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View media kit at: www.floridaroof.com/ florida-roofing-magazine/ #FRSA #roofingprotects
Carlisle’s CAV-PRIME product line provides a revolutionary new way to apply primer to EPDM and TPO. The CAV-PRIME system features three of Carlisle’s time-tested primers (HP-250, TPO Primer, and Low-VOC EPDM & TPO Primer) packaged in pressurized cylinders, offering the following benefits:
» Application is up to 3 times faster than traditional primer in a pail
» Eliminates potential spills or kicked-over cans of primer that create a mess and waste product
» No need to worry about primer curing in a pail that has been improperly sealed
» Increased coverage rate
FRSA President Tibor Torok, Bob Hilson & Co. Inc.
What makes one roofer more successful than another? Besides luck and being in the right place at the right time, the drive to succeed and be the best you can be is the major motivational factor in any successful enterprise. There is a drive from within that pushes a contractor to overcome adversity and keep moving forward when others falter. Some seem to have this naturally; others seem to struggle. Motivation can be learned and the skill exercised like a muscle. You simply must want it and strive to achieve it. It is helpful to surround yourself with motivated and successful individuals. The best place to do this is to join your local roofing affiliate and be an active participant in its activities. The sharing of information and the camaraderie is worth a small fortune to you and your business.
Additionally, successful roofers know their craft. They can chase leaks, know how a roof system should be installed and how to sell it to a prospective customer. They have spent the time and energy to become a certified contractor, licensed and insured. They know the building code and make sure they stringently follow it. Successful contractors keep up with legitimate new products and emerging trends in the industry. They know their products and follow manufacturer’s instructions. Motivated contractors are certified by various manufacturers and aspire to achieve the highest level of certification from each manufacturer.
Top roofers work with their customers to solve their roofing needs, treating them like gold. They will show up on time and examine the structure to assure all applicable issues can be resolved. They will provide clear and detailed estimates outlining the scope of work. They maintain active communication throughout the entire process, building a base that will lead to recommendations to family and friends and avoid negative
reviews. I have read that a satisfied customer will recommend your company three times to family and friends but a dissatisfied customer will tell 16 people how you let them down.
Successful contractors treat their employees fairly and make them feel valued. A valued employee will pro duce better quality work, day after day, than one who feels used and abused. You must grow and learn daily. If not, you stag nate and eventually become like the dinosaurs, extinct. Because of this, I don't get tired of repeating myself when I say that the wealth of information, support and friendships you can find at your local roofing affiliate will be of the utmost value for your future as a roofing contractor. If you don’t have information on your local roofing affiliate, please contact Kelly at FRSA at kelly@floridaroof.com and get involved.
Kind regards,
Tibor Torok FRSA President slrcbhc@msn.com
Patches provides daily care for children stricken with critical, long-term medical conditions. Contact Amber at 800-767-3772 ext. 111 or amber@floridaroof.com for more info or to contribute.
Gulfeagle Supply Appoints Chief Revenue and Operations Officer
Gulfeagle Supply, a leading national distributor of roofing and building products, announced the appointment of Brad Powers as Chief Revenue and Operations Officer (CROO). Powers succeeds Kurt Schwahn, who is pursuing an executive role in another industry. Gulfeagle extends its gratitude to Schwahn for his years of leadership and service.
Powers joined Gulfeagle Supply in 2020 as District Sales Manager and most recently served as Regional Vice President for the Southeast. Over the past five years, he has overseen significant growth in sales and operations across a large footprint, demonstrating strong leadership and deep industry expertise. With more than 27 years of experience in both manufacturing and distribution, Powers brings a well-rounded perspective to the roofing and building products industry. His career includes leadership roles at major manufacturers of commercial roofing and waterproofing systems as well as executive positions
Florida
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Contact skip@floridaroof.com for advertising info
in distribution. Throughout his career, he has consistently driven revenue growth, expanded market share and built strong supplier and customer partnerships.
“Brad truly understands our people, our industry and what it takes to deliver value to our customers and partners,” said Brad Resch, President of Gulfeagle Supply. “His proven track record and vision for growth make him the right leader to guide Gulfeagle’s continued success.”
Powers and his wife, Emily, will relocate to Tampa later this year, where he will be based at Gulfeagle’s Business Support Center.
The Coffee Shops, the award-winning websites where the industries meet for technology, information and everyday business, launches a new website for the outdoor living industry, OutdoorCoffeeShop (OCS). This new site is the latest online community for contractors and outdoor professionals specializing in hardscape, pool and water features, decking and flooring, landscaping and outdoor living. Following the traditional Coffee Shop model, OCS will build professionalism and networking opportunities for the industry.
“For over twenty years, The Coffee Shops have built trusted online communities for contractors,” said Heidi J. Ellsworth, President of The Coffee Shops. “With the launch of OutdoorCoffeeShop.com, we are bringing that same model of connection and resources to the outdoor living construction industry. In partnership with the site’s sponsor, we are proud to create a space where outdoor living professionals can learn, share and grow together.”
OutdoorCoffeeShop offers a one-of-a-kind educational, informational and community experience and delivers industry-leading content including articles, podcasts, webinars and more that are focused on the contractors, consultants and trades who build incredible outdoor living spaces. With a focus on providing education for the growth and success of outdoor professionals, the site offers resources for ongoing business success. To learn more, visit www.outdoorcoffeeshop.com today.
Toughness and quality that have made STINGER® a name professionals trust.
EXOSTK is STINGER’S next-level peel-and-stick underlayment —No nails. No staples. Just a rock-solid bond that stands up to the elements and keeps crews moving. EXOSTK gives you the confidence that it will withstand even the toughest conditions— backed by the brand that always has your back.
Try it. Stock it. Trust it.
EXOSTK: MÁS INTELIGENTE. MÁS RÁPIDO. HECHO PARA PROFESIONALES.
Resistencia y la calidad que han hecho de STINGER® un nombre de confianza.
EXOSTK es el revestimiento autoadhesivo de STINGER®. —Sin clavos. Sin grapas. Solo una unión firme como roca que resiste los elementos y mantiene a los equipos en movimiento. EXOSTK te da la confianza de que resistirá incluso las condiciones más duras —respaldado por la marca que siempre está de tu lado.
