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November 2020

ROOFING A Publication of FRSA – Florida’s Association of Roofing Professionals

Metal-Over-Metal Retrofit BUR: Time-Tested Roof Systems Employee Onboarding Generational Transfer

Springer-Peterson Roofing & S/M Wins Low Slope S.T.A.R. Award

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32 | Springer-Peterson Wins Low Slope S.T.A.R. Award

Contents 14 | Metal-Over-Metal Retrofit 22 | BUR: Time-Tested Roof Systems 26 | Employee Onboarding

FRSA-Florida Roofing Magazine Contacts: For advertising inquiries, contact: Kelsey O’Hearne at: kelsey@floridaroof.com (800) 767-3772 ext. 127 All feedback including Letters to the Editor and reprint permission requests (please include your full name, city and state) 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/


28 | Generational Transfer On the iPad


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November 2020

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. 5, NO. 11), November 2020, (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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Goodbye, Election! What Comes Next in the Florida Legislative Process If you are reading this article, we probably survived the 2020 General Election. No more television ads, no more direct mail, no more robocalls and no more unsolicited texts. (Whew!) While the Presidential election may or may not be settled as you read this, there’s a strong chance that state and local elections are settled and winners declared. We will have a new class of freshman legislators in the Florida House of Representatives and we will have many new faces in the Florida Senate. So… what comes next?

November Organizational Session

Legislators will convene in Tallahassee for the annual November organizational session. This gathering is full of pomp and ceremony, but some incredibly important things will happen to shape Florida politics for the next two years. First, a new Senate President and Speaker of the House will be officially installed. Assuming the Republican majority holds, Senate Republicans will elect Senator Wilton Simpson (R – Trilby) as their President for the 2021-2022 legislative term. On the House side of the rotunda, Representative Chris Sprowls (R – Clearwater) will be elected Speaker. Each new leader will give an acceptance speech outlining their top policy and funding priorities for the next two years. This roadmap will be informative on the major issues to shape the 2021 regular session and beyond. Further, the new leaders will flesh out the leadership teams in their respective chambers, including assigning committee chairmanships.

November Special Session?

a policy package entitled the “Combatting Violence, Disorder and Looting and Law Enforcement Protection Act” with reforms aimed at curtailing civil unrest and violent protests. The package has three main components: 1. New criminal offenses to combat rioting, looting and violence. 2. Increased penalties for violators. 3. Financial penalties for local governments that seek to defund their police departments. He has called upon incoming legislative leadership to take up the package and pass it during the November organizational session. Third, the Legislature and business advocacy groups have been working on proposed reforms to help Florida businesses combat and recover from COVID-19, including added protections from frivolous lawsuits related to the pandemic. It’s almost certain that a legislative policy package will be introduced during the 2021 regular session, but any special session called before next spring would likely include these measures.

2021 Regular Session

As we enter 2021, the Legislature will kick into high gear with committee weeks during January and February. The official kickoff of the 60-day annual legislative session is set for March 2. COVID will certainly change the look and feel of legislative committees and floor sessions. The incoming leadership teams are al1. The state budget. ready at the drawing board determining how to safely 2. Governor DeSantis’ law and order reform conduct the State’s business while observing CDC package. social distancing guidelines and other best practices. 3. COVID liability protections for Florida businesses. The specifics will come into focus early next year, but A special session on the budget has been rumored it’s very clear that the Legislature won’t be conducting business as usual. since COVID-19 halted the state’s economy (and FRM general revenue collections) in March. Strong conservative planning and state reserves have floated the ship thus far, but another round of bruising lockdowns or another federal CARES Act-type relief bill requiring legislative action could trigger a budget-oriented special session. Second, Governor DeSantis has released The Legislature may add a few items to the to-do list for November, including a potential special session. There are three main topics swirling that may trigger a special session:

www.floridaroof.com | FLORIDA ROOFING


FRSA LEGAL COUNSEL Cotney Construction Law

Florida’s New Employment Verification Law for the Construction Industry Rick Blystone & Paul Messina, Attorneys, Cotney Construction Law The Florida Legislature recently passed a new law that changes how employers must account for their employees’ eligibility to work in the United States. This new law was signed by Governor Ron DeSantis on June 30, 2020, with an effective date of July 1, 2020. However, the part of the law that is the subject of this article does not go into effect until January 1, 2021. The new law has several provisions that will affect contractors doing business in the state of Florida which center around the employment eligibility of their workforce. Before getting into that, it is important to understand how the law defines a few different groups.

subcontractor is required to provide an affidavit to the contractor stating that the subcontractor does not employ, contract with, or subcontract with an unauthorized alien—a statement which, if untrue, could have profound legal consequences. While prime contractors working on non-public projects are required by the statute to verify employment eligibility of its ■ A contractor is defined as a person or entity workers, as private emthat has entered or is attempting to enter into a ployers, they can choose contract with a public employer to provide labor, supplies or services to such employer in exchange to either register with and use E-Verify or keep for salary, wages or other remuneration. using Form I-9 to verify ■ A public employer is defined as an entity within employment eligibility. The state, regional, county, local or municipal governstatute adds an additional ment, whether executive, judicial or legislative, requirement when solely or any public school, community college or state using Form I-9, however, university that employs persons who perform as compared to the fedlabor or services for that employer in exchange eral regulations. Under for salary, wages or other remuneration or that the statute, the employer enters or attempts to enter into a contract with a will be required to retain contractor. copies of the documents ■ A subcontractor is defined as a person or entity presented to the employer that provides labor, supplies or services to or for a by the employee as part of the I-9 process, whereas contractor or another subcontractor in exchange federal regulations do not require employers to do so. for salary, wages or other remuneration. The statute further mandates that each party has a statutory duty to terminate any contracts where it has ■ A private employer is defined as a person or entity a good faith belief that another party has knowingly that transacts business in Florida, has a license employed, hired, recruited or referred for employment issued by an agency and employs persons to peran alien who is not duly authorized to work in the form labor or services in this state in exchange for United States. Any such contracts terminated under salary, wages or other remuneration. this provision of the law will not constitute a breach Under the new law, every public employer, contracof contract. This is intended to bar these types of tor, and subcontractor will be required to use E-Verify breach of contract lawsuits. Further, the law provides for all newly hired employees after January 1, 2021 for the opportunity to challenge the termination of the and are prohibited from entering into construction contract, so long as it is filed within 20 calendar days contracts unless each party to the contract is regisof the termination with a circuit or county court. If a tered with E-Verify. Thus, for public projects, all prime contractor has its contract terminated with a public contractors and subcontractors will be required to employer under this provision, it will be barred for one use E-Verify. Additionally, for public projects, each year from being awarded a public contract and the 6

