Skip to main content

Written By CEO Gary Kassem

  • Minimize Capital Expenditures while saving $ MILLIONS/Yr.
  • Maximize/Create ROI, increasing asset, and shareholder value.
  • Increase budget efficiency AND eliminate self-sabotage for a truly healthy bottom line.

How Top Executives View Roofing

Many organizations with a large portfolio of facilities typically plan building upkeep, and upgrades in numerous waves over many years. They tend to be budgeted years in advance when practicable, as facility operations are the bloodline of their business. Many C- level leaders use the same common approach when deciding how to allocate funds to their facilities. It is no surprise that ROI often drives the approach. The higher producing facilities receive the most attention, while the below average producers get what they need if and when it’s necessary, or so we thought. Facilities, of the average to below average producers, are typically falling apart and bursting at the seams for some much-needed TLC. I have found that one very important part which typically gets neglected above the facility is the roofing system protecting all the high valued assets underneath. Even though roofs are the leading cause of business interruption, roofing systems get neglected because they are typically seen as high-ticket capital expenditures, with no ROI potential. When it comes to roofing, C- level executives do not use the “squeaky wheel gets the grease” mentality, instead they spend their roofing budget on the facilities that are home to the top producers, regardless of the current integrity of the roofing system. Logically speaking when trying to maximize profits this sounds like a sensible approach to take, though it can also be a dangerous one and end up costing millions of dollars in profits in the long run.

Unintended Consequences

There’s great power in turning over financial performance to low and middle management. However, when management is compensated purely on bottom line financial returns for more than a short duration it can lead to undue CAPEX risk exposure. We also see C-level Execs simply cut CAPEX from the budget without appropriate risk/reward knowledge because the management team simply does not have the expertise to measure. Both scenarios can realistically result in undue CAPEX exposure of 3-10X. In most cases there’s a need for KPI’s that enhance proper budgeting.

Knowledge is POWER—but beware the source!

As with most industries, Manufacturers, Contractors, Consultants, and testing labs can all offer opinions to help inform management. Conversely none of them have the crossover experience to understand how to put it all together into a custom Rx for each individual property.
My career is rich in crossover experience. In the 1990s, Harvard Business School began teaching a theory of “disruptive innovation” -the process by which smaller companies with fewer resources challenge established or incumbent businesses by addressing an under-served need in the market. I have been applying this cutting-edge strategy longer than Harvard Business School has been teaching it. My company’s, patents, design protocols and inventions serve as case studies to its tenets. This creative approach disrupts the norm and drives change throughout the industry.

As an innovator you need to fully understand the exacting capabilities of every product or service available. What makes them succeed, what makes them fail and every gap in between. Remarkably, modern roofing systems have a designed obsolescence, with an industry that thrives on the cycles and the lack of clear knowledge.

As we sit here today most C-level leaders are signing off on budgets that waste money on new roofs that do not need replaced while others need critical attention to avoid a massive CAPEX hit in the near term.

Pro-Link’s Asset Management team takes a scientific and mathematical approach when analyzing your rooftop needs. With over 4 decades, and countless millions of dollars spent on R&D and testing, Pro-Link owns the knowledge and understanding of when, where, and why your roofing system will fail. Pro-Link’s patented, time-tested technologies set the industry benchmark, and are the leading factor in cutting CAPEX spending. The Average life span of a roofing system is anywhere between 10-16 years. Pro-Link’s Roof Life Extension algorithmic methodology increases the industry average to nearly triple the mark ranging between 30-40 years.

Real Change Comes from The Top

In 2004 I hired a new COO with an industrial process background to adapt all design and installation processes to Lean Six-Sigma. Since we had many previous improvement attempts that never succeeded, I had to continuously reinforce to all departments that I was fully committed to Lean Six.

What I find is that every company essentially needs a Kaizen event when it comes to budgeting, and planning roofing strategy. All we need to get started is a 15-minute Zoom, or phone discussion to get an understanding of the organization. Then we’ll work with management to understand the current state and see if we can make an impact. Think of us as an extra board member with unique skills to help the evolution of your strategy.