Productivity, Innovation, & Membership
Key Points to Keep in Mind for Your Business
by Heidi J. Ellsworth, Owner, HJE Consulting
(Editor’s Note: Heidi J. Ellsworth, a graduate of the University of Portland, has been working in the roofing industry since 1993. Having held positions with EagleView® Technology Corporation, Carlisle® Construction Materials, Eco-Star™, and Malarkey Roofing Products®, Ellsworth is now the founder of the roofing-focused marketing firm, HJE Consulting Group. She is also the author of “Sales and Marketing for Roofing Contractors,” a guide for small businesses in the roofing industry.)
Recently, I attended a talk by Kevin O’Connor, the charismatic host of This Old House, and it turned out to be a thought-provoking session. While O’Connor’s expertise lies in home improvement and construction, his insights reached far beyond nails and beams. He offered a unique perspective on productivity, mentorship, and transformation that resonated deeply with the challenges we are seeing in roofing. I want to share key takeaways from his presentation, although not all are about marketing, they are very much about building strategies for running a successful roofing business in today’s rapidly evolving business landscape.
One of the most striking points O’Connor made was about the flat growth in productivity within the construction industry since the 1950s. I recently also heard similar comments from roofing industry experts talking about the lack of new products in roofing. We are in a mature industry but there are changes that are happening throughout our society, especially around productivity that are going to create change for roofing. While sectors like manufacturing and technology have seen exponential increases in efficiency, construction continues to lag. O’Connor pinpointed three key factors that resonated with me on why the trades are behind.
Size Matters: The size of construction companies plays a significant role in limiting productivity. Many firms in the industry remain small, which can stifle growth and innovation. Small operations often lack the resources to invest in advanced tools, technology, and large-scale projects that can significantly boost efficiency.
Geography Matters: The highly localized nature of construction creates inefficiencies. Regulations, codes, and practices vary from one region to another, making it difficult to scale operations or standardize processes.
Manual Work Matters: Construction remains heavily reliant on manual labor, with homes still being built largely by hand. This traditional approach, while artisanal, often limits speed and scalability.
With the consolidation that is happening across our industry, contractors should be looking out for opportunities that increase productivity through technology, new products, and best practices from other industries. There are new ways of building that should be considered and in O’Connor’s talk he highlighted new approaches that could revolutionize construction, although he was focused on general construction the ideas have parallels in roofing.
Prefabrication: Building components off-site and delivering them to construction sites is an emerging trend. We are continuing to see this from roofing manufacturers who prefabricate accessories and roofing systems. Companies like Duro-Last® have been prefabricating for decades but for the most part, roofs are still installed with one product and one layer at a time.
Leveraging Equipment: In construction, advanced equipment allows skilled workers to extend their careers and enhance their capabilities. Automation is the key to new equipment innovations that are offering solutions for labor shortages and increased productivity.
Manufacturing Off-Site: O’Connor summed this idea up brilliantly: “Building a house onsite is like building a car in the driveway.” This analogy underscores the inefficiency of doing everything from scratch in an unpredictable environment. Prefabrication of roofing systems could become a new way of building in the more controlled environment of manufacturing facilities outputting higher quality products and systems.
O’Connor also emphasized the importance of apprenticeships, not just in construction but across industries. Apprenticeships are more than training, they’re about building a pipeline of skilled, knowledgeable individuals who can carry business forward. Here are some lessons that O’Connor shared:
Teach While You Pay: An apprenticeship model allows for on-the-job learning while paying employees. This means bringing the next generation from vocational schools helping them find careers in the trades. It also means focusing on interns, junior or entry-level employees and investing in their growth while they contribute to the team.
Succession Planning: Apprenticeships naturally pave the way for succession. By nurturing talent from within, businesses ensure continuity and a deep reservoir of institutional knowledge.
Mentorship Over Bossing: O’Connor’s advice was simple yet profound: be a mentor, not a boss. Do that by fostering a collaborative and supportive environment. It will encourage productivity, innovation, and loyalty.
O’Connor’s insights into construction offer valuable lessons for marketing professionals, business leaders, and entrepreneurs.