FLORIDA ROOFING | November 2020

contractor will be liable to the public employer for any additional costs incurred as a result of the termination of the contract. For private employers, the statute provides the State with the ability to inquire about compliance with the statute. Any private employer that is not either registered with and using E-Verify, or verifying employment eligibility using Form I-9 will be required to provide the probing agency/department with an affidavit within 30 days after receiving the request stating that the private employer will comply going forward, has terminated the employment of all unauthorized aliens and will not intentionally or knowingly employ an unauthorized alien. The failure to do so will result in the suspension of any licenses issued by the State until such affidavit is provided. The State will only suspend the license specific to the business location where the unauthorized employee performed work unless no such location-specific license exists, in which case the license will be suspended statewide. If a private employer is found to violate the statute three times within a 36-month period, the license, as discussed above, will be permanently revoked. While the portion of the law described in this article has not gone into effect and it is too early to see how the State will apply this law in practice, the desired outcome of the law is clear: the State is cracking down on the use of unauthorized labor in

the construction industry in the state of Florida. The law imposes several new requirements to enforce federal employment authorization laws and puts the onus on applicable contractors and subcontractors to ensure compliance while providing the ability for the imposition of harsh penalties for noncompliance. Ultimately, the law will create a fundamental shift in the way contractors and subcontractors do business in Florida going forward. Florida public employers and those who bid on public contracts should be ready to comply with the new law by updating their onboarding and new hire practices.


Disclaimer: 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. Cotney Construction Law is an advocate for the roofing industry and General Counsel of FRSA. For more information, contact the authors at 866-3035868 or go to www.cotneycl.com.

Need help with the new Florida Building Code?

FRSA Members have access to an on-staff Technical & Codes Director to answer all your code-related questions.

For more information, contact FRSA at 800-767-3772 ext. 100 www.floridaroof.com | FLORIDA ROOFING


Industry Updates Henry Company Agrees to Acquire National Coatings Corporation

Henry Company, a leader in Building Envelope Systems, has agreed to acquire National Coatings Corporation, based in Camarillo, Ca., a leading commercial roofing systems manufacturer of acrylic elastomeric roof coating systems. The strategic acquisition of National Coatings reinforces the position of Henry as the leading provider of roof restoration systems that extend the life of single-ply roofs, metal roofs, asphalt-based roof systems, foam roofing and elastomeric roof coatings. The National Coatings product offering builds on the Henry Roof Restoration Systems business and enhances the complete Henry offering of high-performing roof coatings and accessories. National Coatings products provide durable weatherproofing on hundreds of millions of square feet of existing commercial and industrial roofs and walls. Its brand portfolio, consisting of AcryShield, AcryPly and RenuWall complements the existing Henry product portfolio. “National Coatings is a great company known in the industry for its exemplary products and excellent people,” said Frank Ready, CEO of Henry Company. “We are excited to have National Coatings as part of the Henry family and are looking forward to leveraging our combined resources to add more value to our roof coatings customers.” Shawn Collins, President of National Coatings added: “The National Coatings team is excited to join Henry. The acquisition will accelerate the expansion of innovative National Coatings brands designed to restore commercial roof systems. Being part of Henry will provide a solid platform for future growth outside of our core geographies of the Western and Southwestern United States, as well as Hawaii and Guam.”

“We look forward to seeing the impressive, innovative ways that contractors have used asphalt roofing materials in their projects over the past three years.” There is no limit to the number of entries a company may submit, as long as each project meets the program criteria. Projects will be judged in four categories: ■ Beauty – Does the project embody the true beauty of asphalt roofing? ■ Performance – Does the project demonstrate asphalt roofing’s reliability, durability and overall system strength? ■ Asphalt: The Roofing Solution – Why was asphalt chosen for this project? ■ Distinction – Is the project clearly distinct from its peers? Winning companies will be recognized during the 2021 International Roofing Expo, April 14-16 in Las Vegas. Winners will receive a monetary prize (Gold – $2,000; Silver – $1,000; Bronze – $500), plus recognition in national trade media, local media and on ARMA’s website and social media channels. The Excellence Awards submission form, along with the full program guidelines, can be found at www.asphaltroofing.org/excellence.

ABC Supply Co. Inc. Names Marc Kramer Director of Corporate Development

Marc Kramer has been promoted to Director of Corporate Development for building products distributor ABC Supply Co. Inc. In his new role, Marc will oversee all acquisitions and greenfield activity, identifying key market opportunities and supporting long-term company growth plans. Kramer got his start in the industry as a nineyear-old kid sweeping Roofing Contractors Invited to Apply to the warehouse floor ARMA’s 2021 Excellence in Asphalt Roofing for his family’s roofing Awards Program distribution business and The Asphalt Roofing Manufacturers Association then became a delivery (ARMA) is now accepting submissions for the 2021 driver, inside sales repreExcellence in Asphalt Roofing Awards Program. ARMA sentative and, ultimately, encourages all roofing contractors to submit their manager. The company best low and steep-slope asphalt roofing projects was sold many years by December 1, 2020 from the past three years for later to Cameron-Ashley consideration. Building Products, whose “We received a record number of submissions last one-step distribution year – all of which emphasized the many reasons why business was acquired by ABC Supply in 2002. Seeing asphalt is the preferred roofing solution – and anticithe opportunity to further his career with a leading dispate similar engagement for the 2021 program,” said tributor, Kramer joined ABC Supply and has held many Reed Hitchcock, ARMA’s Executive Vice President. 8

FLORIDA ROOFING | November 2020

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positions, including Branch Manager and Regional Operations Manager. Most recently, he served as the District Manager for ABC Supply’s Ohio Valley District. “Marc has had great success as a manager and leader of our Ohio Valley District,” said Chief Financial Officer Todd Buehl. “His background and vast industry experience will be valuable in helping us identify new business opportunities to grow and serve our customers.”

OMG Roofing Promotes Adam Cincotta to Vice President

OMG Roofing Products has promoted Adam Cincotta to Vice President of the company’s Adhesives and Solar Business Unit, one of three business units within OMG Roofing Products. In this role, Adam is responsible for developing and executing the overall business unit strategy, including product and market development, as well as managing the business unit’s profit and loss. He reports to Peter Coyne, Senior Vice President and General Manager of OMG Roofing Products. Cincotta joined OMG Roofing Products in 2014 as a Product Manager for the OlyBond Adhesives product line. Most recently, he was Director of the Adhesives and Solar Business Unit. Under Cincotta’s leadership, the business unit has experienced strong growth driven by several successful new products for which he was responsible, including OlyBond500 Canisters, PaceCarts and the PowerGrip solar mount portfolio. “Adam was selected for and completed the Steel Partners Cohort Program, a corporate leadership development initiative in 2018. He is a strong contributor

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FLORIDA ROOFING | November 2020

to OMG’s continued growth and success,” said Peter Coyne. “We are very confident in Adam’s ability to continue to develop new opportunities for the company and we are grateful he is part of our management team.” Prior to joining OMG, Cincotta served in product management and marketing roles at Newell Rubbermaid, ITW and Danaher. Cincotta holds a BS degree in Applied Economics and Management from Cornell University and an MBA from the University of Massachusetts.

