BPD February 2019 by 526 Media Group

BPD

FEBRUARY 2019

Building Products Digest

THE VOICE OF THE LBM SUPPLY CHAIN — SINCE 1982

IMPROVE YOUR PURCHASING • DECKING & FENCING • STAGING DEMO EVENTS

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CONTENTS

February 2019 Volume 38 n Number 2

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Better Buying

Features

Departments

14 FEATURE STORY

11 MARGIN BUILDERS

8 ACROSS THE BOARD 24 OLSEN ON SALES 26 THE REVENUE GROWTH HABIT 28 TRANSFORMING TEAMS 36 MOVERS & SHAKERS 46 NEW PRODUCTS 50 SELLING WITH KAHLE 52 ASSOCIATION UPDATE 54 IN MEMORIAM 55 DATE BOOK 56 CLASSIFIED MARKETPLACE 57 ADVERTISERS INDEX 58 FLASHBACK

PURCHASING 101: THE PROS AND CONS OF A SINGLE- VS. A MULTIPLESUPPLIER STRATEGY.

10 TIPS FOR STAGING YOUR BEST-EVER DEMO EVENT

16 INDUSTRY TRENDS

ALTERNATIVE FENCING EVOLVES

18 PRODUCT SPOTLIGHT BPD

FEBRUARY 2019

Building Products Digest

THE VOICE OF THE LBM SUPPLY CHAIN — SINCE 1982

IMPROVE YOUR PURCHASING • DECKING & FENCING • STAGING DEMO EVENTS

Elevate your garden with pressure-treated wood

ALUMINUM DECKING SHOWS ITS METTLE

20 MANAGEMENT TIPS

FIND THE RIGHT COMPOSITE DECKING MANUFACTURER

22 COMPETITIVE INTELLIGENCE Wolmanized® pressure-treated wood is the ideal material for building raised beds because it will last for years and looks great. Find out more at LonzaWoodProtection.com.

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BPD Digitial Edition at www.building-products.com

NEW ROSWELL DEALER TAKES OFF TURNING SIDELINES INTO SPECIALTIES

34 THINKING AHEAD

LUMBER CAREER CAN BE HIDDEN GEM

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February 2019

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BADASS THINGS

COME IN THREES.

Want decking that walks the walk? Then, hey: nothing beats TimberTech. Our comprehensive Decking Portfolio—covering every application you can imagine—merges superior technology with unmatched design versatility. And you know what that allows you to build? One. Badass. Deck. Imagine the possibilities at TimberTech.com

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OUR MARKET MOVES QUICKLY— SO DON’T GET LEFT BEHIND!

Building Products Digest

President/Publisher Patrick Adams padams@526mediagroup.com Vice President Shelly Smith Adams sadams@526mediagroup.com Publishers Emeritus Alan Oakes, David Cutler Managing Editor David Koenig • dkoenig@526mediagroup.com Editor Stephanie Ornelas sornelas@526mediagroup.com

TODAY!

Contributing Editors Carla Waldemar, James Olsen, Alex Goldfayn, Claudia St. John Contributors Jean Ban, Jase DeBoer, Bethany Doss, Emily Hinderaker, Dave Kahle, Paige McAllister, Rob O’Byrne Director of Sales Chuck Casey • ccasey@526mediagroup.com Sales & Marketing Coordinator Julie Conlan • jconlan@526mediagroup.com

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BUILDING PRODUCTS DIGEST is published monthly at 151 Kalmus Dr., Ste. E200, Costa Mesa, CA 92626, (714) 486-2735, Fax 714-486-2745, www.building-products.com, by 526 Media Group, Inc. (a California Corporation). It is an independently owned publication for building products retailers and wholesale distributors in 37 states East of the Rockies. Copyright®2019 by 526 Media Group, Inc. Cover and entire contents are fully protected and must not be reproduced in any manner without written permission. All Rights Reserved. BPD reserves the right to accept or reject any editorial or advertising matter, and assumes no liability for materials furnished to it. Opinions expressed are those of the authors or persons quoted and not necessarily those of 526 Media Group, Inc. Articles in this magazine are intended for informational purposes only and should not be construed as legal, financial, or business management advice.

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February 2019

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ACROSS the Board By Patrick Adams

Tools of your trade ack in the “old days” they say things were simpler. I’ll make a sweeping judgment and say things didn’t require as much thought in your job. Whether you were a blacksmith, a farmer, or a banker, things were fairly straightforward, and the difference between “smart” and “simple” might not have been as obvious. It’s an interesting thing to consider. What if the world’s greatest genius mind was a farmer and in getting up everyday before the sun, tending to his farm, going to bed, and doing it all over again, just like every other farmer, it never became obvious that he was actually a genius? People were judged by how hard they worked and how they treated others; it was as simple as that. The difference in the depth of everyone’s “mental toolbox” wasn’t as obvious I think. Most of life’s challenges were handled by brute force. Simply work harder. But now, life doesn’t seem as simple. When you think about the divide between those who are considered smart and those who are more challenged, today that difference alone will absolutely dictate your entire future. Sure, working hard still makes a difference and intelligence alone assures nothing about success in life. It’s also not to say there are still trades where hard work alone can provide a very nice lifestyle. It made me think about my kids. I have told my daughter so many times that her “job” is to work hard in school that she now says that she’s “off to work” when she leaves the house. She brought home one of her graded assignments from math recently and the teacher wrote this glowing review about one of her answers, noting she had “the most amazing critical thinking and problem solving skills she had seen.” In the “new” Common Core math, kids have to explain their answers. The question was this: “Explain why you can use addition to fact check a subtraction problem.” Keep in mind, that this is second grade! In today’s world I believe that intelligence is more important than ever. Technology has shifted most everything into being as much a thinking job as it is a labor job and, in most cases, those two things are not in balance. But I would argue that you still need to know