Pruébalo. Tenlo en inventario. Confía en él.
Trent Cotney, Partner, Adams & Reese and FRSA General Counsel
The Florida Second District Court of Appeal recently issued an opinion in Custom Homes by Triumph, LLC v. Sverdlow, 50 Fla.L.Weekly D1946a (Fla. 2nd DCA 2025) that provides critical guidance on how contractors and subcontractors should approach the enforcement of mechanics’ liens. While the case involved a custom home builder rather than a roofing contractor, its lessons apply directly to roofing professionals who frequently rely on liens to secure payment. The decision illustrates both the technical nature of Florida’s lien statute and the importance of acting quickly and correctly when owners attempt to discharge liens.
The facts of the case are straightforward but instructive. Custom Homes by Triumph contracted with the Sverdlows to build a custom residence. Payment disputes arose and the contractor recorded a construction lien under Chapter 713 of the Florida Statutes. To enforce its rights, the contractor filed suit for breach of contract and lien foreclosure. The owners counterclaimed to discharge the lien, invoking Florida Statutes section 713.21(4). That statute allows an owner to file a motion requiring the contractor to show cause why its lien should not be vacated. If the contractor fails to respond within 20 days, the lien can be discharged.
The trial court agreed with the owners and discharged the lien. It also dismissed the lien foreclosure count with prejudice, effectively extinguishing the contractor’s lien rights. The contractor sought appellate review. Because the discharge order did not resolve all claims between the parties, the Second District treated the matter as a petition for writ of certiorari rather than a direct appeal. This procedural detail is important because it shows how lien enforcement disputes can take unusual procedural paths and why contractors must be vigilant in protecting their rights.
On review, the appellate court found that the trial court had departed from the essential requirements of law in two ways. First, the court held that the trial court started the 20-day “show cause” clock incorrectly. The owners had served their counterclaim and argued that service started the deadline. But under section 713.21(4), the 20-day period does not begin with service of a pleading: it begins only when the clerk of court issues a summons directing the lienor to show cause. In this case, no summons was ever issued. Therefore, the time for the contractor to respond
never began to run and the trial court erred by treating the lien as unenforceable.
Second, the appellate court emphasized that even if a summons had been issued, the contractor had already satisfied the statute by filing an action to foreclose its lien. Section 713.21(4) provides alternative ways for a lienor to preserve its lien rights: either by showing cause within the statutory period or by commencing an enforcement action. Since the contractor had already filed a foreclosure complaint, it had complied with the statute. Discharging the lien under those circumstances was a misapplication of the law.
The appellate court quashed the trial court’s order, thereby restoring the contractor’s lien rights. This outcome is significant not only for the parties but also for the broader construction industry. The decision reinforces that mechanics’ lien rights are highly dependent on procedural precision. Owners may attempt to exploit technicalities to discharge liens but contractors who understand the statutory scheme and act diligently can protect their rights.
For roofing contractors, the takeaways are clear. First, mechanics’ liens are powerful tools but they are creatures of statute. Strict compliance with notice requirements, filing deadlines and enforcement procedures is essential. A lien that is valid in substance can still be lost if procedural steps are mishandled. Roofing contractors should ensure that their office staff and counsel are well versed in the timing rules of Chapter 713.
Second, this case highlights the value of filing lien foreclosure actions promptly. Many contractors hesitate to take the step of filing suit, preferring to negotiate or wait out disputes. While settlement should always be considered, delaying enforcement can expose contractors to the risk of losing their lien rights. Filing a foreclosure action not only pressures owners to resolve disputes but also provides statutory protection against attempts to discharge the lien. Roofing contractors should view foreclosure actions as part of their toolbox, to be deployed strategically when payment issues persist.
Third, the case demonstrates that owners and their counsel may misinterpret or misapply lien statutes. The Sverdlows attempted to run the 20-day clock based on service of a counterclaim but the appellate court clarified that the statute is triggered only by a summons issued by the clerk. Roofing contractors should not assume that an owner’s motion to discharge is valid just because it appears procedurally sound. Instead, they should carefully examine whether the statutory conditions have been satisfied before making strategic decisions about settlement or litigation.
Finally, this case underscores the importance of having experienced construction counsel involved in lien disputes. The mechanics’ lien process is not intuitive and trial courts can make mistakes that dramatically affect contractors’ rights. In this case, appellate intervention was necessary to correct the trial court’s error. Roofing contractors who face similar challenges should act quickly to involve counsel who can preserve issues for appeal and ensure compliance with the statute.
In sum, Custom Homes by Triumph v. Sverdlow is a reminder that lien rights are both powerful and fragile. They provide contractors, including roofing professionals, with leverage to secure payment but only if the statutory procedures are strictly observed. The case demonstrates that filing a foreclosure action early can protect lien rights, that the 20-day “show cause” clock does not begin without a clerk’s summons and that trial courts may err in interpreting lien statutes. For roofing contractors, the lesson is to be proactive, precise and legally informed in every step of the lien
process. Protecting lien rights may require swift action but doing so ensures that contractors are not left unpaid for the work they perform.
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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, LLP and FRSA General Counsel. You can reach him at 866-303-5868 or email trent.cotney@arlaw.com.
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.
Chris Dawson, Attorney, GrayRobinson and FRSA Legislative Counsel
Florida politics is never short on shake-ups and heading into the 2026 session is no exception. Governor DeSantis has shuffled the deck with key appointments; House members have stepped into new roles and fresh faces are jumping into races for open seats. This month, we will dive deeper into this game of musical chairs and how it could set the tone for Florida’s 2026 legislative session.
Senate District 11
Ingoglia’s appointment as Chief Financial Officer created a vacancy in his Gulf Coast Senate seat. In the September special primary, former Republican State Representative Ralph Masullo, secured a decisive victory over Anthony Brice with 87 percent of the vote. He will advance to face Democrat Ash Marwah in the special general election on December 9th.
Senate District 15
Following the passing of Senator Geraldine Thompson, her mentee, State Representative LaVon Bracy Davis, vacated her House seat to run for her late mentor’s Senate seat. After securing a special primary victory over her brother, Randolph Bracy, she went on to win the special general election with nearly 73 percent of the vote against Republican William Montague. Now serving in the Senate, Bracy Davis plans to continue her leadership on behalf of Orange County as she heads into the 2026 session.
