His days as sous chef of the roofing industry are over. This month, Dane Bradford, president of Bradford Roof Management, Billings, Mont., changes roles as he moves from NRCA's senior vice president to president. He is ready to rework former presidents' recipes and create some of his own to better the association and roofing industry.
"The NRCA presidency means a lot. I am honored to fill the shoes of some of the greatest guys in the industry. I really love being a roofing contractor," Bradford proclaims.
Home life
Bradford's training to become NRCA president began in Colstrip, a rural town in eastern Montana. The day after Bradford graduated with a business management degree from Montana State University, Bozeman, in 1981, Bradford's father, John, former president of Bradford Roof Management and former NRCA president, sent him to Colstrip to oversee a new power plant roofing project. With college course books still strewn across his car's backseat and limited roofing experience, Bradford was in for quite a journey that lasted three years.
Bradford jokes his time in Colstrip was the worst time of his life—he enjoys cities more than rural locations—but quickly changes his mind when he points out it is where he met his wife, Sandy. Sandy, who grew up in Colstrip, was the general contractor's project administrator for roofing and siding contracts. Bradford and Sandy interacted often to discuss invoicing, change orders and other roofing matters. But romance didn't happen until they were working for the same company—Bradford Roof Management.
"As the project started to close down, we were looking for an office manager at Bradford Roof Management," Bradford explains. "Sandy had an opportunity to go to Saudi Arabia with her current company or stay in Montana and work for us. She decided to stay. And she decided she liked me, and the rest is history."
The couple's first date was to a Bradford Roof Management holiday party, and they married in 1984. But a tough economy struck soon after, and Sandy was laid off. Reflecting, Bradford says it was an uncomfortable situation for several months but, in the end, it was a great opportunity for Sandy. Sandy built a successful human-resources career with a Coca-Cola bottling company in Billings.
Sandy recently left a human-resources job with CTA Inc., an architecture and engineering firm in Billings, and plans to remain "retired" during Bradford's term as president so she can travel with him and take care of things at home. The Bradfords' life is active with two Welsh terriers, Thelma-Lou and Ernie, who have noses for trouble.
For example, the dogs enjoy getting the mail before the Bradfords and have ripped apart packages and eaten bleu cheese and green tea deliveries. The dogs also like to chew off the tire valve-stem covers on the Bradfords' Audi TT, as well as dig under the deck in the backyard for chipmunks and other small animals.
The Bradfords' family grew larger—and life became more active—with the arrival of Alena Dornfeld, an 18-year-old foreign-exchange student from Germany. Dornfeld, whom the Bradfords call "Peewee," stayed with them from November 2003 to this month. The Bradfords may have missed the diaper changes and late-night feeding aspects of raising a child, but they have taught Dornfeld to drive, as well as learned about the joys and tribulations of raising a teenage girl.
Sandy says: "We now have a better appreciation for our friends and family members who have kids. It's been a great eye-opening experience."
Hobbies
Although Dornfeld missed her family and friends in Germany, she certainly experienced culinary delights at the Bradford home—Bradford prides himself on his cooking and has cooked since he was child.
Bradford remembers: "My mom used to make pancakes Sunday mornings, and I had her teach me how to do that when I was 6 or 7 years old. And that became my deal—I got to make pancakes on Sundays. I always enjoyed doing that. I invented my first recipe when I was 8 or 9 years old—I told my mom I wanted to make dinner with 'meat and things.' We called it 'glop' because there really was no other way to describe it. When I got married and Sandy was busy working, I cooked more because I had to eat. She was the type of person who didn't come home at night unless I called her and asked her to come home. So I started to find I really enjoyed cooking."
Bradford enjoys cooking everything from Italian, Japanese, German to Mexican cuisines and claims to make the best veal piccata he ever has tasted.
In addition to cooking, Bradford enjoys golf (his home sits near a golf course); gardening (he and Sandy have landscaped their entire yard); traveling (he and Sandy take regular trips to Europe that inspire Bradford to create new cuisines); watching television (his favorite shows are "Whose Line Is It Anyway?" "Bugs Bunny" and "Sponge Bob Square Pants," and he likes programs on the History and Discovery channels); reading (especially books about English history); listening to music (he loves blues); and collecting wine (he built a wine cellar in his home's basement).