what tool to use for a job and how best to use it. Every day we are walking around with the world’s most powerful library of information in our pockets, so “what” we know has become less important. But do we know what to do with it? As I think about our industry and hiring the next generation, this makes me think about everything. How we define jobs, how we recruit, and how we interview. How we onboard and how we train. Perhaps instead of measuring experience, we should measure someone’s ability to solve a problem? Maybe we should start by asking everyone a simple second grade math problem? The one thing that is certain is that even in our industry, things feel like they move faster now. Technology, acquisitions, retirements and challenges have forced us to adapt and stay ahead of this speeding, noisy marketplace. We have to constantly assess, adapt and overcome what seems to come across our desk on an hourly basis to stay ahead. So the question of this month is simple: are YOU constantly investing in updating the tools of your trade or are you still “dragging logs out of the forest with horses?” Think about that during your next candidate interview—is it relevant experience that matters most, or the person’s ability to solve today’s (and tomorrow’s) problems? All I know is the one thing that will never change with me is a focus on family, friends and values! Stay warm, and I hope everyone has had a strong start to the year!

Patrick S. Adams Publisher/President padams@526mediagroup.com

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February 2019

Building-Products.com

MARGIN Builders By Jean Ban

(Above photo by Sears Trostel Lumber & Millwork, Fort Collins, Co.; others courtesy CBD)

10 tips for your best ever demo event

or manUfactUrers, dealers and distributors, demonstration events for builder and contractor customers are an important part of a marketing schedule. After all, there’s nothing like “show and tell” to educate people about how products work and what the benefits are in an installation or real world use situation. Demonstration events are also great venues at which to build, and solidify, customer relationships in a small group setting. Let’s face it, though. We’ve all been to product demos that leave us wondering why we wasted our time. What’s the secret to a successful event? Over the last 30 years, my company has worked with some of the top manufacturers in the building products industry. We know from experience that—first and foremost—every successful demo event begins with a commitment to planning. Think of a great demo event like a great party—it looks effortless. Everyone has an amazing time and it seems to be over much too soon. People leave feeling positive about the host and the time they’ve spent. But we all know that “looking easy” takes organization and hard work. Below are 10 tips to guide you as you begin planning your next demonstration event.

1. Deﬁne your goal and make it quantiﬁable

An example of an attainable goal would be to have 40 customers and prospects attend, with at least 20 considering a purchase by requesting an additional demo or follow-up call.

2. Create a timeline and agenda

CONTRACTORS get some hands on practice with an adhesive product at their table. Note stainless steel vacuum insulated water bottles for all. Building-Products.com

Organize a prep list with due dates and estimate two hours max for the event. For instance: February 2019

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• First 30 minutes: Gather, greet, refreshments • 15 minutes: Icebreaker activity in small groups • 15 minutes: Demonstration by company reps • 30 minutes: Hands on with attendees, if appropriate • 15 minutes: Q&A • Last 15 minutes: Wrap up with prize drawing or giveaway

3. “Brand” your event

Naming or branding an event can add some buzz and make it seem more consequential. It can also help set the stage for decorations, icebreaker activities and giveaways. Here are some examples: • Game Night: Bourbon, Brandy and Cigars • Make it Magic • (Name of your brand) On Tour

4. Invitees and the invitation

We’ve learned that 30-40 people in attendance is a good size for most demos. (And remember, it’s likely that at least 20-30% of your invitees will not be able to attend so account for that in the number invited.) If possible, use a branded HTML email as your invitation so you can use color, logos, and have a “designed” look that’s consistent with your brand. If you have an emarketing- CRM platform, the software can manage deploying an invitation and responses. If you’re using regular email, make sure each one is personalized in the body such as “Dear Andy” or “Dear Anne” rather than coming from a group list. Most importantly, ask for a response (and follow-up if needed) because you will be planning against the number of people who tell you they will attend.

5. Give away good stuﬀ

Every attendee should get something for attending, laddering up to something big as a drawing prize.

Gifts can be branded merchandise or your actual product (if appropriate) or reflect a theme if you’ve chosen one. Bourbon, Brandy and Cigars—that’s pretty obvious. As far as prizes and promotional items go, we’ve had success with high-end coolers, outdoor gear, sports items, game boards, and products for entertaining. Put something in your invitation so people know they receive a thank you gift to attend with a chance to win something pretty neat.

6. Prep the venue and oﬀer tasty

refreshments If the demo is in your warehouse or other non-office facility, clean it up and cordon off your event space. Add some themed decorations. Hire a caterer or make sure you’ve contracted for refreshments and set up the food tables to look appealing. If you need a mic for the demos—make sure that’s set up. If you’re outside in a parking lot, consider a tent or some covered area in case of inclement weather or to shield people—and refreshments— from the sun. Every person there needs to have an opportunity to be up close and personal with your product. They also need opportunities to interact with your team as well as fellow attendees. Remember to take photos. Photos taken via smartphones work just fine and make great content for your company’s social media platforms. If you take a video of a portion of the demo, offer it to the attendees to view at a later date or share with colleagues who couldn’t attend the event.

7. Have an “icebreaker” activity

No, this is not silly. It gets people interacting. We’ve had corn hole game competitions, table-top magic, even some competitions involving products—measuring shingles, rolling adhesives—sort of mini trade show engagement tactics. You’d be surprised how much fun people have just relaxing a bit with these kinds of activities.

8. The demo itself—PRACTICE

FOOD TRUCKS are a great “out of the box” catering option for outdoor demos.

