on non-discriminatory measures. By following these steps:
Negotiated Severance Package: In cases of involuntary termination, a payout for unused vacation time may be negotiated as part of a severance package, although severance packages themselves are not mandatory under Florida law.
Important notes:
■ Florida allows “use-it-or-lose-it” vacation policies, meaning that employers can require employees to use their accrued vacation time within a specified timeframe or lose it.
■ Federal law, specifically the Fair Labor Standards Act (FLSA), does not mandate payment for time not worked, including vacations.
Review Your Employment Documents: Carefully examine your company’s employment contract and employee handbook or policies to understand the specific rules regarding vacation time and payout upon termination.
1. Establish Objective Criteria
The best way to ensure that you are selecting employees for layoff without discrimination is to establish a list of objective, nondiscriminatory criteria, such as seniority, performance, skills and experience.
2. Screen For Protected Groups
Carefully avoid any selection criteria that could disproportionately impact protected groups, including race, gender, age, disability, etc.
3. Document Reasons
Keep thorough records of the reasons for layoffs as well as the criteria used for selecting who will be laid off.
4. Consult with HR and Legal
Consult with HR and legal counsel to ensure layoff decisions comply with all applicable laws and company policies.
Frm
Seay HR provides a broad range of HR services designed to support your business’ growth and ensure compliance with all state and federal employer regulations. From severance packages to wage and employee handbook development to onsite training and consultation, our team is here to help you in every aspect of human resources so you can get on with running your business. Contact Seay Management
to learn more about how we can help your business conduct layoffs smoothly and stay compliant with the law to protect your organization from potential legal issues.
Please note: This article is for informational purposes only and does not constitute legal or professional advice. Seay Management Consultants makes no representations or warranties, express or implied, regarding the accuracy, completeness or applicability of the information contained herein. Seay Management Consultants disclaims all liability for any actions taken or not taken based on the information in this article. Readers are solely responsible for their own interpretation and use of this information.
Free HR Hotline for FRSA Members
As an FRSA member, a free HR hotline service is available to you to answer your questions regarding human resources issues such as compensation, wage and hour, hiring, dismissal, HR policy and more. Contact the HR experts at Seay Management Consultants at 888-245-6272 or admin@seay.us.
Gulledge Roofing: A Legacy Built on Hard Work, Integrity and Community
Kevin Lindley, FRSA-SIF Safety Rep
Gulledge Roofing, Inc. is the 2024 recipient of the FRSA Self Insurers Fund Outstanding Safety Award. For over three decades, Gulledge Roofing, Inc. has been a trusted name in the Deland area. At the helm are Rick and Kim Gulledge, a husband-and-wife team whose story is as strong and enduring as the roofs they install.
The roots of Gulledge Roofing stretch back to 1977, when Rick, just 12 years old, decided he didn’t want to spend his summer picking oranges or landscaping. Instead, he approached a roofing contractor who attended the same church as his family and asked for a job. His first task? Picking up debris around jobsites in the sweltering Florida heat.
Rick vividly remembers those early days. “It was so hot, I promised God if I just made it through, I’d never roof again,” he laughs. But he stuck with it and before long, he was learning to install all types of roofing systems and even hauling materials to the roof by hand.
After a brief two-year detour into framing and trim work for a construction company, Rick found himself back on the roof – this time completing the projects alone. That passion and persistence eventually led him to earn his roofing license and officially launch Gulledge Roofing, Inc. in July 1990. Starting small, Rick took on custom new home construction solo, handling every phase from estimating to installation. As business picked up, he invested in equipment and labor and never looked back.
Rick met Kim during one of his roofing projects while he was replacing the roof on her father’s building. Sparks flew and they married in 2001. Today, Rick and Kim are not just partners in life but also in business. Their two sons are each following their own ambitious paths – one studying law at Mercer University in Georgia and the other training to be a commercial pilot at D&J Flight School.
Day-to-day operations at Gulledge Roofing are run by Rick, Kim and their trusted right-hand man, Hunter, who joined the company nine years ago after Kim put out a call for a dependable, hands-on team member with a willingness to learn. He’s since become an integral part of the business.
Gulledge Roofing has never relied on flashy advertising. Instead, their reputation has grown the old-fashioned way – through word-of-mouth, quality workmanship and repeat customers. As Rick notes, the roofing industry has changed significantly in recent years. “A lot of companies today are run by people who’ve never installed a roof,” he explains. “The relationship between a contractor and homeowner is
being replaced by transactions between insurance adjusters and contractors the homeowner never chose.”
But at Gulledge Roofing, relationships still matter. Trust, honesty and integrity are not just buzzwords – they’re the foundation of the company. “If you call us, you’re going to get Kim or Hunter. We don’t hide behind voicemail or pass the buck,” Rick says proudly.