Although Bradford has a collection of passions and hobbies that could indefinitely occupy anyone, his passion for the company his grandfather Harry founded in 1942 has not dwindled.
Company information
Harry was a well-known man in Billings and urged by his wife, Louise, to buy a company—she thought it would be a good career move. Harry decided to go into roofing and created Bradford Roofing & Insulation Co., which he operated out of his home.
In 1954, a major hailstorm struck Billings and Harry needed help keeping up with the vast number of roofing projects that resulted. He asked his only son, John, to help. John quit his job to help his dad; he never left the family business.
Harry passed away in 1966 and left the company to John. In 1972, John bought the company's current headquarters building. In 1982, Bradford Roof Management was formed to perform roof surveying and consulting operations. The company operated as a separate corporation from Bradford Roofing & Insulation until they merged in 2001 and became Bradford Roof Management.
Joining in
The third generation of Bradford boys slowly took over the operation from their father. Bradford joined the company in 1981 and worked for several years as general superintendent and an estimator. Bradford's brother, Tom, who is four years younger than Bradford, came aboard in 1985 as general superintendent (Bradford has one sister, Tracy Brekke, who lives in Bozeman and is a homemaker and potter.)
John retired in 1994, making Bradford president and Tom vice president. John and his wife, LaVetta, now split their time between Montana and Arizona.
"Dad literally threw the keys to Tom and me and walked out the door," Bradford remembers. "He stops in once a year to pick up a check, smiles and leaves. He doesn't ask much about the business or industry."
And the company is in capable hands.
"John ran the company well and expanded it," says Pat Todd, Bradford Roof Management's head quality inspector. "But Dane is intense and thrives on intensity. He has an incredible amount of knowledge and further expanded the company."
Currently, the company has a contracting division that performs commercial and industrial roofing work and high-end residential roofing work, a national roof-asset management division, and a maintenance and repair service division. Although maintenance and repair services are performed in Billings and surrounding areas, a maintenance and repair service branch office was created in Seattle in 2002.
Bradford oversees the roof-asset management aspects of the company while Tom manages the roof system installation side. The brothers' strengths complement each other to successfully run the business.
Vince Patrone, Bradford Roof Management's estimator, explains: "Tom isn't as intense as Dane. Tom is businesslike, but he's a laid-back hunting, fishing, outdoors guy. Dane can do all the outdoors stuff, but he's a wine connoisseur and gourmet cook. With a Montana upbringing, no one knows where Dane got his refined taste."
Bradford Roof Management's employees appreciate the family-oriented atmosphere the brothers have created, as well as Bradford's management style.
"Dane is a flexible boss who always is open to hearing new ideas," says Bonnie Koch, Bradford Roof Management's account manager. "It's a small company with a friendly, family feel."
Daryl May, a company inspector adds: "Dane pushes the work for sure, but the company is family-oriented, so he lets us take care of our family needs. The company has a great atmosphere."
Bradford says he is a hands-off boss though he has to review every outgoing document.
"I am anal about having professional documentation going out of the office. I want to proofread everything that goes out to ensure it reads the way I want it to read. I don't want anyone to judge the company based on a poorly written letter," Bradford notes.
Bradford Roof Management's office manager Tammy Norwood says that though Bradford is "picky" about quality, "he is considerate of his employees and easy to work for. Dane wants things done the right way, and he trusts his employees to do it."
Ralph Kottke, Bradford Roof Management's general superintendent, describes Bradford—with a sarcastic laugh and grin—as "manageable." But Kottke's 20 years of service to the company prove Bradford Roof Management is a good place to work. And joking—even about the boss—obviously is allowed. In fact, Bradford regularly gets razed by his employees about a perm and mustache he sported several years ago.
Despite the jokes, Bradford says, "I am proud of my employees, and I trust them to maintain their responsibilities while I travel for NRCA events."