Building Products Digest n

Whatever you are demonstrating, practice ahead of time to make sure you have all the equipment you need (including safety glasses), and you know exactly how it’s going to go when you are in front of the crowd. If someone is working the equipment, another rep needs to be explaining and talking with a mic if necessary.

February 2019

THIS VENUE provided a driving range as a “value add” engagement activity.

9. Involve the attendees

Always check with your legal team before having attendees actually work with or be hands-on with the product you are demonstrating. Release forms are usually standard, even for fairly benign situation such as applying a coating product or measuring a shingle with a new device. Always err on the side of caution.

10. Follow-up

Close the loop on the event with a follow-up call or email to thank each person for attending and confirm next steps—whether that’s a sales call, another demo based on their particular situation, or a “call me in six months.” And, just saying “thanks for coming” is a great way to build the relationship. Demonstration events take time and effort, to be sure, but they are a proven tactic to engage your best prospects and customers. And there’s no better way to sell in a product than to see it in action because, after all, seeing is believing. – Jean Ban is executive VP at CBD Marketing, Chicago, Il. CBD develops integrated marketing programs for leading building products manufacturers that use demonstration events to educate distributors, builders and contractors on new product features and beneﬁts, and to facilitate meaningful customer relationships. Reach her at jban@cbdmarketing.com. Building-Products.com

Where Decision Makers Grow

2019 NAWLA Leadership Summit

WWPA Annual Meeting March 10-12 | Tucson, AZ

FEATURE Story By Rob O’Byrne

Better Buying

Should you choose a single or multiple supplier strategy? I

t’s a fact that smaller businesses have less flexibility than major businesses when it comes to choosing suppliers. Quite simply, smaller scale means a lower degree of influence across a smaller range of vendors. But is that such a bad thing, given the trend among large enterprises to consolidate purchases and even execute strategies based on single sources for key materials and products? Of course, there is no single answer to suit every smallto-medium-sized business, but to help you evaluate your supplier strategy and avoid costly mistakes, we recommend that you consider the following pros and cons of multiple versus single-vendor procurement strategies.

Successful Single Sourcing

Single Supplier: The Pros

The Cons of Single Sourcing

Just to be clear, the following comments refer to single, not sole vendor situations, and therefore assume that you have a possibility to choose from more than one supplier. If you pursue a single supplier strategy then you’re going to commit to purchasing a given resource from just one vendor. Provided you can find a supplier with which dependencies will be well balanced, there are some advantages to such a strategy. For example: • Building and maintaining a relationship with one supplier is easier than with two or more. • Administrative and other costs are reduced when you place orders with just one supplier. • You can maximize volume leverage to attain attractive pricing. • It’s easier to streamline and integrate systems with a single supplier. • You may be able to negotiate to receive small, frequent deliveries and so improve inventory control.

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February 2019

Single sourcing may also present opportunities to enhance your brand’s reputation. For example, by sourcing products or components from a single supplier that is itself a trusted brand, and making that fact known to your customers, you can emphasise your company’s commitment to providing an end product of exceptional quality. This was the approach taken by Beazer Homes when the company decided to contract with Kwikset as its single supplier of door hardware. Beazer also found that a single sourcing approach contributed to successful cost reduction and supply chain optimisation. It is often said that placing all your eggs in one basket can be risky, which is something to consider in making a decision between single and multiple supplier sourcing. If something should happen to your supplier, whether it be financial insolvency, a physical setback (such as a fire in the supplier’s main warehouse), or just a period of poor material-availability here and there, you may find yourself unable to keep your promises to your customers. Other disadvantages of single supplier sourcing include: • The possibility that potential customers will be concerned about risk to their supplies (if they become aware that you are single sourcing). • It can be more difficult to ensure your company remains competitive if tied to single suppliers for multiple material/product categories. • Any general shortage in a single-sourced material or product might be a bigger issue than if you deal with two or more suppliers. Building-Products.com

• There is a risk that over time, the balance of dependence will become lopsided. The last point is particularly pertinent if your company is the one with the dependency. For example, the supplier’s business may grow and take on more big customers, reducing the supplier’s dependence on your business. This introduces the risk of reduced service standards and perhaps even shortages or stock-outs.

Multiple Suppliers: The Pros

In many cases, small-to-medium-sized businesses might be best to try to avoid going the single supplier route, unless the risks can be fully mitigated and/or are heavily outweighed by the advantages. At the same time, it’s not always advantageous to deal with a multitude of suppliers. Still, there are benefits to working with two or three suppliers, especially when smaller businesses must procure customised materials or components. For instance: • If one of your suppliers is bought by a competitor, or runs into financial or business difficulties, you have at least one supplier to fall back on. • While you may not have so much leverage with each supplier, there are opportunities to take advantage of competition between them, though this will depend to some extent, on your company’s importance to each supplier. • Demand fluctuations can be more manageable if you have a choice of suppliers with whom to adjust order volumes. • Having two or more suppliers will increase your company’s ability to circumvent supply disruptions.

The Cons of Multiple Suppliers Strategies

There are some aspects of sourcing which become a bit more challenging if you work with multiple supplier contracts. For one thing, this strategy doesn’t lend itself so well to forging long-term strategic relationships with suppliers. Even if you don’t consider supplier partnerships as being a high priority, the following characteristics of multiple-supplier relationships can also become drawbacks if the behaviour of buyers and suppliers is not carefully managed: • Information sharing is less straightforward and can present risks. • Lower order volumes mean less bargaining power, and competition between suppliers may not be sufficient to generate the same cost savings as volume leveraging. • The lower your suppliers’ stake is in your business, the less responsive they will be in times of emergency. • There is more overhead involved in contract negotiation, management, and process execution when you have to deal with multiple suppliers.