House District 40
RaShon Young has made a successful leap from aide to legislator after winning the special election for House District 40. Formerly the chief legislative aide to Representative LaVon Bracy Davis, Young entered the race after Bracy Davis vacated her seat to pursue a Senate run. Young defeated former Democratic Representative Travaris McCurdy in the primary and went on to capture more than 75 percent of the vote in the special general election against Republican Tuan Le. At 26 years old, Young became the first Democratic member of Gen Z elected to the Florida House.
House District 52
Republican Representative John Temple has been unanimously selected by the Lake-Sumter State College Board of Trustees to serve as the institution’s next President. Since his election to the Florida House in 2022, Temple continued to work as the Vice President of Workforce Programs at the College. Following his appointment, he announced his resignation from the Legislature. Temple’s district covered Sumter County and portions of Hernando County. As of the end of September, the only candidate to enter the race for his seat is Republican Samantha Scott. Receiving a notable endorsement from AIF, Scott is a business owner, DeSantis appointee and current Chair of the Republican Party of Sumter County.
Effective in August, Republican Representative Mike Caruso was appointed by Governor DeSantis to serve as Palm Beach County Clerk of the Circuit Court and Comptroller. Caruso had represented Palm Beach County in the Legislature since 2018, serving in both Districts 87 and 89. Throughout his tenure, he became known as a strong ally of the Governor. Tensions between Republican House leadership and the Governor during the 2025 session placed Caruso in a unique position; in a near-unanimous vote, he cast the sole vote against immigration enforcement legislation opposed by the Governor. Shortly thereafter, House leadership removed him as Chair of the Economic Infrastructure Subcommittee and reassigned his office to the socalled “basement.”
Before entering public service, Caruso owned Caruso & Caruso, Inc., a Certified Public Accounting Firm. He has noted that this professional experience will serve him well in his new role as the first Republican Palm Beach County Clerk and Comptroller. With his resignation, House District 87 is now vacant and a special election is anticipated. Candidates already in the race include Republicans Gretchen Miller Feng and Jon Maples as well as Democrats Emily Gregory and Laura Levites. As of mid-September, Maples led the fundraising field, with his opponents trailing by more $30,000. He also secured a notable endorsement from neighboring Representative Meg Weinberger of District 94, widely known as “MAGA Meg” for her close alignment with the Trump administration.
The September primary election for House District 90 resulted in Maria Zack securing the Republican
nomination by a margin of 159 votes over Bill Reicherter. She will proceed to the special general election on December 9th, where she will face Democrat Rob Long, Vice Mayor of Delray Beach and NPA candidate Karen Yeh. This special election was necessitated by the passing of Representative Joe Casello during the 2025 legislative session. Frm
Chris Dawson is an Attorney and professional Lobbyist for GrayRobinson’s Orlando office and is licensed to practice law in both Florida and Alabama. He primarily focuses on lobbying and government relations for public and private sector clients at the executive and legislative levels of state government. He is credentialed as a Designated Professional Lobbyist by the Florida Association of Professional Lobbyists. Chris also holds two degrees in Civil Engineering and has experience in construction litigation and design professional malpractice defense.
Manny Oyola, Jr., MOJR Consulting Inc. and FRSA Technical Advisor
As some of you may know, I officially retired on July 4th after 18 incredible years with Eagle Roofing Products LLC Florida. Additionally, my term as FRSA President concluded at the June Convention. Reflecting on both milestones, I am filled with gratitude for what we’ve accomplished together for our industry.
During the Convention, I was deeply honored – and genuinely surprised – to receive the TRIA Lifetime Achievement Award. This recognition made me pause and reflect on the many long hours, particularly those spent working alongside so many of you, to develop and refine the FRSA-TRI High Wind Concrete and Clay Tile Installation Manual over the years.
I’m pleased to share that the FRSA Executive Committee is now led by our new President, Mr. Tibor Torok. Like many of our previous Presidents, Tibor brings years of hands-on experience as a roofing contractor, particularly in the South Florida market. His leadership, rooted in practical expertise, continues our strong tradition of guiding FRSA with knowledge, humility and heart.
The strength of our Association doesn’t lie in one person alone – it’s built on the countless hours, commitment and care of every committee and every individual who chooses to get involved. Whether you’re a seasoned contractor or a newcomer with fresh ideas, FRSA has always welcomed those willing to roll up their sleeves for the greater good of this amazing industry.
A good friend of mine once compared our journey to a rock tumbler: raw stones placed in a machine,
tumbling together for a long time, come out smooth and transformed as true gems. That’s how I feel about this Association and the people within it. I’ve learned, grown and been shaped by all of you and I’m better for it.
To all the passionate, dedicated professionals across our committees and beyond, thank you. Thank you for welcoming me into this remarkable brotherhood of professional roofing contractors. It has been one of the greatest honors of my life and one that leaves me with heartfelt appreciation.
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As one door closes for Manny, another opens. He’s embarking on a new journey as an independent consultant and working with FRSA as a Technical Advisor and instructor. We’re happy to have him on the team.
John Kenney, CPRC, CEO, Cotney Consulting Group
Every roofing contractor wants to be known as the company customers can count on. Most believe their experience, quality and service speak for themselves. Yet when you ask a contractor what sets their business apart, the answers often sound the same. “We’ve been in business for 20 years.” “We’re licensed and insured.” “We handle both commercial and residential work.”
Those are facts, not differentiators. In a market as competitive as roofing, especially in Florida, facts alone don’t convince a property owner, facility manager or homeowner to choose your company. They really want to know: Why should I trust you with my roof instead of the next contractor in line?
That’s where brand power makes the difference. A strong brand isn’t flashy marketing. It’s about reputation, how your company performs, communicates and delivers value daily. Contractors who understand this build more resilient businesses. They attract better clients, command fair margins and retain employees who take pride in the company name. Those who ignore it end up competing on price, losing the loyalty battle and watching margins shrink.
Branding goes far beyond a logo or a company slogan. Your logo might get someone’s attention but your reputation keeps it. Branding is built on every interaction that defines how people experience your company from the first phone call to the final inspection.
It’s reflected in how you handle a change order, how your crews clean up a site, how your project managers communicate and how quickly you resolve an issue. Every one of those moments reinforces or weakens your brand.