Cotney Construction Law Retains Craig Brightup to Fight for the Roofing Industry in DC

Cotney Construction Law (CCL) is pleased to announce it has retained Craig Brightup and The Brightup Group LLC to lobby for CCL client interests and the interests of the construction industry overall on a national level. Craig Brightup is the CEO of The Brightup Group LLC and previously worked directly with the National Roofing Contractors Association’s (NRCA) political program for 19 years. Brightup is known as the roofing lobbyist in DC, and as part of his work with Cotney Construction Law, he will be providing government relations consulting services for CCL clients in addition to promoting legislation and regulations that advocate for the construction industry. “Our commitment to the roofing industry extends throughout every state and federally. Our partnership with The Brightup Group LLC and Craig Brightup ensures that we will be able to advocate for roofing contractors in front of the Legislative and Executive branches on issues such as OSHA, immigration, workforce development and construction-related initiatives,” stated Trent Cotney, CEO of Cotney Construction Law. Cotney Construction Law will also provide insight from Craig Brightup to Cotney subscribers. “We continue to look for ways to add value to our subscribers and look forward to offering unique commentary and analysis from well-known roofing lobbyist, Craig Brightup,” says John Kenney, CEO of Cotney Consulting Group. “I’m thrilled to team up with a firm that understands the government issues that impact roofing contractors, especially as someone who’s been advocating for the industry for decades. I’m proud to extend and continue this crucial work as a lobbyist working with Cotney Construction Law to help propel the industry forward,” said Craig Brightup, CEO of The Brightup Group LLC.


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FRSA Educational Foundation Endowment – One Roof and a Legacy Mike Reed, CPA, FRSA Controller and General Manager During 2003, the FRSA Educational and Research Foundation Endowment was jump-started with a $25,000 Governor-level contribution from TAMKO Building Products. That was the first Governor-level or higher contribution the Endowment received. Since then, over $1 million has been pledged or donated. The most recent Governor-level pledge is from FRSA President Adam Purdy, CPRC, who will be donating $5,000 a year over the next five years. One of the primary appeals of endowment giving is allowing the donor to select how they would like their endowed earnings to be used: education, industry research and scholarships are on the menu of options offered to contributors to donate towards. Contractor education is at the forefront of everything the Educational Foundation does and selecting to support education through your endowment helps further that mission. For example, the Endowment’s support allowed the Foundation to offer NRCA’s For Foremen Only Program at the 2018 FRSA Convention and to partner with Future Builders of America for an introductory level roofing program. Industry Research is also a very important part of what the Endowment does. Endowed earnings have allowed the Foundation to contribute to the Wall-of-Wind research at Florida International University, Sealed Attic Research at the University of Florida (UF), and to fund a study on the effects of silica residue in the workplace. The Sealed Attic Research was driven by FRSA action at the Florida Building Commission, who funded a portion of the study. Research at UF is funded in part by the Earl Blank Endowment, established at the university by the FRSA Self Insurers Fund. Scholarships complement the Foundation’s educational emphasis by helping families of FRSA members and their employees realize their educational goals. Over $280,000 in scholarships has been presented to students over the years and, every year, the Foundation Trustees have a tough time deciding to whom to award scholarships because of the number 12

FLORIDA ROOFING | November 2020

of qualified submissions. In 2020, a record $30,000 was awarded to 15 outstanding students to help with their educational goals. Some Endowment contributors make their donation without selecting any specific purpose for their earnings. This is known as an “undesignated” contribution and allows Trustees to spend available funds wherever they are most needed. If there is a critical research project that needs funding, undesignated earnings can be used along with those pledged for research. If there is a need to provide more scholarship funding during a year, undesignated earnings can be used, etc. Contributions are welcome for any amount and can be paid over a five-year period if requested. A pledge of $25,000 or greater entitles the contributor a seat on the Endowment Board of Governors who meet quarterly and make recommendations to the Foundation Trustees on how to best utilize Endowment earnings. Purdy’s theme for his year as President is “One Roof.” One roof is where everyone gets their start in the industry, and one roof also represents a community of professionals that believe in supporting the future of the industry that has given so much to us all. As we approach the end of what has been a difficult year for everyone, please consider a gift to the FRSA Educational Foundation Endowment as an investment in the future of the roofing industry, as well as a great way to establish your legacy for those that come after us. FRM

The FRSA Educational Foundation is a 501(C)3 entity: your contributions to the endowment are tax deductible, subject to current income tax regulations. For more information on the FRSA Educational and Research Endowment Program, please contact Mike Reed, CPA, FRSA Controller at 800-767-3772 ext. 167, reed@floridaroof.com, or John Hellein, Educational & Research Foundation Director at john@floridaroof.com or ext. 123.

Sustainable Living Starts At The Top with Eagle’s Ventilated Roof System

Eagle Roofing Products is committed to helping our customers reach their sustainability and carbon reduction goals. Offering a gorgeous array of durable and energy efficient concrete roof tile profiles and colors, our tile not only enhances the curb appeal of any residential or commercial structure but also possesses significant qualities to emit heat and reflect the sun’s rays. Take it a step further and the superior performance of concrete, combined with the right roof components, can create an ideal green living space. Introducing the Ventilated Roof System, an all-in-one concrete tile roof system designed to facilitate airflow under the tile for increased ventilation. This installation method reduces heat transfer into the structure, conserving energy and saving money on electricity bills. It also prolongs the lifespan of the underlayment, components and roof while mitigating urban heat island effects. The Ventilated Roof System is comprised of four key elements for energy efficiency: 1. Ventilated Eave Closures for air intake at the eave. 2. Eagle’s Arched Battens, which expedites airflow across the roof deck. 3. O’Hagin Attic Vents for proper air exhaust in the upper third of the tile roof system. 4. Eagle’s Concrete Roof Tile, which provides an added layer of insulation and protection.

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Metal-Over-Metal Retrofit: Survive Economic Swings by Diversifying Your Business Dale Nelson, President, Roof Hugger, LLC

Every year about this time, my wife and I meet with our retirement advisor about what we should do with our IRA and 401k savings. Every year we get the same advice – diversify your savings, don’t put all your funds in one stock or market segment. Have a mix and you will much more comfortably ride out the ups and downs of the economy. This same good advice applies to our businesses.


FLORIDA ROOFING | November 2020

New construction has been a booming business for the past five years or so, but as always “this too will change” and as a result of COVID-19, boy oh boy, has it changed. Many projects have been slowed down, many have been delayed and others cancelled. Having another steady base of business is critical to dealing with these sudden and unforeseen market changes. So why retrofit and, specifically, why metal-overmetal (MoM)? Let’s take a quick look at the market size of existing metal roof tops and why it is worth your time to consider adding retrofits to your business. Almost 19 billion sq. ft. of existing roofs between 20 and 50 years old make this a huge market that is continually growing each and every year. Next time you are driving around town or in an industrial area, check

Roof Systems Cost of Ownership Service Life • • • • •

Metal – 60-plus years BUR – 18 years EPDM – 24 years TPO-Single-Ply – 20 years Modified Bit – 21 years

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it out. I guarantee you can spot older metal roofs needing to be repaired or replaced.

What Makes the Retrofit Unique?