Building-Products.com

Remember too, that aside from the commercial issues mentioned above, a multiple-supplier strategy can also become challenging in terms of quality control.

Multiple Suppliers: Impact on Quality & Consistency

Let’s take the textile industry as an example. If your business buys “the same” fabric from more than one supplier, perhaps as upholstery for your furniture business, it is very likely indeed that there will actually be some differences in the two suppliers’ products. It may be a slight variance in color, or texture, or the dimensions of the fabric rolls. In such a situation, you have to be a lot more careful about maintaining consistent quality in your upholstery, by ensuring for instance, that fabrics from two suppliers are not used on a single piece of furniture. With a single supplier, this is unlikely to be an issue, so production is simplified and quality control is rather easier. While this may be a crude example, it does highlight how the use of multiple suppliers can add complexity to your operational processes, as well as those related to pricing and supplier management.

Don’t Confuse Single Sourcing with Strategic Sourcing

Recent years have seen strong trends in supplier consolidation and a move away from transactional to more strategic relationships between buyers and suppliers. Many larger organizations have gone as far as to implement single-source strategies, such as Deere & Co. did with some of its agricultural machinery components. Certainly this is understandable for companies that may deal with tens or even hundreds of suppliers, or are of a scale that makes them a healthy prize for just about any vendor. That’s not to say that cutting down your supply base or even switching to a single supplier strategy is the wrong thing to do for your smaller business. So much depends on the nature of your industry and the markets in which you trade. However, if your supply chain is long, and you have a reasonable number of suppliers to choose from, you might want to consider whether shifting to a single source model for your key commodities is a step too far, and instead try to maintain healthy relationships with at least a couple of vendors. – Rob O’Byrne has worked in supply chain management for four decades. In 1997 he founded the Logistics Bureau Group (www.logisticsbureau.com), which provides supply chain-related consulting, performance benchmarking, and education services. In 2016 he established his own Supply Chain Conference.

February 2019

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INDUSTRY Trends By Emily Hinderaker

Trends in fencing encing, like any other industry, is constantly evolving and adapting. One common theme in all of these trends is technological advancement. Whether it’s an innovative building material, a new aesthetic appeal or a performance property, technology and innovation are woven throughout.

creates a clean look. Darker material doesn’t need to be cleaned as often, allowing for maintenance time and cost to be reduced.

3. Mix & Match

Wood has historically been a common building material for fencing systems, but with advanced technology, alternatives are being used more than ever before. Vinyl PVC is becoming more popular, since its an affordable fencing building material option that is low-maintenance and lightweight. Aluminum, steel, wrought iron and chain link fencing systems offer a low-cost and low-maintenance solution that look nice. They’re especially popular in hard weathered-areas do to its durability and strength, and typically lasts longer than traditional wood because it does not break down in harsh weather and doesn’t mold.

Cookie-cutter fences are going out of style. It is popular now to mix and match different styles and types of fencing systems. For example, commercial properties could use metal fencing around buildings, and plastic fencing systems around the exterior property lines. Also, adding plants, flowers and shrubs along fence-lines are an aesthetic trend that is quite popular and can be integrated near the different fencing systems to add color, texture and add privacy. Succulents, specifically, are commonly used since they are fertile, unique in appearance, and require little to know maintenance. Keep in mind that if there are live plants and bushes/ trees around the fence line, insects and other creatures can make the fencing system their new home, so proper care and repellent may be needed.

2. Dark Colors

4. Environmentally-Friendly

1. Wood Alternatives

We all know of the traditional “white picket fence,” but nowadays, dark colored fencing systems are becoming increasingly popular due its sharp appearance. Aesthetically, it allows other design elements to “pop” and

DARKER FENCES are becoming more popular, challenging the traditional white picket fence, due to their sharp appearance and easy maintenance. (Photo courtesy Bedford Technology)

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February 2019

More companies are implementing sustainability practices and doing their part to help Mother Nature. Perhaps it’s using less material, or using an environmentally-friendly material. This trend provides benefits to the environment and wildlife, but companies who participate can also earn LEED points from the USGBC to qualify for the LEED Certification Program. The program awards points to building projects for meeting certain sustainability and conservation criteria. Environmental consciousness is a trend that won’t go out of style anytime soon. High Density Polyethylene (HDPE) is not only a long-lasting solution that is low-maintenance, it’s also safe for animals; when animals ingest wood, the splinters can cause digestive issues which can be harmful to the animal. Plastic lumber is a tough material that will not break or splinter, and if ingested, it will not harm the digestive tract like traditional wood. Recycled plastic lumber is also a growing trend as can be manufactured with additives that increase performance characteristics. For example, UV inhibitors are manufactured into the material to decrease color fading, (Continued on page 54) Building-Products.com

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PRODUCT Spotlight By David Koenig

Aluminum decking shows its mettle s wood decking continues to face intense competition from alternative materials, it’s not just composites and PVC that are nibbling away at its share of the market. Aluminum is proving to be an able substitute in decking, just as for years it has been a primary option for railings. For decks, aluminum offers many of the same advantages as composites—and a few of its own. Aluminum stacks up in the key areas of strength, durability, low maintenance, and resistance to

weather, fire, rust, mold, mildew, pests, warping, cracking, splintering, scratching and staining. Many brands boast a lifetime warranty. In addition, it’s perhaps the lightest decking material on the market. Aluminum comes in long plank lengths resulting in quicker installation and fewer seams. It offers superior traction and is fully recyclable. Most manufacturers also offer an interlocking watertight version, with integrated gutter channels that redirect moisture and keep below-

ALUMINUM DECKING offers elite aesthetics and performance advantages. (Photo by Nexan)

