When I stepped onto the stage last year as President of the Restoration Industry Association (RIA), I made a commitment to communicate better—more clearly, more transparently, and more frequently—with our members and the broader restoration community.
Looking back, I believe we made real progress.
If I graded the experience itself—the honor of serving, the relationships built, and the opportunity to work alongside an incredible group of volunteers—I’d give it an A+. I loved every minute of it and would do it again in a heartbeat.
If I graded my own performance, I’d probably give myself a B-. That’s not a reflection of the association; I’m simply a tough critic of myself and always believe there’s room to improve.
One thing I want people to understand is that the RIA President is largely a figurehead. The real work happens through the dedication of our staff, the leadership of our Board of Directors, and most importantly, the volunteers working at the committee level. Those committees are where the engine of the association truly runs.
Despite operating with roughly 10–15% of the restoration industry actively engaged as members, the association has made meaningful progress. Over the past year, we strengthened advocacy by hiring and empowering Vince Scarfo in a full-time role. After years of discussion, advocacy now has real structure and focus. We launched a Carrier Relations Task Force to ensure restorers have a voice in conversations that increasingly shape how our industry operates. We continued building the Enterprise Membership program and expanded affinity partnerships that provide real value to contractors. Additionally, convention attendance and engagement also continue to grow year over year.
But one of the developments I’m most proud of isn’t a program—it’s the leadership pipeline.
Five years ago, if two seats opened on the board, two people often ran. Today we regularly see 20 or more individuals express interest in serving. That’s a night-and-day difference and a strong signal that people believe in the direction of the association.
Just as important is the diversity of perspectives represented in recent leadership.
Over the past several years, the presidency has reflected a wide range of restoration business models. Mark Springer represented the voice of the traditional independent contractor. Katie Smith brought the perspective of smaller, local restoration companies. Ben Looper demonstrated how independent companies operating across multiple states can engage with programs while maintaining their independence.
My own experience came from leading ATI Restoration, a national platform operating across dozens of locations with a mix of program and non-program work.
Now the torch passes to Justin Woodard, a third-generation independent restorer whose family company has served the St. Louis area since 1946.
When you look at that lineup of leaders, one thing becomes clear: there is no single “correct” way to run a restoration company.
Independent operators, regional firms, franchise systems, and national platforms all play a role in shaping this industry. That diversity of leadership is one of the RIA’s greatest strengths.
The association today is stronger than it was five years ago, but we still have work ahead of us. Increasing awareness and participation across the restoration community remains one of our biggest opportunities.
The RIA does not belong to one president or one board.
It belongs to the industry.
And I’m incredibly proud of the direction it’s heading.
-Jeff Moore, CR, WLS, CMP, Triple Master (IICRC)
President, Restoration Industry Association
Jeff Moore, CR, WLS, CMP, Triple Master (IICRC)
Jeff Moore is a second-generation restorer and the 2025 President of the Restoration Industry Association (RIA) as well as President of ATI Restoration. He started in the family business as a teenager, organizing the warehouse and working his way through nearly every role – from technician and estimator to executive leadership. Licensed in asbestos at 18, Jeff has managed major loss projects from 9/11 to today and brings hands-on insight into mitigation, construction, and large-loss operations. He lives in Phoenix, Arizona, with his wife, Tavia, and their four children – Tyler, London, Savannah, and Phoenix.
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