Industry
Bradford will be traveling much during 2004-05 as he works for an industry that has changed considerably since he became involved with Bradford Roof Management.
And some changes have not been good.
"The industry has changed radically," Bradford notes. "My dad said to me 20 years ago when I walked into the office, ‘This business is not fun anymore.'"
Bradford believes standards and government regulations took some fun out of the business, but the change he dislikes the most is increased competition that has led some roofing contractors to underbid work and install shoddy roof systems. Both have diminished the reputation of professional roofing contractors.
A positive change Bradford has seen in the industry is the increased use of technology, especially computer software. Bradford credits his dad with keeping Bradford Roof Management ahead of the competition by instituting computer use at the company during the 1970s. The company was one of the first in the industry to use computers for accounting purposes and roof surveys.
Bradford also credits his dad with spurring his NRCA involvement. John was NRCA president from 1982-83.
Bradford explains: "Dad was involved with NRCA for a number of years. Throughout that period, I was in the field or office but I came to appreciate what NRCA can provide for a business. When dad was done with direct NRCA involvement, I wrote a letter to NRCA and asked whether I could get involved."
Although Bradford currently is mainly involved with NRCA technical committees, his work with NRCA began with its education section because he liked to talk.
"I was in competitive speech in high school and always liked to get in front of groups and talk," Bradford notes. "And the place I wanted to be involved was the education area."
Bradford was a speaker at NRCA educational conferences for several years. Eventually, he became involved in NRCA committee work, as well, but remained in the education section until he was recruited to help in a different area.
In 1992, Bradford was "dragged kicking and screaming into the technical arena" and worked on the Manual Update Committee to develop The NRCA Roofing and Waterproofing Manual, Fifth Edition. Although technical aspects of the roofing industry originally were not Bradford's forte, he learned to appreciate the work. And his employees are glad Bradford got involved.
Patrone says: "Dane is like a roofing encyclopedia. He's an invaluable resource. He has the most technical knowledge I ever have seen in one person. When I met Dane, it was an eye opener. You don't think someone of his stature and with his knowledge would be running a roofing company in Billings. You always think of those people as being in New York or another big city."
Bradford agrees NRCA has made a difference in his career. He says, "There's no way if I wasn't involved with NRCA I would be as knowledgeable as I am about so many issues."
Agenda
Bradford's extensive experience with NRCA and as a roofing contractor has prepared him to address some tough agenda items for the year. Bradford wants to improve the insurance situation, create more cooperation among industry segments, develop a stronger association and increase contractor advocacy.
About insurance, Bradford says: "We have an insurance crisis that may work itself out during the next year. Contractors in the United States are going to be affected by some insurance exclusions. My biggest concern is small contractors who don't understand the situation and potential liability. We need to counsel everyone to recognize it hopefully is a temporary situation for most U.S. regions. The worst thing people could do in the short term is go without insurance."
In addition, Bradford will try to build relationships among the different industry segments—such as manufacturers, roofing contractors and distributors—to work toward common goals as a unified group.
"Manufacturers and distributors get along better than they have in the past," Bradford notes. "But there are some fundamental misunderstandings between how the contractor and manufacturing communities work. Manufacturers don't understand our problems, and we don't understand their problems. The industry needs to have a more integrated approach. I'd like a bigger tent, and I'd like to have more people in it."
Building industry relationships was a major focus for NRCA Immediate Past President John Gooding, chairman of the board of Gooding, Simpson & Mackes Inc., Ephrata, Pa.
Bradford believes: "John has done an incredible job of improving relations between different groups. He has been instrumental in setting up committees and task forces that bring the industry together in a positive way."
Another issue Bradford inherits is NRCA budget challenges caused by NRCA's involvement in the Proposition 65 lawsuits in California and insurance issues, among other things.
"John has started the ball rolling in the right direction, and I intend to continue the momentum," Bradford states. "I hope, at the end of my tenure, to make a positive difference in the long-term NRCA budget."
But Bradford says his biggest goal is to make NRCA an advocate for all its members, especially smaller companies that aren't regularly recognized.