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February 2019

decks spaces dry. In addition, some companies also produce a heavier duty commercial line. Aluminum, however, does have some drawbacks. It’s among the most expensive decking options available. Although it typically can be cut with the same saws and blades as wood, it is more inflexible, lending itself to boxier, less imaginative designs. If poorly installed, aluminum decking may squeak or, if worn, become noisy to walk on. And, even though aluminum accommodates a faderesistant, powder-coated finish and woodgrain embossing, color choices are usually more limited. One primary difference between aluminum decking and other alternatives to wood is that while there are as many as 50 or more name brands of composite/PVC decking, there are only about a half-dozen national aluminum decking brands, in addition to a number of smaller extruders. Versadeck considers itself “the high-end option in aluminum decking,” according to Chris Renslow. “We have a 60-80 mil thick coating, which takes the metal sound, feel and look out of it. All the others just paint it with like a 2-4 mil paint layer.” Versadeck is all made to order, so there’s a two-to-four-week lead time, depending on the order details. The company ships factory direct to homeowners, contractors and lumberyards. “As far as demand goes, we have been producing for more that 15 years Building-Products.com

and in the last five years we have been producing at our full capacity,” Renslow said. To meet steadily rising demand, competitor Wahoo Decks two years ago relocated its headquarters/ manufacturing operations from a 36,000-sq. ft. space to a 70,000-sq. ft. facility on 15 acres in Dahlonega, Ga. “We made this decision so we can better accommodate our dealers and customers,” noted CEO Tim Osby. “Because of this, we can now better support the growth this business is experiencing.” Based on equally rosy reports from other producers, expect aluminum to become an even larger player in decking for the long haul.

Aluminum Decking Brands Craft-Bilt Materials

www.craft-bilt.com Line: Craft-Bilt (water-resistant) Size: 1x6 • Lengths: 14’, 16’, 18’, 20’, 22’, 24’ Colors: Desert Sand, Grey

GutterDeck

www.gutterdeck.com Line: GutterDeck (waterproof) Size: 1x6 • Lengths: 2’ to 32’ Colors: Adobe, Grey, Tan

Last-Deck

www.lastdeck.com Lines: Series 100, Series 200 (watertight) Size: 1x6 • Lengths: 12’, 14’, 16’, 18’, 20’ (Series 200 also in 22’, 24’) Colors: 9 standard (Cedar, Commerical Bronze, Frosted Charcoal, Light Gray, Limestone, Putty, Redwood, Sandtone, White); 7 woodgrain (Chestnut, Full Knotty Pine, Knotty Pine, Mediterranean Cherry, Natural Oak, Nevada Oak, Redwood)

Nexan Building Products

www.nexaninc.com Lines: NextDeck, LockDry (waterproof) Size: 1x6 Lengths: 12’, 15’, 20’, 24’ (NextDeck), 12’2” to 32’2” (LockDeck) Colors: Buckskin, Dakota Oak Woodgrain, Granite Grey, Light Grey, Saddle Brown (LockDeck also in Golden Clay, White)

Versadeck

www.versadeck.com Lines: Versaplank, Versadry (water-proof), Versamods (modular) Sizes: 1x6 (R-40), 1.5x6 (R-60 commercial) Lengths: Up to 32’ Modular Dimensions: 2x2 4x2, 4x4, 6x2, 6x8, 8x2; 1.125” high (R-40), 1.625” high (R-60) Colors: Beige, Cherry Brown, Dark Slate, Light Clay, Light Slate, Rustic Brown, Taupe, Terra-Cotta

Wahoo Decks

www.wahoodecks.com Lines: AridDek (waterproof), Fortis (standard) Sizes: 1x6 (AridDek), 1x8 (Fortis) • Lengths: 2’ to 24’ (AridDek to 36’) Colors: Artisan Clay, Granite, Sandstone

Building-Products.com

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Building Products Digest n

MANAGEMENT Tips By Jase DeBoer

Find the right composite decking manufacturer A manufacturer’s product development should start with the tastes and needs of homeowners and builders, and work backward. Make sure that the company’s decking colors, textures and streaking keep up with the latest design trends. Look for decking with a strong, lightweight and stable composition that is easy to work with on the job site. In the ever-changing world of outdoor living, the best decking suppliers are committed to releasing products that meet aesthetic needs, solve contractor problems, and differentiate dealers and lumberyards from the competition.

2. Extraordinary Warranty

A true manufacturer partner stands behind its innovative decking products. In the composite decking industry, 25and 30-year warranties against structural defects, staining and fading are common. Most companies cover splinters, corrosion, permanent staining from common food spills, and an excessive difference in color. For even greater peace of mind, seek out a brand that offers a next-level warranty.

3. Versatile Product Selection

TO HELP contractors and homeowners personalize outdoor spaces, dealers should align with a company that offers a complete selection of decking products.

he composite decking industry is crowded. There are many composite decking manufacturers in the growing market, each offering a unique configuration of materials, products and programs. How can dealers and lumberyards find a new supplier that can help them truly stand out? Product accessibility, timeliness and good customer service are important qualities to look for in any composite decking manufacturer. Following are three more traits lumber and building material professionals should prioritize as they evaluate potential composite decking suppliers.

1. Focus on Innovation

Many composite decking manufacturers claim they are committed to innovation. While LBM pros find newand-different products intriguing, they also have to move inventory. The ideal decking partner innovates in a way that meets demand from contractors and their clients.