In roofing, where trust and reliability are everything, your brand is not what you say; it’s what you consistently do. It lives on your jobsites, in your paperwork, in your safety record and in the way your team represents your company.
Contractors who don’t actively manage their brand eventually get pulled into the commodity trap. When you look and sound like every other roofer, clients assume you are. That’s when the focus shifts from value to price and price alone is rarely a sustainable business model.
Contractors who neglect their brand experience the same pattern: constant pricing pressure, shortterm customers with little loyalty, eroding profit
margins and growing difficulty attracting skilled employees. These are not marketing problems; they’re brand problems.
A well-defined brand changes that dynamic. It sets expectations, establishes authority and tells clients who you are and what to expect before you ever submit a proposal. Instead of chasing low-margin work, branded contractors build pull in the market and customers seek them out because of what they represent.
Every successful roofing company, regardless of size, specialty or structure, builds its brand on the same fundamental pillars. These are not marketing theories but operational habits that create long-term credibility.
Your messaging must be clear and focused. If you can’t describe what kind of work you do best, neither can your customers. Whether it’s high-end residential roofing, service and maintenance programs or complex commercial reroofs, be specific. Clarity helps clients self-identify that you’re the right fit for their project.
A brand succeeds when it delivers the same experience every time. That means consistency in your proposals, signage, crew appearance, communication and cleanup. Consistency gives clients confidence that what you promise will match what you deliver. Inconsistent messaging or field execution erodes trust faster than any marketing campaign can rebuild it.
Anyone can claim quality but few can prove it. Back your message with evidence: real project photos, testimonials, manufacturer certifications and safety records. Highlight your training programs and warranty performance. Proof is what separates a polished pitch from a proven contractor.
The most powerful branding tool in roofing isn’t a marketing budget; it’s a satisfied customer. A smooth,
professional experience creates repeat business and referrals. Communicate clearly, complete jobs on time and address problems directly. Your clients’ feelings about your company are the story they’ll tell others.
Roofing companies that engage with their communities earn trust before they ever bid on a project. They sponsor local events, participate in association activities or contribute to charitable projects. Being seen as a company that gives back builds goodwill that no advertisement can buy.
Your brand doesn’t live in your office. It lives on every jobsite. How your team interacts with property owners, tenants and neighbors shapes how your company is perceived. If your crews are professional, respectful and organized, your brand grows stronger with every project. If jobsite cleanliness or communication slips, so does your reputation. Branding is not an abstract marketing concept; it’s a daily execution. Contractors who understand this weave brand accountability into operations, safety and leadership.
Ask yourself: What does your site signage communicate? How do your supervisors handle client updates? Do your closeout packages reflect attention to detail? Your brand isn’t consistent if any of these answers vary from project to project.
A strong brand deserves equally strong marketing: this doesn’t mean expensive, it means authentic. Too many roofing companies rely on generic stock images and boilerplate text. Real marketing shows real work. Use your own photos, highlight your team and share short project stories that demonstrate craftsmanship and professionalism.
Your marketing materials should mirror your field performance: clean, accurate and confident. The same applies to proposals. If your bid package looks rushed or inconsistent, it sends the wrong message before the pricing is reviewed. Every touchpoint, digital or printed, should reflect the pride and precision behind your work.
Your employees carry your brand every day. When they take pride in the company’s name, it shows in how they work and communicate. Internal branding strengthens culture and retention. Share client feedback with your teams. Celebrate milestones and safety achievements. Provide uniforms or branded gear that build unity and professionalism. Ensure new hires understand the company’s story, values and standards before stepping onto a roof. A respected brand starts inside the organization. When your team believes in it, your customers feel it.
Over time, even good brands drift. Maybe your website is outdated or your messaging no longer matches the scale of projects you take on. Conduct regular reviews of your customer touchpoints, proposals, digital content, signage and communications and ensure they reflect who you are today. Consistency across those elements creates the professional image clients expect from top contractors.
Branding is not a marketing trend, it’s the foundation of how successful roofing companies grow and sustain their businesses. When your reputation aligns with your operations, your brand starts working for you, not against you. The strongest roofing companies are not always the largest or the loudest. Their names stand for quality, reliability and professionalism every time.
As I wrote earlier, your logo might get a client’s attention but its your authentic brand that earns their trust. Build that and you’ll stand out where it matters most.
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. For more information, contact John at jkenney@cotneyconsulting.com or 813-851-4173.
Mike Silvers, CPRC, Owner, Silvers Systems Inc. and FRSA Technical Director
The question above arises from time to time, usually when a building inspector discovers someone installing shingles that have no wrappers or very plain wrappers with little pertinent information on them. The inspector may wonder whether the shingles can be used in Florida and, if so, on what kind of structures.
To understand my answer to the question, we'll start by investigating what the Florida Building Code (FBC) states about building and structure classifications. It’s important to understand that one way the FBC deals with these classifications is through risk categories. These categories refer to the type of occupancy the building will be used for and how many people can occupy it. They also consider the civil importance of the building. The factors that determine the risk category of a building are shown in the Florida Building Code, Building (FBCB), Table 1604.5 Risk Category of Buildings and Other Structures. The table uses four different categories: I, II, III and IV with I being the least important and IV being the most important. You can see this in the table on the next page.
As the code sometimes does, a catch-all category is created for when factors that determine the other categories don't apply. In this case, it determines that if a building isn’t category I, III or IV, then by default it is
1609.3(4) Ultimate Design Wind Speeds, Vult for Risk Category I Buildings and Other Structures
category II, which is the most common risk category. For years, it has been a common perception that many code requirements do not apply to risk category I structures and, in a few cases, that is true. Specifically, the structural design requirements for risk category I are less stringent, particularly for resistance to wind loads. This is accomplished in the code through the ASCE 7 standard: its wind maps reduce the category I wind speed contours in most cases by 10 mph compared to risk category II. This can be seen below when you compare the category I (left map) and II (right map) wind speed maps from FBCB.
It is clear from the contours in the wind speed maps that structural design requirements for risk category I structures are reduced (left map below). What about roof coverings and, more specifically, asphalt shingles? Are the requirements for shingles different based on risk category? Looking at the following code sections, the answer seems to be clear and contrary to a common misperception. (Appropriately, the FBC Residential subcode only includes a risk category II map because the residential subcode only applies to that risk category. So, for our investigation, we will refer to the Building subcode not the Residential subcode.)