The Gulledge’s have also remained deeply involved in their community. They’ve supported numerous schools and local events over the years as a way to give back to the town that helped them succeed.
Since 2002, Gulledge Roofing has been a proud member of the FRSA Self Insurers Fund, consistently maintaining an outstanding experience modification rating. Rick credits this to a culture of safety shared by the entire team, from the office to the jobsite. “Our people care about each other. They follow the rules, look out for one another and take pride in doing things the right way,” he explains.
Gulledge Roofing works closely with their FRSA-SIF Safety Rep to conduct onsite inspections and pre-site assessments, always striving to improve safety practices and keep everyone protected.
After 35 years, Gulledge Roofing is more than just a business – it’s a family legacy built on sweat, perseverance and an unwavering commitment to doing things right.
Frm
FRSA Self Insurer’s Fund / BrightFund congratulate Gulledge Roofing, Inc. and all their employees for receiving this award and wish them continued success with their business.
Why Benchmarking and Collaboration Drive Success
Gary A. Cohen, Executive Vice President, Certified Contractors Network (CCN)
One of the most dangerous things a roofing contractor can do is operate in a vacuum. Many roofing company owners get so consumed with the day-to-day duties – estimating jobs, juggling production schedules, managing crews – that they never lift their head up to see how their company stacks up against the market.
Here’s the truth: contractors who isolate themselves frequently plateau and stunt their own growth. Contractors who collaborate, benchmark and learn from other successful roofing companies grow faster, avoid costly mistakes and build more profitable businesses.
The good news? You don’t have to reinvent the wheel. There are proven strategies for connecting with other contractors and bringing game-changing insights back to your business.
Benchmark Your Company Against Industry Leaders
If you’re not regularly comparing your company’s performance metrics to other successful contractors, you are likely leaving profits on the table. Benchmarking allows you to answer questions like:
■ How does my gross profit per job compare to top-performing roofing contractors?
■ Am I spending too much on lead generation compared to others in my market size?
■ What’s a healthy labor-to-revenue ratio for my type of roofing business?
Seeing your numbers in context is powerful. Many owners have had an “aha” moment after realizing their material waste, lead cost, close rate or cost per lead was far outside the norm, insights they never would have discovered working in isolation.
One effective approach is joining a peer benchmarking network. This is a major focus for members of Certified Contractors Network (CCN) and it should be for you too. These programs provide anonymous KPI sharing and detailed scorecards, so you can see exactly where your company excels and where it lags compared to non-competing roofing businesses. This clarity often leads to immediate, actionable improvements. So, find a powerful group to benchmark with and it will surely pay dividends if you engage.
Learn from a Mastermind of Roofing Company Owners
Imagine sitting in a room or on a structured Zoom call with several non-competing roofing contractor owners from across the country. None of them are your
competitors and all of them are there to share what’s working and what’s not in their business.
This is the power of a contractor mastermind group and it’s a format that CCN has successfully facilitated for decades. Identify a best-in-class contractor mastermind group. Belonging to a group with like-minded and seasoned owners can only help your business. Here are just a few examples of possible benefits:
■ You hear real-world solutions to the exact problems you’re facing – challenges, production bottlenecks or storm season chaos.
■ You discover marketing campaigns that are delivering results in other markets and can adapt them locally.
■ You gain perspective from owners who are one, three or even five steps ahead of you in revenue, profitability or operational maturity.
Contractors who participate in masterminds often describe the experience as having a board of advisors who truly understand your business. Many contractors have shared stories of avoiding six-figure mistakes simply because someone in their mastermind group had “already been there and done that.”
Take Your Team Leaders Out of the Bubble
Your roofing company is only as strong as your team. If your sales manager, production manager or marketing manager never interacts with peers outside your company, they are limited to what they already know. High-performing contractors give their teams the opportunity to:
■ Join functional roundtables in sales, production, marketing and finance.
■ Share challenges and best practices with counterparts at other top roofing companies.
■ Bring back fresh ideas that improve performance in their specific department.
Roundtables have become a favorite among these groups. For example:
■ Sales managers swap closing strategies and learn how to improve lead-to-sale conversion.
■ Production managers discover new scheduling techniques to reduce downtime and material waste.
■ Marketing leaders bring back fresh ideas for social media, local events and neighborhood marketing campaigns.
When your team is exposed to industry-wide best practices, your company levels up faster and you’re no longer the bottleneck for every new idea. Take the time to find functional roundtable groups.
Invest in External Training, Coaching and Best Practices
In many industries, continuous education is a requirement. Roofing is no different. Yet too many contractors rely solely on trial and error to grow their business.