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February 2019

Modern homeowners do a wealth of research before they embark on a deck project. They prefer to be helped and advised—rather than sold—by LBM pros. Dealers should ask questions about how homeowners plan to use their deck and outdoor space, and help them curate the deck elements that best fit their lifestyle and décor. To assist homeowners with personalization, dealers should consider aligning with a company that offers a complete selection of decking products. Stocking a desirable manufacturer portfolio of composite decking, deck railing, balusters, post caps, and decking lights sets the stage for customization. The move to offer an extensive and evolving selection of styles, colors, designs and options can lead to happier homeowners, more referrals and increased contractor loyalty. Dealers have a plethora of choices when it comes to forming new relationships with decking manufacturers. In their search for the right fit, LBM pros should consider brands that will bring innovation, strong warranties and a diverse product selection to the partnership. – Jase DeBoer is senior category marketing manager for Deckorators, a Universal Forest Products, Inc. brand and an industry leader in composite decking, railings, balusters, post caps and other products. Visit www.deckorators.com. Building-Products.com

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COMPETITIVE Intelligence By Carla Waldemar

Taking off in Roswell hen his dad, owner of Builders Do it Centers of New Mexico, knew it was time to retire last year, Justin Ellis was handed a lemon: With no cash to match the outside offer his father couldn’t refuse, he could suck it up and go to work for the new owner, adding more of the same-old, sameold to the years he’d already tallied at the shop, or he could... um, what? The only lingo he knew how to speak was contractor-ese. So he decided to open his own outfit to serve that trade. Along with partner Aaron Coats as its newly-minted COO, who’d previously managed a branch of Builders for Justin and his dad, he launched Elco Building Supply in June. Today he’s already sipping lemonade. Justin had had his eye on a warehouse that had been standing empty for the past couple of years. When he spotted a “For Lease” sign, he jumped on it, judging it, he justifies, “a good site for distribution.” It also housed a 4,000-sq. ft. showroom, now manned, in rotation, by one of Elco’s staff.

“Staff” is a big word for the two other employees the owners took with them, an operations lead and a sales lead—“but together” the boss notes, “we boast over 60 years of experience.” And guts. And, even more important, a solid vision of what was lacking in the building community of their hometown of Roswell, N.M., and how to fill that gap. Roswell, in the southeastern corner of the state, is a city whose economic base is tourism and agriculture, as Justin tells a listener. Oil and gas play a big part, too. And all these workers need homes. But, as Justin sees it, there are already plenty of residential building supply operations around, both chains and independents, so to chase the crumbs of that piece of the pie would be futile. Even the oil and gas operations’ building needs would be a scramble. But the construction sector? Not so much. “Plus, I wasn’t sitting on a pile of money, so we had to be creative and find a niche. Do something different.

NEW FORCE in New Mexico, Elco is run by (left to right) Aaron Coats, Justin Ellis, Mary Freeland, and Dallas Garthwaite.

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February 2019

So we compiled a list of specialty categories. Even with oil and gas, other companies were focused on the drilling needs. We could go after the rest.” “So,” he continues, “what’s core to our business are all the operations that are merely sidelines for other companies. Coming from a background of retail home centers, we can bring a different view, a different mindset, different expectations—both to service, pricing, sourcing and structure. The operations we serve were not used to slim margins (historically, they were much higher). So we could come in with a different idea of what’s ‘normal.’ We’re highly price-competitive. But we still get good margins.” Elco’s focus, then, is less on 2x4s than on categories that can prove stronger for the company, starting with roofing. “We have a full line of distributors, brought over from Builders. Also, concrete accessories—rebar, chemicals, tools—again building on existing relationships, and those created by outside sales. (P.S.: “Outside sales” is a fancy term for Justin and Aaron, wearing yet another set of hats.) “Third, general construction supplies: power tools, safety supplies, cleaning products. They’re all chosen to serve industrial and commercial accounts (with some roofing and concrete for residential use). For the oil and gas sector—which is big. Big!— we supply their processing facilities and pipelines, another void.” Justin’s a graduate of on-the-job training. But he does come with a degree: “a dinner-table MBA, because my dad’s a gifted teacher. I learned a lot about what did not work for him. Plus,” he adds, “I’m a voracious reader. I’ve never had an original idea,” he Building-Products.com

PRODUCTS that are merely sidelines for other companies have become core to Elco’s business.

BUSTLING pro desk is oriented to specialize in industrial and commercial accounts.

laughs, “but I know how to adapt those of others.” And, he might add, how to keep right on adapting. “We’re still very much in our growing phase. Already everything has changed, from product mix to service offerings, and we’re responsive to the market. At first, we were going to be a roofing distributor, but,” he laughs, “opportunities intervened. If we see an opportunity, we evaluate it in terms of our capabilities, our time, our capital. “Because we’re small, we’re highly adaptable. We can do what you need, not what we think you need. This is a culture that will evolve. Our advantage is, we can be nimble and flexible. We can de-centralize decisions. We’re efficient, with no dead weight. (It’s cheap to run this way, too.) “But,” he adds, “I will pass on opportunities that seem outside our core, that are not a good fit.” And create others. Elco is in the process of rolling out with its first customer concept Justin calls On Site: Inventory Management Service. Sounds a bit like delivering a pop-up store. “It’s a shipping-container box, with shelving and lighting, which we drop off, then come back weekly or so and restock. It’s a customized, mini-Elco. It saves a construction crew the time it takes to run into town and pick up, say, a roll of duct tape. Based on past purchases, we recommend what it includes. This saves them from having to keep inventory on hand. Plus”—a major plus—“we capture all their purchases.” Fabrication is yet another niche that was just waiting to be filled. Elco stepped up to offer repair and manufacturing services by acting as a middleman to suppliers of rebar (they’ll cut and assemble it), wood products (they’ll produce stakes, laths, etc.), fire extinguishers, electrical equipment, and probably even bagels for customers’ coffee breaks. “We take pride in providing added value, and the margins are very good,” Justin adds. “Being small and new, if a customer asks for something, we’re glad to offer a solution and competitive pricing—and make money doing it.” Who can use this stuff? Justin’s list segues from professional roofers and concrete contractors to oil and gas, civil,

