Roofing is in His DNA and CEO James Talman is Building the Future of NFRC

Where do you begin when building on 130 years of heritage?

This is the challenge Group CEO James Talman is tackling at the National Federation of Roofing Contractors – and it’s no surprise, given that building is in his DNA!

In this instalment of our profile series, James shares with us his thoughts on what keeps a membership organisation relevant not just for today, but also for the future.

Q. Could you introduce yourself and tell us a bit about your role and organisation?

I’m James Talman, the Group CEO of the National Federation of Roofing Contractors (NFRC), a trade association established over 130 years ago.

In essence, NFRC is made up of two businesses: the trade association, which supports and represents roofing contractors and suppliers, and the compliance business NFRC CPS, which ensures contractors meet regulatory standards. [image_with_animation image_url=”4292″ image_size=”medium” animation_type=”entrance” animation=”None” animation_movement_type=”transform_y” hover_animation=”none” alignment=”center” border_radius=”none” box_shadow=”none” image_loading=”default” max_width=”100%” max_width_mobile=”default”]

James Talman
CEO
NFRC

Additionally, we are spearheading a project called RoofCERT, which focuses on individual competency certification through validating their skills and expertise in specific roofing types. Though not directly under my management, we also support a charitable trust that is undergoing changes to better serve the broader roofing and cladding industry.

As for my background, I’ve been in the membership sector for ten years now. Before joining NFRC, I led a smaller membership organisation. My career began in the automotive industry and then in the metals sector. The latter experience led me to commercial and public construction, where I’ve held senior leadership positions for many years. Transitioning to NFRC required me to delve deeper into the membership side, a challenge I’ve embraced amid the ever-evolving regulatory landscape. I hold a joint honours degree in mathematics and economics which has served me well throughout my career.

Q. What drives you to operate in the non-profit sector and at NFRC in particular?

As I mentioned I have previously worked with another membership organisation where I was successful in growing their membership significantly in quite a short period of time.

The obvious and most fundamental thing to say is that first and foremost you must work to help and support the members and the sector to prosper.

With regards to the NFRC, I was fortunate to be invited to consider applying for the role, which was a great compliment in itself. The main attraction for me was the organisation’s significant standing in the industry. It is the market leader, with over 1,300 members, which makes it a substantial role. The organisation’s strong heritage also appealed to me. I saw it as a unique challenge, how could I honour this rich history while modernising the organisation to ensure it remains relevant, not just for today, but for the future.

It not just about maintaining what was already in place but reimagining how we could evolve to meet the needs of tomorrow’s membership. The idea of taking something with a strong foundation and shaping it to be fit for the future is incredibly motivating.

Q. To get to know you better could you share a professional fact (e.g., favourite part of your role) and personal fact (e.g., something that might surprise your colleagues to know about you)?

Professionally, the most rewarding aspect of my role has been driving significant strategic initiatives. Securing board approval and then executing these projects, particularly our digital transformation efforts, has been incredibly satisfying – though not without its challenges! Achieving these milestones has been a key highlight for me.

Another aspect I value is the development of individuals within the team. I’m passionate about nurturing and mentoring team members to help them reach their full potential. Seeing them grow is deeply fulfilling.

Interestingly, I’ve also found enjoyment in public speaking – something I never expected. For example, I regularly open and close our annual roofing awards event, standing in front of 1,000 people. While I might joke that they probably wish for someone younger on stage, I genuinely enjoy the experience! Handling unexpected challenges during these events has become something I look forward to as well.

With regards to a more personal fact regarding the Talman lineage, William Talman, was the chief architect to the Royal Works before Sir Christopher Wren. His son John Talman was renowned for his collection of architectural drawings. William was responsible for designing several stately homes, including Chatsworth House in Derbyshire. My wife and I have visited several of these homes as guests, thanks to this unique connection. There’s even a book about him titled William Talman, Maverick Architect. He was known for his elaborate Baroque designs, often pushing clients into financial difficulties due to his opulence! Perhaps there’s some architectural gene that’s been passed down, which might explain my career in construction!

Q. Are there any upcoming or recent technologies that you think will change or disrupt the sector?

Absolutely. One of the most significant developments is the rapid advancement of AI, which is something we all need to embrace. The potential benefits are clear, particularly in managing the vast amount of technical information and intellectual property we hold.

AI can dramatically improve our ability to help members access crucial information swiftly. For instance, instead of sifting through a 500-page document, AI can pinpoint essential regulatory updates or critical data almost instantly. This would allow us to provide faster, more efficient responses, which is invaluable.

We’re also exploring AI’s potential in our compliance operations, where it could streamline processes and enhance decision-making. The disruptive potential of AI is evident across various industries. If we don’t embrace these technologies, there’s a risk that others will introduce AI-driven solutions that could upend traditional models.

Q. At Membership Excellence 2024, you joined our Managing Director Alan Perestrello for a session where you shared how the NFRC created a data strategy that allowed for better-informed decision making. Could you tell us more about that?

The event was particularly interesting because it sparked a lot of questions toward the end, despite being a relatively short session. What stood out was that many people in the room were strong advocates for the direction they wanted to take, yet concerned about securing buy-in from higher levels—executive teams, boards, and shareholders. That concern resonated with me, as it’s a challenge I’ve seen before.

It’s crucial to convey the real benefits of transformation, especially in the not-for-profit sector, where many organisations are still operating in a traditional way. If they don’t embrace change, they risk being overtaken by more agile competitors.

What I found encouraging was the strong undercurrent of support for transformation. Many people want to move in this direction, and any input I could offer to help further this cause felt rewarding. One byproduct of these efforts has been a greater push for transparency and inclusivity in organisations. Transformation, in this case, isn’t about introducing a single tool or method, but about using reporting tools to support better governance, openness, and a more inclusive environment.

In particular, these tools can foster greater diversity and improve governance by relying on data rather than subjective anecdotes. For example, instead of relying on individual opinions or isolated statements “Fred says this” we can gather a broader range of perspectives and make it easier for people to share their views. This connects to our earlier discussion on AI. Could we move away from traditional surveys and adopt real-time feedback mechanisms? The challenge with traditional methods, like annual or quarterly surveys, is that by the time we gather results, the issues at hand may no longer be relevant or top of mind.

You can find out more about James’ session at Membership Excellence 2024 on How the NFRC Harnessed a Data Strategy to Fuel Innovation and Enhance Member Value here.