The retrofit market is a pretty steady business. The simple truth is that NO ROOF LASTS FOREVER, not even metal. This means when there is an economic downturn, retrofit will still be chugging along. If you can’t build new, you will fix the roof you have. When an old roof has reached the end of its useful life, despite the economic climate, it will be replaced. There are not a lot of contractors and installers that focus on this market. This means there is less competition on any given project. The jobs are frequently negotiated, with owners getting pricing from three or fewer contractors, making your success rate much higher than it might be for new construction. Since the buildings are existing, the permitting process is much simpler. In Florida, there are also several Florida Product Approved assemblies, further speeding up the permit process. Three facts to keep in mind: 1. The projects are shorter in duration which translates to good cash flow, getting your money more quickly than you would in new construction and typically with no long-term retainage. 2. Installation is much faster and easier than new construction. Your installers 16

FLORIDA ROOFING | November 2020


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easily added to add energy efficiency to the old building. New standing seam roofing is the single best platform for photovoltaic (PV) panels for two reasons. First, it is the only roof system that has a service life beyond that of the PV panels. Second, the PV panels can be installed without penetrating the new roof. Today’s MoM systems can easily meet the new International (IBC) and Florida Building Codes (FBC) requirements. As we know all too well, windspeed design pressures in Florida have jumped dramatically over the past 15 years. They have moved from 100 mph to 130 mph and 120 mph to 174 mph in some areas. These are not working over open framing which reare huge jumps in design pressures on buildings that quires more equipment while exposing them to were not originally designed for them. Modern retrofit increased fall hazard, they are working on top of metal framing systems and panels can meet required the existing roof. This makes stacking of material, load demands and do so on top of the existing roof, equipment, tools, etc. much faster and easier. eliminating the need to get inside the building to try to weave new structural components into the existing 3. The framing to support the new roof is installed purlin and frame system. on top of the old roof, making it unnecessary to add structure from underneath. The framing What are the Competing Products? systems can be designed to meet current codes Within the retrofit market there are, like all businesses, and fit most existing roof panels. competing products. The most common competitors to MoM include: What Makes Retrofit Appealing to the

Building Owner?

The single most important benefit to the owner is that the retrofitting of an existing metal roof does not disrupt building operations. They can continue to conduct business normally, typically with little or no interruption to operations. Cost is always a consideration and MoM retrofit is very cost efficient compared to other competing products. One of the major reasons is the exceptionally long life of metal roofs. The expected service life of a new 55 percent-aluminum-zinc alloy-coated (Galvalume or equivalent) Standing Seam roof is demonstrated to be over 60 years. Non-metal roof systems, including coating products, typically have a service life from 5-to24 years. Many older roofs are the screwdown type metal roofs that were installed long before standing seam was readily available. The good news is these older screw-down roofs are easily upgraded to standing seam, eliminating most, if not all of the exposed fasteners and many of the problems that were associated with the older roof. Additional insulation is 18

FLORIDA ROOFING | November 2020

Roof Coatings There are two basic types of roof coatings. The first and most commonly used is the simple “surface coating” designed to “protect and extend the life of the existing roof.” These materials are commonly spray applied acrylic formulations, applied 15-30 mils in thickness. These products are not intended to be used as a water barrier but rather as a protective coat to extend the life of the underlying material and to be

UV reflective. They are installed on all types of roofing: shingles, tile, EPDM, TPO and metal. The key to their successful usage is achieving even coverage and good adhesion. Getting proper coverage and adhesion on a metal roof is extremely difficult. Blisters, pinholes, fish eyes, craters and other imperfections are common. The result is an investment by the client of something that does nothing for leak issues, has a very short life requiring annual or bi-annual maintenance and, when an imperfection occurs and traps moisture between the metal roof and the coating, corrosion of the metal panel will occur very quickly, actually reducing its remaining life. Coatings are normally considered short term solutions having a 3-to-5-year life. They have some appeal because they are at the low end of the cost spectrum, but I believe they represent a poor investment for the typical metal roof client’s money. The second coating product is “liquid applied roofing.” These materials 20

FLORIDA ROOFING | November 2020

are commonly poured and spread onto the existing roof and applied from 45-60 mils in thickness. Many have an additional reinforcement fabric pressed into the liquid as it is being installed. Like coatings, they are applied over any number of existing roofing materials. Surface prep and adhesion are still the key to a successful application. Once again, metal is a difficult surface to properly prepare for full adhesion. There are panel end-laps, side laps, end dams, closures, roof curbs, roof penetrations and many other details to waterproof, keeping in mind that metal roofing is constantly expanding and contracting, pushing, pulling and stretching this material. The cost of this system is significantly more than a simple coating; unfortunately, a newly liquid applied roof still will not meet today’s building code. No coating improves the capacity of the existing roof and they may actually hide some serious structural shortcomings. Failed roof fasteners in older metal roofs are common and it is the roof fasteners that transfer the uplift strength and the diaphragm strength from the roof panels to the building structure. Small fabric caps are frequently placed over failed fasteners and the coating material is then applied, hiding these serious structural issues without repairing them, inviting a total roof failure. Once again, for the MoM client, the cost is significant yet the gain

is questionable. The quoted material life ranges from 10-to-18 years with proper maintenance but, like regular coatings, if water becomes trapped between the coating and panel, the panels will corrode quickly and may become unrepairable. TPO Over Metal The final and most significant competition to a MoM retrofit is “TPO over metal.� This system places a flute filler of rigid insulation between the major ribs of the existing panels and then an additional layer of rigid insulation over the filler piece and finally installs a 4560 mil TPO layer over the top of this upper insulation layer. The TPO material must be attached to all the existing purlins in a very specific pattern. These systems can be demonstrated to meet the new wind load requirements but need careful consideration by the owner or competitor. There are over 50 different TPO assemblies and choosing the correct one for metal is a challenge. Metal roofs panels are not the same as structural metal decking. Roofs that have facades or parapets need to be particularly handled with caution, since contractors frequently fill existing valley gutters and cut scuppers into the facade or parapet, allowing water to stack on the roof and risking a structural overload and failure. TPO over metal systems cost from 80-110 percent of a MoM system and provide less than half the life of the metal-over-metal system.


The metal-over-metal retrofit business can add a steady volume of sales to your company and is not as susceptible to the cycles of new construction activity. It is a great value for your client, providing them a long term, strong and code-compliant roofing solution. It will allow for the installation of more insulation and will be ready for a photovoltaic upgrade when your clients are. Also, it will not interrupt their ongoing business operations. Metal roofing is the best performing roofing material in the market with the lowest lifecycle cost. Use these strengths to support your clients and your business: everybody wins.