commercial, government and utilities operations. And how to reach these potential clients? “A couple of ways. First, not by paid media, but social media: search engine-driven marketing. Second, and our biggest, is good, old-fashioned outside sales. Aaron and I spend one to four days a week out in the field, kissing babies or whatever it takes. We’re in a unique position to do this because we’re the actual owners. We can tell a story, let them know how we can do things, tailor the approach to the customer—create a message and actions to drive it.” Justin knows the value of utilizing social media, too, “especially Instagram and Facebook. We’ll take a pic, tell a story. I’m also real active on LinkedIn because it’s business-focused. But we never make a sales pitch. Instead, we show value to a customer. We’re using blogs, our email newsletter, and soon, podcasts.” Back to those dinner-table conversations with Dad. What did you learn from Builders that you carry through to Elco, Justin? Sort of, everything. “Our entire culture is built on the most successful parts of Builders, which starts with discipline. And operations built on systems—for instance, software. If we’d used it before, we stick with it so there’s no learning curve, no training needed. We just tweak it and adapt it.” There’s no stopping these guys now, am I right? “We’ll be looking for opportunities; we’re in growth mode, so looking at other markets, other locations. And the whole thing,” he says—as you all do—“is built on relationships.” So, keep connected. And keep tuned.

Building-Products.com

Carla Waldemar cwaldemar@comcast.net February 2019

Building Products Digest n

OLSEN on Sales By James Olsen

One-trick pony ports talk about “complete” players. Baseball calls them “five-tool” players: hit for average, for power, speed, fielding and a gun for an arm. Basketball calls them “twoway” or complete players: defend, rebound, pass and score. Athletes who are complete are rare. As are salespeople. It is better for our long-term mental health and our financial future to work on our complete sales game. Many of us are great at certain aspects of sales—we are a one-trick pony—but are lacking in others. The part(s) we aren’t working on are holding us back.

Charm

Charm is a competitive advantage. I cannot emphasize this enough. Charm is a rare commodity and makes us stand out in the best way possible. When we talk about charm, we are not talking about “not being obnoxious.” We are talking about being what I call “actively nice.” Some people are naturals. Most of us are not. We can be charming but not all the gosh darn time! Charm is a combination of confidence and niceness. If we are only confident, we come off as arrogant. If we are only nice, we come off as weak. Arrogance and weakness are easy to say no to, while charm is just the opposite! Putting our best foot forward, with everyone, all the time, can be a challenge. Sellers who struggle with being charming fall into two camps. There are those who are nervous. It is difficult or impossible to be charming when we’re on edge. The second group is naturally standoffish. They just don’t see or feel the need for all this small talk. If you are nervous, prepare more. Practice what you are going to say and how you are going to say it, over and over until you can say it in your sleep. I was part of the standoffish group for the first seven grueling years of my career. Life is a mirror. When I warmed up, so did my customers and of course they bought a lot more. If you are standoffish, get over yourself and warm up. Dale Carnegie’s How to Win Friends and Inﬂuence People gives detailed instructions on how to be charming. Read it and do it.

Hard Work

The #1 reason for failure in sales, and the second reason is too far back to see without a telescope, is lack of hard work. Most sellers who succeed work just hard enough (so think about how little those who fail do), while those who dominate work much, much harder than the average. A minimum of 50 prepared, promotional outbound sales calls per day for inside sales. Outside sales should see between six and 12 customers depending on distance. Preparation is key but absolutely necessary for outside salespeople. Most outside salespeople that struggle have too many “gaps” in their day.

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February 2019

Sales Skills

Most sellers are presenting product and letting the customer decide. Most sellers are nervous and/or unprepared to present much less close. Master sellers: • Have command presence—the ability to project and imbue confidence in others. • Find and present value in an organized and convincing way. • Have the guts and know how to ask for the order several times per call. • Can overcome objections and close. • Are world-class business developers/prospectors. Their first calls are flawless. They bring in new business. • Are charming throughout the process.

Risk Tolerance & Opinion Giving

If you are a trader/broker, your ability to take risks, reading and taking advantage of the market for your customers, is an advantage. Master traders take the time to understand their markets. They study spreads, historic data, and ask a lot of questions. Master traders have an opinion and sell that opinion. Many sellers are afraid of being wrong, so they never have an opinion. This leaves a valuable arrow in the quiver. Customers need information and will pay for it. Are master traders wrong? Sure, but they are right about 87% of the time, which is valuable. I challenge us all to take our careers to the next level by working on one or more of these parts of our game. James Olsen Reality Sales Training (503) 544-3572 james@realitysalestraining.com Building-Products.com

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THE REVENUE Growth Habit By Alex Goldfayn

Money lists

s the years go by, I become more convinced of this selling truth: Not enough of us salespeople keep lists of customers and prospects and quotes and proposals. I call them money lists. Money lists include lists of quotes that are outstanding that require a follow-up. At one of my distributor clients, one of their locations was averaging around a 20% close rate on quotes. Then, this one location (out of about 35) started keeping a simple list, in Microsoft Excel, of outstanding quotes. The list included the quote number, the company name, the customer name, the contact information, and product(s) purchased, and the dollar amount. Then, every ensuing column detailed the follow-ups: included were date of follow-up, the person who followed up (because anyone can do this, not just the original salesperson), and a note detailing what happened. What did keeping such a list do to the close rate, you may ask? It went up to over 80% from 20%. It quadrupled. Can I interest you in this? Money lists can also simply be a pile of outstanding quotes, on your passenger car seat, or at your desk, for you to call on. One client’s salesperson said that as a part of my project with his firm, he started printing out his outstanding quotes before he gets in the car to go drive and see a customer. While he drives, he said, he calls to follow up on them. “How many do you close?” I asked. “Pretty much all of them,” he said. “How many were you closing before?” “About 20%.” Can I interest you in that? Money lists can be thoughtful lists of who to call proactively. They are created quickly as a part of my Selling