2023 Florida Building Code, Building, Eighth Edition CHAPTER 3 USE AND OCCUPANCY CLASSIFICATION
SECTION 301 SCOPE
301.1 General.
The provisions of this chapter shall control the classification of all buildings and structures as to occupancy and use. Different classifications of occupancy and use represent varying levels of hazard and risk to building occupants and adjacent properties.
ICHAPTER 4 SPECIAL DETAILED REQUIREMENTS BASED ON OCCUPANCY AND USE
453.12 Roofing.
453.12.1 Class A materials.
All roofing materials shall be labeled Class A per ASTM E108 and shall be certified by a nationally recognized independent testing laboratory. All roofing systems shall be installed within the limitations of the test procedure for surfacing, deck cross slope, and combustibility.
Buildings and other structures that represent a low hazard to human life in the event of failure, including but not limited to:
■ Agricultural facilities.
■ Certain temporary facilities.
■ Minor storage facilities.
■ Screen enclosures.
II Buildings and other structures except those listed in Risk Categories I, III and IV.
Buildings and other structures that represent a substantial hazard to human life in the event of failure, including but not limited to:
■ Buildings and other structures whose primary occupancy is public assembly with an occupant load greater than 300.
■ Buildings and other structures containing one or more public assembly spaces each having an occupant load greater than 300 and a cumulative occupant load of these public assembly spaces of greater than 2,500.
■ Buildings and other structures containing Group E or Group I-4 occupancies or combination thereof, with an occupant load greater than 250.
■ Buildings and other structures containing educational occupancies for students above the 12th grade with an occupant load greater than 500.
■ Group I-2 occupancies with an occupant load of 50 or more resident care recipients but not having surgery or emergency treatment facilities.
■ Group I-3 occupancies.
■ Any other occupancy with an occupant load greater than 5,000.
■ Power-generating stations, water treatment facilities for potable water, wastewater treatment facilities and other public utility facilities not included in Risk Category IV.
■ Buildings and other structures not included in Risk Category IV containing quantities of toxic or explosive materials that:
Exceed maximum allowable quantities per control area as given in Table 307.1(1) or 307.1(2) or per outdoor control area in accordance with the Florida Fire Prevention Code; and Are sufficient to pose a threat to the public if released.
Buildings and other structures designated as essential facilities, including but not limited to:
■ Group I-2 occupancies having surgery or emergency treatment facilities.
■ Fire, rescue, ambulance and police stations and emergency vehicle garages.
■ Designated earthquake, hurricane or other emergency shelters.
■ Designated emergency preparedness, communications and operations centers and other facilities required for emergency response.
■ Power-generating stations and other public utility facilities required as emergency backup facilities for Risk Category IV structures.
■ Buildings and other structures containing quantities of highly toxic materials that: Exceed maximum allowable quantities per control area as given in Table 307.1(2) or per outdoor control area in accordance with the Florida Fire Prevention Code; and Are sufficient to pose a threat to the public if released.
■ Aviation control towers, air traffic control centers and emergency aircraft hangars.
■ Buildings and other structures having critical national defense functions.
■ Water storage facilities and pump structures required to maintain water pressure for fire suppression.
Taken together, these sections don’t imply that all roofing materials must be Class A but they do provide requirements for roofing materials listed as Class A, which nearly all asphalt shingles are.
CHAPTER 15 ROOF ASSEMBLIES AND ROOFTOP STRUCTURES
SECTION 1507 REQUIREMENTS FOR ROOF COVERINGS
1507.2.5 Asphalt shingles.
Asphalt shingles shall have self-seal strips or be interlocking and comply with ASTM D3462.
1507.2.7.1 Wind resistance of asphalt shingles.
Asphalt shingles shall be tested and classified in accordance with ASTM D3161, ASTM D7158 or TAS 107. And shall meet the required classification in accordance with Table 1507.2.7.1 to resist the applicable wind speed per Figure 1609.3(1), 1609.3(2), 1609.3(3) or 1609.3(4) based on risk category. Asphalt shingle wrappers shall be labeled to indicate compliance with one of the required classifications, as shown in Table 1507.2.7.1.
Clearly, asphalt shingles used on risk category I structures (included above by reference to the 1609.3(4) wind speed map) must still comply with Table 1507.2.7.1 and be labeled accordingly on the wrapper. The code section above requires a label on shingle wrappers and specifies some of the information that the label must contain. The code definitions below expand on this requirement.
LAbeL. An identification applied on a product by the manufacturer that contains the name of the manufacturer, the function and performance characteristics of the product or material and the name
and identification of an approved agency, and that indicates that the representative sample of the product or material has been tested and evaluated by an approved agency (see Section 1703.5, “Manufacturer’s designation” and “Mark”).
LAbeLeD. Equipment, materials or products to which has been affixed a label, seal, symbol or other identifying mark of a nationally recognized testing laboratory, approved agency or other organization concerned with product evaluation that maintains periodic inspection of the production of the above-labeled items and whose labeling indicates either that the equipment, material or product meets identified standards or has been tested and found suitable for a specified purpose.
MANUFACTURER’S DESIGNATION. An identification applied on a product by the manufacturer indicating that a product or material complies with a specified standard or set of rules (see “Label” and “Mark”).