Dale Nelson is the President of Roof Hugger, LLC, Tampa, Fla. Roof Hugger, founded in 1991, became a division of the LSI Group, Logansport, IN in 2016. They are a nationally recognized manufacturer of retrofit framing systems for existing metal roof buildings. Dale holds a Florida Real Estate Brokers License and a Class-A Florida Contractors License. He has been in general contracting since 1973, constructing commercial and industrial buildings of all types, including wood column and beam, masonry, formed and poured, tiltwall and specializing in pre-engineered steel buildings.

www.floridaroof.com | FLORIDA ROOFING


BUR: Time-Tested Roof Systems with New Relevance Mike Silvers, CPRC, Owner, Silvers Systems, Inc. and FRSA Director of Technical Services

The terms “sustainability,” “efficiency” and “green” (good for the environment) are very often used in our industry these days. The color of the roof can seem to be more important than how well it keeps water out or resists wind uplift and, just as importantly, how long it lasts. But please don’t confuse how long it lasts with how long the warranty is. But I digress. Certainly the first question, when considering sustainability, should be how long something will last in the first place? Then, how can I extend the life and for how long? Built up roofs (BUR) and their offspring, modified bitumen roofs, have been a staple of the roofing industry since before it was called an industry. Many roofing contractors and manufacturers still swear by these systems. Why is that? Some may say it’s because we’re old fashioned and don’t like change. In fairness, there is probably some truth to that. But like many things that endure, there is a reason. To put it quite simply: they work and work well. But with all the new technology and the advent of single-ply systems in particular, are they still needed? At this point, there are simply not enough fair comparisons available to conclude that they are not. The most prevalently used single plies have not been around long enough to know. We do see extended life in many single-ply systems that have used the same composition or formula long enough to observe them fairly. But keep in mind, there are many built-up roofs in Florida that have been in service for not just 20 years but 30, 40 and more and there are a lot of 22

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them. These are primarily multi-ply, gravel-surfaced roofs. We also see some of the original APP (atactic polypropylene) modified bitumen systems that are more than 30 years old still in service. For these roofs to last this long, they required some degree of maintenance, but you might be surprised, in a few cases, just how little. One of the reasons these systems last so long is the basic materials they are comprised of: asphalt and, in fewer cases, coal tar bitumens. Just as importantly, they are usually made up of multiple layers or plies and, in the best cases, multiple waterproofing layers. In all cases, they are made up of bitumens and a reinforcing layer or layers. In Florida, with our brutal environmental conditions, it is great to have some portion of your waterproofing protected from not only the sun but also from our constant wet-dry cycle, both of which are very detrimental to any constantly exposed material. This is one of the reasons why properly installed gravel-surfaced BURs have proven to be so durable and thereby sustainable. They have a sacrificial layer of bitumen (flood coat) that helps to protect the waterproofing layers. The gravel in turn protects the sacrificial bitumen. Some disadvantages of gravel-surfaced roofs are that they are not good substrates for coatings and should only be used where the possibility of wind-borne debris from gravel has been considered. Granule-surfaced modified bitumen membranes provide a very similar protection, just less of it. The granule surface on a BUR cap sheet is also similar, but


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with even less asphalt. These granule surfaces, when caught before extensive granule loss or other degradation has occurred, make excellent surfaces for ever-improving roof coating systems. That is, of course, as long as the surface is properly prepared. Properly prepared smooth surface APP-modified bitumen membranes are also good substrates for coating. These improved coatings give these systems new relevance when considering sustainability. A properly chosen and applied coating system may extend the life of a properly applied multi-ply roof system for several lifecycles. Single plies can pose some challenges when being used as a coating substrate. It is still unclear how long their lifecycle can be extended by doing so. One thing that the granules can’t do as well as properly installed gravel surfacing is to help minimally sloped or nearly flat roofs dry within the code-required 48 hours. The gravel in a given depression displaces much of the water that would otherwise be there. A flood coat of asphalt needed to surface with gravel will tend to be deeper in the center of small depressions, thereby reducing their depth. Also, as the top surface of the gravel dries, the moisture below migrates to the surface as wet chases dry. Keep this in mind when replacing a minimally sloped gravel-surfaced BUR with any smooth or granule-surfaced roof system. You may not meet the code requirement for positive drainage. There is no exception in code for a “ponding water spec.” For existing buildings, if the roof isn’t dry within 48 hours after the last rain fall, it doesn’t meet the requirement. Not all roofing contractors want to deal with the heating and handling of liquid bitumens. That is certainly understandable. There are other options that still give you the advantages that modified asphalt bitumens provide. There are torch-applied systems as well as improving self-adhering or peel and stick membranes. With self-adhering membranes, compatibility of the membranes (they have to stick) and cleanliness are critical since they are less adhesive than asphalt-applied systems whether they are mopped or torched. I also want to point out that recovering (installing a second roof system over an existing one) does not save space in landfills nor is it somehow environmentally friendly. Code requires that no more than two roof systems are allowed. After that, all roofing materials must be removed down to the deck, which actually eliminates the ability to save any rigid insulation previously paid for, thereby possibly adding more debris. Sooner or later, that original roof will end up being disposed of, either during reroofing or when the building is demolished. In my opinion, it is too soon to drop the mic on 24

FLORIDA ROOFING | November 2020

these time-tested roof systems. If we lose our ability to produce and install these roofs, our industry will have lost something very hard, if not impossible, to get back. Let’s keep improving the materials and installation techniques and they will be around for many more decades. I have stated on many occasions, “there is no perfect roof system, only pros and cons for each.” The trick to being a good roofing professional is evaluating the structure that needs a roof as well as your customer’s needs and then selecting the proper roof system to minimize the cons and maximize the pros. Hmmm, that last part could apply to the industry in general, as well as to FRSA’s overall mission.


Mike Silvers, CPRC is owner of Silver 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 40 years of industry knowledge and experience to FRSA’s team.






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Employee Onboarding Lisa Pate, FRSA Executive Director Ever wonder why some companies continue to find new hires when you are offering the same rate of pay? Those companies fortunate enough to find and hire new employees know it’s important that a new hire feels like a team member from the beginning. What was once a quick meeting with someone from Human Resources has morphed into a friendly, social experience called onboarding. First impressions can have a lasting impact. Your company’s employee onboarding process is your chance to make a good first impression with new


FLORIDA ROOFING | November 2020

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employees. This process should be about making the new employee feel welcomed, valued and prepared to succeed in his or her new role. A recent report by the Society for Human Resource Management showed that 1 in 25 employees leave new jobs because of bad onboarding experiences. Onboarding is the process of integrating a new employee into your company and its culture, as well as getting a new hire the tools and information needed to become a productive member of the team. The onboarding process is important because it sets the tone for the entire employee-employer relationship. The onboarding experience can ultimately determine if that relationship will be successful or troublesome. For new hires, orientation is a one-time event welcoming them to your company. Onboarding is a series of events (including orientation) that helps them understand how to be successful in their day-to-day job and how their work contributes to your overall business. What makes a good onboarding experience? Balancing information with excitement and relationship building. By carefully planning onboarding steps, companies can give new employees the information, relationships and tools they need to be comfortable and confident enough to succeed. Building a strong onboarding process is the best way to welcome and retain new employees. Effective onboarding is all about planning ahead and thinking from your new employee’s point of view. It doesn’t begin and end on your new hire’s first day with you. It starts at the beginning of your hiring process and ends when your new employee is fully settled into his or her role. Creating a new hire checklist allows you to prepare for the onboarding process and guide your new hire every step of the way. It should be a flexible document that evolves based on what you learn with each new hire. The goal is to moderately improve the new hire checklist. This checklist should be completely different from the one your Human Resource department or hiring manager uses to make sure all legal documents have been completed on a new hire. More on that topic next month. The onboarding process should begin on the employee’s first day and include information about tenure with your company, which can set a positive, long-term goal for a new hire. Your recruitment practices should leave employees with a clear sense of what your company wants in an employee as well as who you are as a company – your missions, values, culture and people. Begin the dialogue by reviewing job descriptions and interview