We all know that in professional sports, although the players are arguably already the best in the world, they still practice and work with coaches and trainers on a daily basis. That’s because if the team wants to win it all at the end of the season, everybody on the team must improve daily to become best-in-class. How is this any different for a roofing company?
Think of your company as one of many teams in your league (your geographic market area). If you want to come out on top each year, your team must be hyper focused on repetitive practice, with a goal of becoming best-in-class.
By seeking out specialized contractor training programs for sales, production, finance, marketing, business operations and leadership, you can shortcut years of frustration and build a championship team.
Contractors who consistently invest in development – both for themselves and their teams – are the ones who adapt fastest to change, whether it’s a new building code, supply chain issue or marketing trend.
Stop Operating Like an Island
The most successful roofing companies in Florida and across the U.S. share one common trait: they are deeply connected to other contractors and industry best practices. They don’t try to figure everything out alone. They:
■ Benchmark KPIs against peers through structured programs.
■ Participate in mastermind groups for owner-level collaboration.
■ Encourage team leaders to join functional roundtables.
■ Invest in continuous, external training to stay ahead of the curve.
Running a roofing company can feel lonely but it doesn’t have to. Contractors who connect, benchmark
and learn from peers consistently outperform those who try to go it alone.
If you’ve ever wondered how top roofing companies seem to grow profitably year after year, the answer is simple: they stopped running their business like an island and plugged into a network of knowledge and accountability.
Frm
Gary A. Cohen is Executive Vice President of Certified Contractors Network (CCN), North America’s leading training, coaching and networking organization for home improvement contractors. With over 30 years of industry experience and a background in business education, Gary specializes in helping contractors achieve scalable growth through proven systems and processes. He can be reached at gary@contractors.net.
The Only Automatic Welder Made In The USA USA With Made Components USA USA
THE EAGLE TALON 5000
The Eagle Talon 5000 automatic hot air welder is designed to weld all types of thermoplastic membranes (TPO, PVC, CSPE). This machine is an extremely “user friendly” easy to use tool.
(630) 231-0419 | sales@winstongroup.com
Young Workers and Heat Illness
Heat is a Serious Workplace Hazard
Young workers are an asset to the workforce. However, whether working indoors or outdoors, young workers may be more at risk for heat illness than other groups.
Why Are Young Workers at Risk?
Young workers approach tasks with energy, enthusiasm and a desire for new challenges and more responsibilities. They may be asked to take on tasks that they are not prepared to do safely. It may be their first job or they are working in a new industry. They may not want to ask questions, raise concerns or make demands of their employer because they do not want to cause issues.
Young workers may be assigned more physically demanding tasks or longer shifts and may also not be acclimatized to working in heat. This means that
they have not been given the opportunity to ease into work and allow their body to adapt to heat exposure. This can be common during seasonal jobs or in under-staffed conditions.
Watch Out for Each Other
What feels like a regular shift can turn deadly quickly. Watch for the signs of heat illness and train your employees to recognize the signs. Act quickly when signs appear to save lives.
First Aid for Heat Illness Includes
■ Give cool water to drink.
■ Remove unnecessary clothing; do not leave alone.
■ Move to a shaded or cooler area and cool with water, ice or a fan.
■ Seek medical care if needed. When in doubt, call 911.
When to Call for Help
Employers Need to:
■ Comply with federal and state child labor laws. For example, federal laws prohibit youth under 18 from working certain hours and from performing dangerous or hazardous work.
■ Train employees to use safe work practices and recognize hazards. Training should occur
whenever a new task is assigned and be in a language and vocabulary that employees can understand. Heat safety trainings should help employees understand their heat exposure risks and teach them about prevention actions and first aid.
■ Model safe working behaviors and decisionmaking. This could include providing scheduled work breaks, especially as new employees get used to working in the heat.
■ Train employees on what to do if they get hurt on the job.
■ Provide safety equipment as necessary that fits correctly.
■ Implement a mentoring or buddy system. Have an older or more experienced worker help new and younger employees learn the ropes of a new job.
■ Encourage employees to ask questions about tasks and tell them whom to ask. Respond positively and considerately to all questions so that employees do not feel reluctant to speak up.
■ Ensure that equipment is functional, legal and safe for employee use. Label equipment that workers under 18 are not allowed to operate.
• 34+ Locations Across Florida
• Proudly Stocking the Top Brands You Need
• Experts in Residential, Commercial, Metal, and Tile Roofing
At QXO, we’re not just here to help you build more — we’re here to empower your vision, fuel your ambition, and create a lasting impact. Together, we shape the future, one bold step at a time. Visit QXO.com to find a