The code is clear that shingle wrappers require labels and on what information those labels must contain. Despite this, wrappers encountered in Florida, like the one on page 18, do not comply with these FBC requirements: other than a corporate name, this one label is all that the wrapper contains. Notably, the wrapper lacks any Table 1507.2.7.1 classification information. With this information the question arises, “Why are these so-called B-grade products so pervasive in our market area?” The answer, I believe, has to do with how asphalt shingles are produced and, of course, economics. A shingle manufacturing line runs at 600 to 900 feet per minute. It is a very complex manufacturing process that produces several hundred shingles in less than a minute. Even when a manufacturing defect is caught almost immediately, hundreds of shingles may still contain the defect. These shingles
Maximum Basic Wind Speed from Figure 1609.3(1), 1609.3.(2), 1609.3(3), 1609.3(4) or ASCE 7
vasd as Determined in Accordance with Section 1609.3.1 ASTM D7158 ASTM D3161
can’t be sold with a warranty or as code compliant through testing. This isn’t a rare occurrence, so shingle manufacturers must deal with these seconds or B-grade shingles. Disposal is an option but comes with its own problems, so most manufacturers provide them to companies that often resell them as seconds. Some of these companies have built re-wrapping facilities near shingle manufacturing plants: that should give you an idea of how many shingles we are talking about. Undoubtedly, thousands of squares per month. One such company makes this statement in their advertising that I’ll paraphrase: B-Grade shingle roofing materials contain minor defects like color variations or aesthetic issues. They are ideal for budget-conscious buyers that aren’t looking
testing and labeling should not be shipped, distributed, sold or installed in Florida. When these subgrade shingles are readily available, the temptation to use them, even on occupied structures, and reap the financial benefit of doing so, is too great for some. If those who choose to use them are forced to remove and replace them for the original contracted price, they might feel differently.
Mike Silvers, CPRC is Owner of Silvers Systems Inc.
John Hellein, FRSA Educational Foundation Director
To become a Professional Engineer (PE), a person needs four years of engineering experience and must pass the PE exam. Most of the time, engineers get the experience under their belt first and then study for and take the exam. When Morgan Davis – the son of Mike & Kimberly Davis of Davis Roofing & Sheet Metal –reaches his fourth year as an employed engineer next May, he will already have passed the exam and will be ready to apply for
increasing cost of education, times are tough for young, aspiring students pursuing a degree in any field or discipline. FRSA and similar institutions that invest in the future of industry and America really are the heroes of their communities. I really appreciated receiving the FRSA scholarship, because it gave me peace of mind while pursuing my dream and sheltered me from having to finance my classes. I guess I would say that FRSA was my metaphorical roof during trying times."
In his final year at the University of Southern Alabama, where he focused on structural engineering, Morgan discovered an opportunity to serve as an intern at Gulf States Engineering. The day he graduated, he received a job offer from the company and has been there since.
“Until we talk him into coming to work at Davis
Seay Management Consultants
Employers are always looking for the “silver bullet” that will keep their workers engaged and motivated. Companies may offer perks such as pizza Fridays, bonuses or flexible schedules to increase employee satisfaction and reduce turnover.
It’s National Gratitude Month and, with Thanksgiving right around the corner, it’s a good time to think about gratitude and explore how building a culture of gratitude can be a powerful way to increase employee satisfaction, improve productivity and increase loyalty. In a study by the American Psychological Association, researchers found that 93 percent of employees who reported feeling valued were more motivated to do their best at work and 88 percent reported feeling engaged. Only 21 percent of employees in this group said they planned to look for a new job in the coming year.
A culture of gratitude in the workplace is one where appreciation, recognition and positive reinforcement are a part of the workday. This looks like managers, leaders and employees openly expressing appreciation for each other’s work, which creates a positive work environment. In a workplace that centers around gratitude, employees don’t simply work for a paycheck: they know they are valued for their contributions and understand how their work helps the business achieve its broader goals and mission.
But there’s more to gratitude in the workplace than saying “thank you” once in a while. It’s an intentional practice of recognizing efforts, appreciating each team member’s role and celebrating accomplishments. When leaders model gratitude, it trickles down, encouraging every employee to contribute to the environment in a positive way.
Building a culture of gratitude in the workplace is good for both employees and businesses. When leaders consistently express appreciation, they are demonstrating humility and empathy, which increases trust and respect. This approach fosters open
communication, leading to a harmonious and supportive workplace. Employees who feel valued derive a stronger sense of purpose and meaning from their job, which increases motivation and commitment, ultimately leading to higher productivity and reduced turnover.
A gratitude-driven culture increases performance and engagement because employees are motivated to exceed expectations. When employees know that their efforts will be acknowledged, they become more committed and invested in the company’s success.
Ultimately, by reducing turnover and boosting productivity, gratitude helps businesses grow and succeed.
Companies can’t build a culture of gratitude overnight but there are some steps leaders can take to incorporate gratitude into their company’s DNA. Here are some tips for showing gratitude to employees:
1. Give Specific, Personalized Praise
Rather than simply saying “great job,” take time to point out specific individual contributions. For example, sharing how a team member’s attention to detail helped meet a project deadline or how their problem-solving skills resolved a client issue. Specific praise reinforces positive behaviors and lets employees know that you notice and appreciate their strengths.
2. Praise the Little Things
Employees shouldn’t need to achieve something huge in order to receive praise. Managers can use small achievements and milestones to keep morale high and emphasize the importance of the work completed each day. This can be as simple as recognizing effort during a team meeting or sending an encouraging email.
Give workers the opportunity to acknowledge each other’s work. You can use a “shout-out” feature or set up a shared platform where employees can recognize
each other. Peer recognition creates camaraderie and a stronger sense of community within teams.
4. Don’t Neglect Professional Growth
Showing gratitude also means supporting employee growth and development. If you want to keep employees loyal and engaged, leaders must provide training, skill development and job advancement opportunities. When people know that the company cares about their success, they feel valued and inspired to give their best.
5. Listen to Employee Feedback and Take Action
Thankfulness isn’t just about what you say but also how you listen. Ask your employees for feedback on a regular basis and show you care by acting on their feedback. If you respond to their issues and implement their ideas, it shows that you value their input, which builds trust and respect.
6. Time Off and Flexibility
Sometimes, the most effective way to say “thank you” is to let workers have a break. Flexible work schedules, mental health days or an afternoon off after they have finished a large project shows you care about their well-being.
7. Team Building Exercises that Focus on Gratitude
Host teambuilding exercises that emphasize gratitude and appreciation. For example, you could organize a gratitude-themed lunch where employees take turns
sharing what they’re grateful for at work. Activities like this help to build a positive team environment and foster a culture of respect.
Creating a culture of gratitude is a powerful strategy that benefits everyone in the workplace. As we celebrate National Gratitude Month and approach Thanksgiving, take a moment to reflect on the power of gratitude and how it can transform your organization. Start implementing the tips above and see how it motivates your team.
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, Seay HR is here to help you in every aspect of human resources so you can get on with running your business.
As an FRSA member, a free HR hotline service is available to you to answer your questions regarding HR 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.