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questions to ensure clarity, accuracy and that their expectations align with yours. You may need to administer a test to verify their job knowledge and experience level. Be transparent about company policies and procedures, scheduling, remote work options and vacation or leave time. Perhaps you have a tool or equipment maintenance policy or a company vehicle policy – make sure you review these areas as well. Your company handbook should also be reviewed and include detailed information on what is expected. Outline a typical workday, showing new hires the area in which they will be working, whether an office, warehouse or shop. Take them around and introduce them to your staff and give them a walkthrough of company work areas, including break room, restrooms, supply area, garage and parking area. Include an itinerary for the first week and a checklist of assignments and goals. Add credentials for email address, company cell phone, time sheet or communication tools or programs they’ll utilize in the course of business. Establish and discuss key goals, escalating goals and learning points. Make sure employees have a list of regular tasks, goals, stretch goals and key performance indicators. Discuss performance and company-wide review expectations and policies. Provide information about the growth potential for their specific positions and for the company in general. Explain the steps of your new employee training process. During non-COVID times, consider a special event for your new hire – perhaps hosting a lunch for the crew or team, introducing them to key players within your company, or take them out to lunch with key employees. Present them with a “welcome package” containing a company mug or water bottle, logoed hat or t-shirt, company notebook, pens and other company giveaways. Think of this as an ice breaking

experience and an opportunity for them to meet the team. Consider having management or the supervisor meet with new hires on the morning of their first day and again at the end of the day to answer any questions or concerns they may have. It’s important that your new hire feels part of the team and that communications are encouraged. Complete 1-week, 30-day, and 60-day check-ins to find out how new hires feel overall and find out if they have the specific support, resources and equipment they need to work efficiently and effectively. Collect feedback on the onboarding process, as well as their thoughts on the position. Were the positions what they were expecting? Do they feel comfortable with the team or crew they work with? Keeping the lines of communication open is essential to the company and employees’ success. At the end of a 90-day probation period, you’ll know if your new hire will have a future within your company. For those new hires working remotely, rely on disciplined scheduling, especially if you can no longer count on interactions and relationship-building to happen by chance. Help employees understand your company culture. Share everything you can think of – past presentations, company literature and photos and videos featuring bosses and team members to assist them in knowing your team. Establishing an employee-friendly onboarding process can set the foundation for a long-term relationship with new hires – something every employer seeks. Next month, we’ll review which documents are required for new hires and how long employee records and documents must be kept.


What’s Wrong with These Pictures?

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Generational Transfer Lee Rust, Owner, Florida Corporate Finance You won’t live forever. We all know that; we just don’t want to admit it. Any company and, in particular, any small, closely held company, should have a succession plan in place long before it might be needed. Some years ago, I had a client who owned and managed a successful high-tech products company he had founded twenty years earlier. I frequently told him that no one at his company had the ability to manage its operations other than him. He needed a successor but would not hire one. Within a year of his sudden and unexpected death, that formally profitable, $20 million annual sales company was liquidated. Even worse, the owner’s wife had signed personal guarantees for company loans. If you are the CEO of a company, make sure that there is someone within your organization who can take your place quickly and with a minimum of corporate disruption. Then make sure that that succession plan is either well understood by others in authority or is written and accessible when needed. In addition, it’s always good to examine your organization chart periodically to see which employees have the potential to replace those above them. Succession planning should extend throughout a company’s organization. That planning, by the way, does not have to contemplate a death or disability. At some point, you may want to retire or even just reduce your workload. Succession planning is a vital part of any successful retirement plan. I call that a generational transfer: the transfer of responsibility and authority from an older to a younger generation. Of course, that transfer can be accomplished without any change in ownership. Often, however, a retiring owner wants to transfer not just his or her management duties but also the ownership of the company to the next generation. That generation might include his or her children or just the company’s younger senior managers. That transfer can be structured as an attractive exit strategy for the retiring owner without selling the company to an unrelated and usually unknown party. On a number of occasions, I have used an interesting method that I developed for ownership transfers between generations. Those can include transfers from either parents to their children, from a current company owner to its younger generation of managers or to both. To accomplish this ownership transfer, I have the members of the younger generation form a new corporation. That new company (“NewCo”) is authorized to issue both common and preferred stock. The participating managers then contribute a minimum amount of cash to NewCo in a purchase of 28

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100 percent of its outstanding common stock. At that point, NewCo is owned entirely by the participating managers and has their contributed cash as its only asset. NewCo then acquires 100 percent of the outstanding common stock of the older company in exchange for 100 percent of the authorized NewCo preferred stock. That stock-for-stock transaction is exempt from taxes and, therefore, accomplishes the ownership transfer without any taxes being imposed on the sellers as of the closing date. NewCo then owns the older company as a subsidiary which can be merged into NewCo or maintained as a separate corporate entity with NewCo acting only as a holding company. The NewCo preferred stock is redeemable by the company at its stated face value and that value is calculated to equal the enterprise value of the company as of the closing date. That redeemable feature forever fixes the returns to the older generation at the enterprise value of the company they build on the date it was purchased by NewCo. All future increases in that value after the closing date accrue to the younger generation who hold the common stock and are responsible for the growth and prosperity of the company. As the preferred stock is redeemed by the company, the holders of the preferred pay capital gains taxes on the difference between their cost basis in the preferred, which is equal to their cost basis in the company they sold to NewCo, and the redemption price paid to them. In addition, if the preferred stock pays a dividend, that payment to the sellers is similar to interest on a note they might otherwise use as a part of the consideration paid to them for their company. The preferred dividends, however, are also taxed at a reduced 15 percent rate under today’s tax rules. Because preferred stock is a part of the equity accounts of a company, that structure for the sale transaction also eliminates the negative net worth that might be associated with a sale for cash and long-term notes. In most instances, for such generational transfer transactions, I also include a provision that assures the holders of the preferred stock that a set percentage of the company’s net cash flow will be used to retire the preferred. In addition, although the preferred stock usually has reduced voting rights which clearly give the holders of the common stock control over their company, I set covenants which allow the older generation to take back control of the company in the event that certain performance criteria are not met. I also usually include a Stockholders’ Agreement which

