John Kenney, CPRC, CEO, Cotney Consulting Group
Project completion is often viewed as the final nail in the installed roofing job; the invoice is sent and the team is mobilized elsewhere. However, for the client, the final stages of the project – the walkthrough, the documentation and the punch list – leave the most lasting impression. How you close a project can reinforce
your professionalism, protect your margins or quietly unravel weeks of solid execution.
Too often, roofing contractors lose profit, client goodwill and future work opportunities – not during the bulk of the project but during the closeout phase. Final payments get delayed. Punch list items linger. Warranty information gets lost in email inboxes. Worst of all, clients feel abandoned once the crew leaves the roof. A consistent, intentional closeout process is not just about paperwork; it’s about positioning your company as a partner, not just a contractor. It’s about profitability, client experience and building a reputation that leads to repeat business.
Most contractors treat closeout as another checklist item to complete quickly before jumping to the next job. That mindset often leads to costly oversights. Loose ends drain crew hours long after the job should be finished. Final payments or retainage get delayed. Warranty deadlines are missed and clients are left unsure of who to contact when something needs attention.
Top-tier roofing contractors don’t see closeout as a simple administrative task. They treat it as a strategic phase built into the project timeline from the beginning and executed with precision.
So why do closeouts so often fall short? For one, project fatigue sets in once the job is 90 percent done and teams are mentally ready to move on. Crews get pulled to start new projects, leaving the final details behind. Without someone specifically responsible for closeout, accountability slips through the cracks. When no standard checklist or system is in place, the process becomes rushed or incomplete.
What’s overlooked in closeout can hurt your profit and your reputation. Done right, it’s not just the end of the job, it’s the start of a lasting client relationship.
You need a clearly defined closeout process. Start with an internal review to avoid missing items and include a final quality walk before the client walkthrough. This step should also include completing your internal checklist confirming scope completion, reconciling materials, cleaning the jobsite and conducting a final safety punch-out.
Punch list management comes next. Collaborate with the client to generate a punch list, then track each item with due dates, assigned responsibilities and signoffs. Lingering items should be the exception, not the norm. Complete them within days, not weeks.
You’ll also need to deliver a complete project documentation package. This may include as-built drawings, warranty certificates, registration instructions, material specifications, maintenance guides, inspection forms and before-and-after photos for the client’s records.
The final walkthrough should be structured and include the client approval sign-off. Your checklist should set clear expectations regarding what will be reviewed, who should attend and how any outstanding issues will be handled and documented.
Remember to educate the client about warranty obligations. Convey what the warranty covers and doesn’t cover, explain how to submit a service request and, if relevant, schedule a follow-up or maintenance conversation. When done right, this process builds trust, reinforces your professionalism, and gives your client peace of mind long after the crews have left the jobsite.
One of the biggest reasons closeouts fall apart is a lack of ownership. When it’s everyone’s job, it usually ends up being no one’s responsibility. The project manager must take charge of the overall process and ensure all the documentation gets wrapped up. The superintendent or supervisor should handle the final site conditions and coordinate any punch work. If you have someone in the closeout coordinator role, they should manage the paperwork, warranties and communication with the client. Define these responsibilities early; don’t wait until the job ends. You might consider tying closeout performance to operational KPIs or job completion bonuses. When people know they’re expected to carry the ball across the finish line, they’re more likely to do it right.
Strong closeouts don’t happen by accident; they’re planned well in advance. One effective way to integrate closeout into the project timeline is to begin preparations at a mid-project milestone, typically around 70 percent completion. At this stage, start organizing documentation and scheduling final deliverables. Before the job wraps, hold a pre-closeout meeting with the client to align expectations and review outstanding items. On the crew side, avoid thinning your workforce by spreading team members across multiple jobs, assigning a dedicated group to finish strong. A few focused days on closeout can accelerate your final payment, reduce office backlogs and leave the client with a positive, lasting impression.
The final stages of a roofing project often impact profitability more than most realize. Delayed payments are one of the biggest culprits. Final draws or retainage are frequently tied to documentation; without it, cash flow slows. Labor leakage is another concern. When crews are called back days or weeks later to handle unfinished punch list items, you lose valuable time, burn extra fuel and disrupt other jobs’ schedules. Administrative overload also creeps in, digging through files to find missing forms and approvals for warranty documents, which wastes time that could be spent moving other projects forward. And don’t forget your reputation. Even a well-installed roof can leave a bad impression if the project ends poorly. Closeouts are not about checking boxes but protecting the job’s financial success and your company’s image.
Closeout is also a decisive moment to build lasting client relationships and set the stage for future work. Capture a testimonial or ask for an online review while the job is still fresh in the client’s mind. Take high-quality photos of the finished roof and ask permission to use them in marketing or case studies. Talk about what comes next: annual maintenance, roofing at other properties or even service agreements. You can also schedule a post-completion check-in 30 or 60 days after job completion, to reinforce your ongoing commitment to quality and support. Most contractors don’t take this extra step but those who do often see more repeat business and referrals.
To keep your closeout process consistent and professional, use standardized tools that support your team in the field and the office. Templates for punch lists should clearly outline responsible parties and target dates. Warranty forms, spec sheets and maintenance guides should be compiled into a single, client-ready PDF or physical binder. Internal and external closeout checklists keep everyone aligned on what needs to happen. Use cloud-based folders or project management platforms to allow real-time uploading and tracking of all documentation. The more streamlined your system, the less you rely on memory and the more scalable and repeatable your closeout process becomes.
In roofing, how you finish a project matters as much as how you start. Closeout is your final opportunity to prove your professionalism, earn the client’s trust and protect the job’s profitability. It’s also where future opportunities are seeded.
Contractors who build a reliable, client-focused closeout process don’t just reduce friction; they increase margins, protect their brand and stay top-of-mind for the next project. If you want to win more repeat business and close the loop on operational excellence, start by ensuring every job ends as strong as it began.
John Kenney, CPRC is CEO of Cotney Consulting Group, Plant City. He has decades of experience on commercial roofing projects, providing him with a unique understanding of what it takes to succeed in roofing – on the roof, in the office and at scale. John saw the need to provide contractors with strategic guidance built on real-world field knowledge. Cotney Consulting offers COO on Demand, online training, technology solutions, business advisory consulting, collections, contracts, Castagra estimating training, safety and OSHA training. John partners with FRSA to provide educational seminars. For more information, contact John at jkenney@cotneyconsulting.com or 813-851-4173.
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