Gary A. Cohen, Executive Vice President, Certified Contractors Network (CCN)
Roofing contractors face challenges and opportunities, from shifting material costs and supply chain delays to evolving technology and tighter labor markets. In this environment, relying on instinct alone is risky. The most successful roofing companies stay ahead of the curve through structured, disciplined self-assessment.
One of the simplest yet most powerful tools for doing this is the SWOT Analysis – evaluating your strengths, weaknesses, opportunities and threats. When performed quarterly, a SWOT Analysis becomes more than a strategic exercise; it becomes a powerful leadership habit that helps you identify what’s working, what’s not and how to continuously grow your business in the right direction.
Many contractors complete a SWOT Analysis once, perhaps during a business planning retreat and then shelve it for the year. But roofing markets shift too fast for that.
By conducting a SWOT every 90 days, you create a feedback loop for strategic clarity. You begin to spot small performance cracks before they become major leaks. You and your leadership team can evaluate what’s changed since last quarter in your market, team or financial performance and adjust accordingly.
Quarterly SWOTs protect your company’s profitability and long-term health. Think of a quarterly SWOT as your company’s inspection report. It tells you exactly where you’re strong, where you’re vulnerable and where new opportunities are emerging.
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Your unique value proposition (UVP), the reason customers choose your company over the competition, is the heartbeat of your brand. But it must evolve with time. Each quarterly SWOT reveals how your UVP can become sharper and more relevant:
■ Your strengths highlight what sets you apart right now
■ Your opportunities point to where you can expand that advantage
■ Your weaknesses show where your promise to customers might be slipping
■ Your threats indicate how external pressures might force a pivot.
For example, if your company is known for clear communication and spotless jobsites, your UVP might focus on the stress-free roofing experience. But if a competitor begins advertising lifetime warranties or sustainability features, your next SWOT session might lead you to enhance your offering – perhaps by integrating energy-efficient roofing systems or stronger financing options.
This ongoing evaluation ensures that your UVP isn’t based on where your company was last year but on where it stands today.
Most contractors can list their company’s strengths but few intentionally leverage them for growth. Your quarterly SWOT gives you the structure to ask, “How can we double down on what we already do best?”
Let’s say your strengths include:
■ Highly skilled crews with manufacturer certifications
■ Strong referral rate and reputation for trustworthiness
■ Longstanding local brand recognition
■ Excellent relationships with suppliers or manufacturers.
Those are more than bragging rights. They’re growth assets. You can turn them into fuel for expansion by:
■ Featuring crew certifications and safety excellence in your marketing
■ Formalizing your referral program to incentivize more customer advocacy
■ Using supplier relationships to co-market high-performance systems
■ Showcasing your longevity and reputation in community partnerships.
Each quarter, review your top strengths and ask how to amplify them through your marketing, operations and customer experience. Strengths are not static, so they can and should evolve into new competitive advantages.
Every roofing business has weaknesses. The question is whether you’ll ignore them or turn them into stepping stones for growth.
A quarterly SWOT exposes weaknesses early enough to fix them before they have an impact on your profitability or reputation. Maybe your lead follow-up time is too long, your production time is creeping up or your online reviews have dipped. Each of these can be transformed into future strengths:
■ Current weakness: Slow lead follow-up
Convert to strength: Implement automated CRM follow-ups that respond within minutes
■ Current weakness: Thin management bench
Convert to strength: Invest in leadership training and delegate more effectively
■ Current weakness: Outdated website
Convert to strength: Launch a modern, mobileoptimized site that builds trust instantly.
By tracking these improvements quarter after quarter, your team begins to view weaknesses not as failures but as improvement opportunities waiting to be converted into competitive advantages.
Opportunities are the seeds of tomorrow’s strengths but they only grow if you act on them. Quarterly SWOTs help your company identify external openings and move fast. For example:
■ A new tax credit for energy-efficient roofs creates an opportunity to market green roofing systems
■ A competitor’s recent negative press creates a chance to highlight your own reliability and ethics
■ A forecasted storm season presents an opportunity to ramp up emergency response marketing
■ Advances in AI-powered estimating or scheduling tools create new operational efficiencies.
When you identify these opportunities, assign owners and timelines. Track progress by the next quarterly review. Over time, the actions you take become embedded strengths that drive sustainable growth. “Opportunities that are not acted upon become someone else’s strengths.”
Threats are the external forces that could derail your progress. Examples are labor shortages, material
inflation, competitor expansion or regulatory changes. You can’t control them but you can prepare for them. A quarterly SWOT keeps your radar up, allowing you to create proactive mitigation strategies. For example:
■ Rising material costs: Negotiate long-term supplier contracts
■ Competitors undercutting on price: Differentiate through craftsmanship, warranty and communication
■ Labor shortages: Build an in-house training program and grow your talent pipeline
■ Supply chain instability: Diversify vendors and improve forecasting.
By anticipating these threats each quarter, you build organizational resilience. Many companies even convert threats into strengths. One contractor who struggled with labor availability launched a training program and is now known locally for having the most professional crews in the market, a direct result of addressing a threat head-on.
A quarterly SWOT works best when it becomes part of your leadership rhythm and not a one-time event. Here’s how to make it stick:
■ Put it on the calendar. Hold a SWOT session every quarter with your leadership team
■ Come prepared. Review performance data: leads, close rates, margins, reviews and KPIs
■ Encourage openness. Create a safe space for candid discussion across departments
■ Assign accountability. Turn insights into actionable priorities with clear owners
■ Review progress next quarter. Begin each session by celebrating wins and measuring follow-through.
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When you treat the SWOT Analysis as a recurring management discipline, it becomes a strategic compass that keeps your business on course, even when the winds change.
In roofing, success doesn’t just come from hard work: it comes from clarity. A quarterly SWOT Analysis creates that clarity. It keeps your value proposition current, your strengths focused and your team aligned. It helps you see around corners, anticipate risks and seize opportunities faster than your competitors. In short, the quarterly SWOT turns reflection into momentum and momentum into growth.
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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 home improvement 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.
Kevin Lindley, FRSA-SIF Safety Rep
As summer-like temperatures continue into the fall, outdoor workers face more than just discomfort; they face a serious safety threat. Heat exhaustion, often overlooked as a temporary inconvenience, can dramatically increase the risk of workplace accidents and in particular, falls. In industries like roofing, where working at heights is routine, the stakes couldn’t be higher.