establishes the relationships between the various holders of the common stock and between them and the company. That form of generational transfer has substantial advantages over either a sale of the company to an unrelated party or its sale to the younger generation using a more conventional cash and purchase money note transaction. By the way, I am strongly opposed to the use of employee stock ownership plans (ESOP) for the transfer of ownership between generations or for any other change in company ownership. Among the reasons why ESOPs are inappropriate, there are two which are of primary importance. First, an ESOP establishes a priority claim on the future capital of a company which would otherwise be available to support its growth. When any employee who is an ESOP participant leaves the company for any reason, the company is obligated to repurchase the shares held for that employee in the ESOP at the then value of those shares. That is the case even if the employee is fired for cause. This future use of capital cannot be planned and tends to accelerate as time passes. Also, after a certain employment period, all employees must be ESOP participants. I have often

wondered if it is appropriate for the receptionist in a private, closely held company, for example, to also be a stockholder. Usually an employee at that level does not understand common stock ownership in a private company. In addition, that ownership does not act as a performance incentive as it would in the case of stock options given to a manager or officer of the company. For me, ESOPs are another bad example of social engineering by politicians using the tax code. ESOPs aside, any owner or executive in a private, closely held company should not plan for the future development of their company and its markets without including its future personnel needs and changes in its organization. In all cases, that should include succession planning and an eventual generational transfer of responsibility and, in many cases, of ownership.


Lee Rust, owner of Florida Corporate Finance, specializes in Mergers & Acquisitions, Corporate Sales, Strategic Planning, Financing and Operations Audits. He can be reached by phone at 407-841-5676 or by email at hleerust@att.net.

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Springer-Peterson Roofing and Sheet Metal Wins Low Slope S.T.A.R. Award FRSA Staff

The Spotlight Trophy for the Advancement of Roofing is an awards program designed by FRSA to recognize members' unique and outstanding projects. A panel evaluates the entries for inclusion and outstanding performance in each category. This year there were 48 submissions for placement in one of four categories: Low Slope, Steep Slope, Community Service and Craftsmanship. Judging criteria includes, among other considerations, aesthetics, special circumstances, unique project design, complexity of project, workmanship, teamwork, testimonials and creative problem solving. The judges use before, in-progress and completed pictures and videos to assist in the judging process. Springer-Peterson Roofing and Sheet Metal Inc., Eaton Park, Fla. won first place in the Low Slope category for its Hillsborough County Court Annex in Tampa. The project consisted of the removal of the existing coal tar and gravel roof and insulation from the metal deck and covered 327 squares of roof area. All work had to be completed after hours and on weekends, as no noise was allowed during normal business hours while courts were in session. Most of this project was completed at night. The coal tar pitch was, as we say in the industry, very much “alive” and made for some miserable nights for the crew. To further complicate things, on one side of the building there was a framework of steel and piping to support the HVAC 32

FLORIDA ROOFING | November 2020

equipment that was only about three feet off the existing roof deck. The area below this framework totaled about 50 squares. That’s 50 squares on your hands and knees in coal tar pitch for those keeping score at home. Once the existing roof and insultation was removed, the team from Springer-Peterson was faced with repairing decking that was not fastened to code. Adding additional fasteners into the steel was easy enough, although the side laps of the deck were crimped together, so additional stitch screws where of no use. Special tools were purchased in order to add additional crimps to the side laps to meet the requirements of the architect. Once the deck was prepped, cleaned and fastened, a two-inch base layer of insulation was mechanically attached to the deck. Once the insulation was secure, a layer of GAF Liberty SBS Self-Adhered Base Sheet was installed as a temporary roof system until Springer-Peterson was able to remove additional roof sections and install a new one. Since this install was being done at night, the team from SpringerPeterson was having issues with the laps sticking and the base sheet wrinkling due to temperature and humidity. To make certain that there would not be any

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issues with this one-ply temporary roof, all the laps were addressed with an elastomeric sealant. The roof was prepped and installed in quadrants. Once a complete quadrant was torn off and dried in, the crew would drop back and install the 1/8-inch per foot tapered insulation. The design of the roof was changed so that all the water would drain to one side of the building. New scuppers were added into the concrete walls to allow for drainage and new crickets installed to divert the water between the scuppers


along the wall. Hillsborough County installed new underground drainage to accommodate the new leader heads and downspouts. All existing drain bowls were removed and the pipes were capped to prevent any potential for drainage backup in the future. The tapered insulation started at 1/2-inch and ran all the way to 18-1/2-inches thick. The team then installed 1/4-inch Secure Rock over the tapered insulation and installed fasteners and RhinoBond membrane plates. Once all the RhinoBond plates were installed, the GAF 80-mil TPO was installed and bonded to the plates. All flashings were 80-mil as well. Counterflashing and expansion joints were fabricated out of stainless steel and the coping on the walls was GAF EverGuard Prefabricated EZ Fascia. The project went well with no complaints from the courthouse or any of the surrounding neighbors. The team from Springer-Peterson consisted of: ■ Contractor – Rob Springer, CPRC ■ Estimator – Chris Berlin ■ Project Manager – Cam Raby ■ Superintendent – Jack Donaghy ■ Foreman – Jorge Sifuentes ■ Architect/Roof Consultant – GLE Associates, Inc. ■ Manufacturer – GAF, Manny Sierra ■ Supplier – ABC Supply, Chris Dixon

We Got Our STARS Crossed

■ General Contractor – JVA Construction, Jannet Varon

The July issue of Florida Roofing magazine and the Expo Guide featured the S.TA.R. Awards recipients. For Springer-Peterson Roofing and Sheet Metal’s Hillsborough County Court Annex, we mistakenly included a photo from another Springer-Peterson project submission, Grand Living Lakewood Ranch.