"I want to hear from other small contractors to learn about the areas where NRCA can be a better advocate for them," Bradford says. "There are situations involving technical and regulatory issues where NRCA needs to be a better advocate."
Although improvements always can be made, Bradford says NRCA has begun to make strides in advocating for its members, particularly through its efforts in Washington, D.C.
He commends NRCA's Washington staff for bringing important roofing industry issues—such as roof system depreciation, immigration and small-business concerns—to the forefront of federal policymakers' agendas.
Bradford also believes The Roofing Industry Alliance for Progress has done great things for the industry, such as sponsored studies, and grown at a tremendous rate.
Bradford notes: "Being able to get to the point where the alliance has a $10 million endowment fund is a true accomplishment. That illustrates what can happen when manufacturers, distributors and contractors work together—they can do incredible things."
Good business
With so many complex issues to address, Bradford's presidency will not be easy. But he is ready for the challenge and thinks his approach will help him create a recipe for success.
Bradford believes, "The difference between someone who is good in business and bad in business is how he takes care of problems."
He continues: "This is a pivotal point for NRCA, and I think the decisions we make now will have a long-term effect on the association. I will have to make tough decisions and address difficult issues, but I am convinced the association will continue to move ahead."
Kate Gawlik is associate editor of Professional Roofing magazine.
What is your favorite word?
Aglet
What is your least favorite word?
Loss
What turns you on creatively, spiritually or emotionally?
Happiness
What turns you off?
Pessimism
What is your favorite curse word?
Shit weasel
What sound or noise do you love?
Good blues music
What sound or noise do you hate?
My dog, Thelma, licking the bedspread every night before we go to bed
What professions other than your own would you like to attempt?
Chef or archaeologist
What profession would you not like to do?
Accountant
If heaven exists, what would you like to hear God say when you arrive at the pearly gates?
You were a good person.
This questionnaire is used by Bernard Pivot in the French television show "Bouillon de Culture" and James Lipton in the television show "Inside the Actor's Studio."
Giving back
In 1974, a senior in high school attended his first NRCA convention with his father, who owned a roofing contracting company that had just become an NRCA member. During the convention, the student learned about the scope of the roofing industry and what NRCA offered. Twenty years later, he served his first term as an NRCA vice president. Thirty years later, he begins his term as NRCA's senior vice president.
NRCA Senior Vice President Reid Ribble, president of The Ribble Group Inc., Kaukauna, Wis., accepted the NRCA leadership position because he believes it is time to give something back to the association that has given him technical, business management and marketing knowledge, as well as good friends.
Ribble quips, "The only thing I have to offer is experience and time."
And Ribble brings a lot of experience to NRCA. From his company, he brings more than 25 years of experience in the commercial and industrial roofing industry, as well as roof asset management and consulting experience. Active in NRCA since the late 1980s, Ribble knows NRCA's workings after serving on several NRCA task forces and committees.
In addition, Ribble brings to the position a strong friendship with NRCA President Dane Bradford, president of Bradford Roof Management, Billings, Mont.; a friendship that probably will make working together easier and more productive.
"Dane is one of my closest friends," Ribble explains. "Because we know each other so well, we communicate quite a bit. I'm familiar with his agenda for the association and look forward to helping in any way he asks."
Ribble knows he will help Bradford address the insurance crisis, a top agenda item for Bradford.
"To me and many others, the availability and cost of all types of insurance is the single most important, pressing issue facing the roofing industry," Ribble notes.
Ribble explains: "In another year, I will follow the footsteps of our industry's past leaders. I need to prepare myself to do the best I can. That will start by learning."
While Ribble prepares for his presidency, he undoubtedly will miss the most important thing in his life—his family. Having less family time may be tough for Ribble, and he also will be challenged to spend more time away from the office. But Ribble's journey as senior vice president will be easier because his staff, including his nephew Troy, vice president of The Ribble Group, will support him while he advances his roofing career.
"The senior vice president position is a logical step in my roofing career," Ribble adds. "I am going to be able to be involved in bigger, more significant issues related to my chosen profession."
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