Heat exhaustion occurs when the body loses excessive water and salt through sweating, leading to dehydration and an inability to regulate internal temperature. Common symptoms include:
■ Dizziness or lightheadedness
■ Fatigue and weakness
■ Headache
■ Nausea
■ Muscle cramps
■ Confusion or impaired judgment.
These symptoms aren’t just uncomfortable – they directly impair a worker’s ability to stay alert, maintain balance and make quick decisions. When you’re working at elevations greater than six feet or on a ladder, even a momentary lapse can be catastrophic.
Studies show that heat stress can reduce cognitive performance by up to 20 percent, affecting reaction time, attention span and decision-making. Combine that with physical instability like shaky legs or poor coordination and you have a perfect storm for fall-related incidents. Workers suffering from heat exhaustion may:
■ Misjudge distances or footing
■ Forget to secure harnesses or lanyards
■ Fail to notice hazards like loose boards, debris or slippery surfaces
■ React slowly to sudden shifts or equipment malfunctions.
Protective Equipment
Fall protection isn’t just about harnesses – it’s about creating a culture of safety that adapts to environmental conditions. In high-heat scenarios, employers
should take proactive steps to mitigate risk that include:
1. Heat-Aware Scheduling
■ Attempt to schedule more active work duties during cooler parts of the day (early morning or late afternoon).
■ Rotate workers, if able, to prevent prolonged exposure.
2. Hydration and Rest Breaks
■ Provide shaded rest areas and encourage frequent hydration.
■ Implement mandatory breaks to reduce fatigue.
3. Training and Awareness
■ Educate workers on recognizing early signs of heat exhaustion.
■ Reinforce fall protection protocols, especially during heat advisories.
4. Smart PPE Choices
■ Use breathable, lightweight materials for harnesses and other safety gear.
■ Ensure PPE doesn’t contribute to overheating.
OSHA reports that falls remain the leading cause of deaths in construction. While heat exhaustion isn’t always listed as a direct cause, it’s often a contributing factor. We have seen occurrences where roofers have fallen from significant heights due to heat stress and tragically were not wearing their harnesses.
The intersection of heat stress and fall risk is an issue that we must face throughout the year in Florida. Employers, safety managers and workers must recognize that heat exhaustion isn’t just a health issue – it’s a fall hazard. Frm
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Mike has been a Partner at Riverside Sales for two years and has been part of the roofing industry since 1992. He’s a member of FRSA’s Board of Directors and serves on the Affiliate Council.
How did you get started in the roofing industry?
I was working at an investment firm in Orlando in 1992, fresh out of the University of Kentucky, when two hailstorms crossed Orlando. My uncle and partner, Paul Tillotson, called me up and asked if I wanted to come to work at Blackton selling roofing materials. I took a look at the walls of my cubicle at the time, replied, “Absolutely!” and the rest is history.
What’s your favorite part of the job?
Without a single doubt, it’s the people. My motto has always been “friends first, business second” and it has guided me well throughout my career. Nowadays, I find a lot of job satisfaction in working with younger folks as well. I was so blessed to have such great mentors myself.
What’s the most unusual roofing project you’ve been a part of?
I would have to say that the Shaquille O’Neal residence in Isleworth was both the most unusual and most exciting. When the house was first built, we sold him a Ludowici Blue Glaze S Tile that was installed by Tip Top Roofing. A year later, he decided to fill in the pool and build a gymnasium. So, we sold him another 60 or so squares for the new gym. And then, Shaq decided he missed the pool, so he built another pool with columns all around and we sold him another 40 squares. Crazy but cool.
What is your job?
Riverside Sales is a manufacturers rep firm started by my uncle about eight years ago. My job is to represent seven manufacturers, Millennium Metals, Karnak, Carlisle WIP, DuPont, Storm Bond, Dec-Tec and American Skylights, in various Florida markets.
How do you define success?
Success is a relative concept. Sure, money and recognition have their place but, for me, true success comes from helping our customers thrive. When they win, we win. Paul and I understand the value of every relationship and that really guides our pathway to success.
What inspired you to join FRSA?
Who doesn’t like to be involved with an association of professionals who share a passion for the roofing profession? Any profession, for that matter. The folks at FRSA support us each day and I want to help them out.
What do you personally find most rewarding about being involved with FRSA?
It’s tough to narrow it down to one thing but I would have to say it’s the relationships I have built along the way. When we gather to do work at various meetings or events, it’s just icing on the cake to get to know each of them on a more personal level – it’s so rewarding.
What advice would you give to someone interested in joining the roofing industry?
First of all, there’s something in the industry for everyone and for virtually every skill set. Early on, I was told something that stuck with me and, over time, I’ve come to believe it wholeheartedly: “There’s no exit to the roofing industry.” It’s more than a job; it’s a fine community with some really cool people. I love it.
What do you consider a waste of time?
Worry! When worrying takes the place of productivity or any part of your day, it’s time you won’t get back. Everything works out and it’s our ability to get things done that mostly determines how it works out.
What’s your favorite vacation?
Whatever it is, it usually involves a body of water in some form or fashion. I do enjoy spending time in my beautiful home state of Kentucky or in South Carolina with my wife, Wendy, and my two children, Evan and Alexandra.
What’s your favorite pastime activity?
I’m an avid sports fan, so I spend a lot of time taking in my favorite teams like the Kentucky Wildcats or Manchester United FC. Also, my wife, Wendy, and I are very passionate fans of all types of music. You can often find us at a local music venue or at huge festivals such as Bourbon and Beyond each year.
Where’s your ideal place to live and why?
I have had the pleasure of being born and raised and have even raised my own family in the Southeast. There are so many places to choose from but it would definitely be right here in the South no matter what.
What would surprise others to learn about you?
Most people don’t realize just how deeply passionate I am about everything. Whether it’s a simple business call, listening to music, cooking or just spending time with friends, I throw myself into it wholeheartedly. I believe that kind of energy is contagious – it tends to rub off on the people around me. Sometimes I wonder if this fire will ever fade because, truthfully, living with that level of intensity can be exhausting. But I wouldn’t trade it for anything.
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