■ Project MVP – Jorge Sifuentes

FLORIDA ROOFING | November 2020

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Productivity vs. Efficiency ■ Measure the current Often, when reviewing operations with clients, I am asked, “Productivity and efficiency – aren’t they the level of productivsame thing?” These words have been repeatedly used ity. With data, your incorrectly over time and confused to mean the same management team can thing in conversation. There are critical differences pinpoint flaws in the between the two that you should understand in order workflow and streamline to analyze your operation’s performance correctly. the operation. Creating Productivity is the output per unit of time while a performanceefficiency is the best possible output per unit of time: based incentive i.e., doing things correctly. When you do your tasks program to reward correctly, you will hit your maximum level of efficiency your crew members and productivity. and supervisors who For example: if Joe and his six-person crew install meet and beat project 100 squares of a roof in a 10-hour day, while Mike and budget benchmarks his six-person crew install 80 squares of roofing in the encourages an efficient same 10-hour day, it may look like Joe’s crew is more project workflow. productive. That would be true if all things considered ■ Establish an efficient communication procedure. were equal. But if Joe’s crew did not complete everySlow decision making stems from a lack of a thing as they went and required another half day to proper communication systems and creates finish the 100 square section’s flashings, Mike’s crew issues. Multiple projects spread out geographically would be 34 percent more efficient. Mike’s team is with key decision-makers, often located back in clearly more efficient than Joe’s, which connects the home office, compound the situation. Find directly to their actual productivity. Ultimately, they ways to eliminate communication delays with are more productive than Joe’s team, which would upper management in real-time. Also, set regube easily missed if you only observed squares’ raw lar meetings (huddles) where your key decision productivity. makers can ask and answer questions, brainstorm If we take the above example and forecast that ideas and review projects’ progress. over one year and, assuming both crews average cost is the same, Mike’s crew efficiency would add over Manage Your Worksite and Embrace $200,000 to your bottom line. Crew efficiency is not Technology the only area on which you should focus to add dollars Construction and, most importantly, roofing contracof profit to your Profit and Loss Statements (P&L). The tors lag behind most industries in terms of adopting following are other areas you should focus on. new technologies. According to recent industry studies, the construction and roofing industry is second Improve Your Decision-Making and only to agriculture as the least digitized in technology Management Workflow use. Industry leaders are starting to recognize that A considerable part of your roofing projects’ project technology can be transformational in terms of effimanagement is minimizing nonproductive activities ciency, yet over 60 percent surveyed still use manual that cost your company additional expenses and and paper processes. Technology provides a roofing cause delays. These non-favorable activities include contractor with a competitive advantage, from estilooking for missing project data, dealing with conmating and planning roofing projects to managing an flict resolution and correcting mistakes that should entire administration process. Automation will be the have been avoided. To improve the efficiency of your roofing industry’s future, so you need to leverage it roofing projects, below are some tips to reduce nonbefore you are left behind. productive activities. ■ Review the flow of your decision-making process. Take a close look at your daily site activities and operations. Review how the decision making flows starting from when it first surfaces. Reviewing your current strategy will allow you to identify areas where you can improve and speed up your workflow, creating a more efficient operation moving forward. 36

FLORIDA ROOFING | November 2020

Listen to All Your Team Members and Provide the Right Training

On-site employees will provide better insight into improving your roofing site processes’ efficiency compared to upper management working off-site. They have a wealth of firsthand knowledge regarding which equipment works efficiently and which techniques work best. It is essential to conduct regular

face-to-face meetings with your team members to ask about workplace issues. Include your experienced workers in the planning phase. Involving them early on will allow them to detect flaws in the plan before they become a more significant issue. Your managers need to ensure that employees are thoroughly and explicitly trained for the job. Training is vital for efficiency because it addresses daily site activities that add up and contribute to project delays and additional costs if done inefficiently. Roofing supervisors need the right management skills and techniques to be able to lead their foremen or subcontractors. You should train all your employees to install new systems or operate new equipment efficiently. Most importantly, companies must train employees to do tasks safely without exceptions.

grew to operate multiple Top 100 Roofing Contractors. As Chief Operating Officer, John is intimately familiar with all aspects of roofing production, estimating, and operations. During his tenure in the industry, John ran business units associated with delivering great workmanship and unparalleled customer service while ensuring strong net profits for his company before joining Cotney Consulting Group. If you would like any further information on this or another subject, you can contact John at jkenney@cotneyconsulting.com.


Data Management

Data is a powerful tool in the hands of someone who knows how to manage and interpret it. The roofing industry is throwing away 95 percent of the information it produces. This means that valuable knowledge is thrown out of the window daily and many mistakes will inevitably be repeated. You must learn to collect and interpret the data and provide your field operations with valuable feedback. Using a robust data management process will allow you to understand the operational process better and ensure that your future projects will have less costly mistakes and be more profitable. To sum it all up, boosting your efficiency on site is very challenging. However, with the right plan and steadfast effort, you can take your roofing company’s efficiency management game to the next level. Digital tools provide terrific assistance that can assure that your work will be done in a timely, precise and more profitable manner.

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John Kenney has over 45 years of experience in the roofing industry. John started his career by working as a roofing apprentice at a family business in the Northeast and

For more information, contact Alexis at 800-767-3772 ext. 206 or alexis@frsasif.com www.floridaroof.com | FLORIDA ROOFING


Giving Back

FRSA Members Giving Back to the Community

SCLRA and The Forgotten Enchantress

Nestled in Melbourne, Fla., along the Indian River is a beautiful Queen Anne-style historic home known as Green Gables, or the Wells House. Originally constructed in 1896 as a winter home by William T. Wells and his wife, Nora Wells, this home has been passed down through four generations of families. The families played a key role in the development of the early Melbourne community, donated a lot of land for parks and were responsible for the construction of the first library, the first high school and the first auditorium in Melbourne. The house became abandoned in 2004 as it was severely damaged by hurricanes. The Wells family made the decision to demolish the home in 2015; however, due to efforts by local historian, John Daly, countless volunteers and county officials, the home was saved and property and building renovations began. Green Gables was added to the US National Register of Historical Places on May 18, 2016 and members of the Space Coast Licensed Roofers Association (SCLRA) have been instrumental in making repairs on the structure preventing further damage. GreenGables.org is looking to purchase this historic building and land, and they have raised over $400,000 in order to do so. The surviving Wells family has decreased their asking price to $1.2 million to help. They are currently awaiting a grant from the State of Florida to be approved to make the sale final. Once the building has been purchased, SCLRA members have committed to donate materials and labor so badly needed at this time. Financial donations are still needed to assist the organization in reaching their financial goal so that once the sale is finalized, restoration efforts may begin. Justin Koether with Hough Roofing is the current President of SCLRA. He and many other roofing contractors, manufacturers and distributors will work together to preserve this historical landmark in the Melbourne Community and would appreciate any assistance that you or your company may provide to this valid cause. You can donate online at www.greengables.org/donate. 38

FLORIDA ROOFING | November 2020

RCASF and Make-A-Wish Foundation

Each year, the Roofing Contractors Association of South Florida (RCASF) holds its annual fishing tournament in the Florida Keys, amid record-breaking participation geared for fun, fishing and charity. Although RCASF couldn’t hold their annual fishing tournament due to COVID-19, they still succeeded in reaching their lofty goal to give back to their charities: Make-A-Wish Southern Florida and the IGFA Junior Anglers Educational Program.

Left-to-right: Norm Wedderburn, Make-A-Wish CEO; Gene Fall, RCASF Fishing Tournament Chairman; Jackie Pearl, Make-A-Wish Senior Events Coordinator

“We are grateful for the support of all our sponsors, Corporate Challenge participants and auction donors and participants! With your support, we were able to donate $120,000 to the Make-A-Wish Foundation Southern Florida. This donation enables us to grant ‘wishes’ for 24 children in our community who are struggling with critical illnesses,” noted Gene Fall, Certified Roofing Specialists, Inc., Pompano Beach. In addition, RCASF donated $17,500 to the IGFA for their “Junior Angler’s Educational Foundation” that benefits children throughout the community. Mark your calendar for RCASF’s 42nd Annual Fishing Tournament, June 11-13, 2021 at Hawk’s Cay Resort.


FRSA is proud of volunteer work completed by members in the industry and would like to share those projects as often as possible. If you have a community service project you’ve completed, please send it to Lisa Pate at lisapate@floridaroof.com.

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Profile for Florida Roofing Magazine

November 2020