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February 2019

Boldly consulting projects with clients. Salespeople write them out in five minutes or so, at the start of each week. They include some of the following categories: • Customers I haven’t talked to in six months or more. This is a genius category of people to call, because they’re buying, but they haven’t heard from you in a while. And odds are that they could benefit from more of your products and services. • Customers who used to buy but stopped. • Customers who just got an order delivered who you could check in with in a customer service capacity, but then ask them what else they need. • Prospects who you know are buying from competition. Our address book, or CRM, keeps names and phone numbers, but it will not tell us who to call. That’s only something you can do with a bit of proactive planning. This is to be done in a matter of minutes, not hours or days. What happens to my clients who regularly call customers and prospects proactively? The majority of those customers and prospects give them more business. That’s right, the majority. Can I interest you in that? Why is it this way? Why do these kinds of money lists make us so much, well, money? Because we tend to work reactively. We tend to answer the phone, and solve the problem that awaits us there. That’s when people call right? When something is wrong. They rarely call to tell you what a great job you’re doing. That’s because that isn’t urgent. So we spend 100% of our time taking orders, or dealing with problems that our customers bring us. This is reactive work. We are at the total mercy of what’s incoming. If the right inquiries come in, we will grow. But if they don’t, we won’t. It’s totally out of our control. But if we spend a few minutes each week proactively thinking through who to call and follow up with—and then actually make those multi-minute follow-ups—we are now in complete control of our growth. We are being proactive. We are in front of our customers when the competition is not. We are showing them we care. We are present. We are interested. And that’s all they really want. And they will thank us with their money. Make your money lists. And enjoy the sales growth. Alex Goldfayn Revenue Growth Consultancy alex@evangelistmktg.com (847) 459-6322 Building-Products.com

Building-Products.com

February 2019

Building Products Digest n

TRANSFORMING Teams By Paige McAllister

Alternate employee types in today’s workforce he composition of the American workforce has been changing and will continue to evolve. Whereas regular employment used to be almost the only classification of worker, now more and more in the “gig economy” people are hired as temporary employees or independent contractors. According to the latest job report from the Bureau of Labor Statistics, almost 157 million employees were participating in the workforce. This includes 27 million part-time employees (those who work less than 35 hours per week), 4.7 million who are “involuntary part-time” as they would like to but cannot find full-time employment. Unemployment rose slightly to 3.9% with about 6 million people actively looking for employment while there were 6.9 million job openings. Shifting job trends, employment costs, and employee availability have required companies to look for alternative ways to fill open positions and meet work demands. Two of the more popular options are hiring temporary employees or independent contractors. Both have pros and cons to consider.

Temporary Employees (“Temps”)

Temporary employees fill a need in the workforce that regular employees cannot. Companies use temporary employees for several reasons including: • to fill a short-term need (i.e., sudden or occasional increased client demands),

Q. Is it possible for us to hire an HR generalist on a temporary basis? We’ve had mis-hires before and want to try her before we hire her.

A. Absolutely, it is fine to hire someone temporarily on a contract basis. By doing so, you could treat her as an independent contractor or a short-term employee. Be sure to provide an engagement letter discussing the scope of the engagement, the length of the project, the work expected, the pay rate, and, importantly, include your “at-will” language specifying that the engagement does not constitute an employment contract and can be severed “at-will” by either party without notice or cause. 28

Building Products Digest n

February 2019

• to assist regular employees who are under work stress, • to complete a specific project (i.e., to scan hard-copy records into electronic storage), • to “try out” a person before hiring full-time, • to meet seasonal demands (i.e., salespeople just for Christmas shopping season), • to cover a regular employee out on extended leave, • to reduce employment commitments in an uncertain economy, or • to avoid the costs associated with regular employees (i.e., benefits, insurance). According to a report by the American Staffing Association, 3 million temporary/contract employees are placed by staffing companies each week and over 15 million temporary/contract employees are hired by staffing companies each year. Workers may choose to be placed as temps to give them flexibility, may believe it is a good way to find a regular job (which it can be), or may sign up as temps out of necessity. Cautions: • Do not keep a temp for too long – Retaining a temp for a long time with no intention to terminate their services or bring them on as a regular employee may be seen as avoiding mandated employment obligations. While extending a temp beyond the initial project deadline is fine, do not infinitely employ a temp without converting to regular employment at some point. If they are good, hire them so they won’t leave to temp for someone else who can provide them stability. • Do not blindly trust the staffing agency you use – Implement practices such as doing reference checks on a new staffing agency and viewing all paystubs the agency Building-Products.com

issues to your temps to make sure everything is handled correctly. If the agency is not processing payroll correctly, you could be found liable for back wages and taxes.

Independent Contractors

Paige McAllister, SPHR Affinity HR Group contact@affinityhrgroup.com Building-Products.com

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Companies may choose to hire independent contractors for several of the same reasons they would a temp: staffing flexibility, reduced employment costs, or to meet a temporary need. Independent contractors can also fill a specific, more regular role that the company may not need full-time, such as marketing, IT support, or bookkeeping. The CPA Practice Advisor explains that small businesses hire independent contractors more than regular employees. Since small firms must be more streamlined in their operations and are more impacted by client demand and budget fluctuations, independent contractors give them a way to fill part-time or occasional workforce needs without the expense of hiring a regular employee. Many people are choosing to leave the regular workforce and work for themselves as an independent contractor. The trend of self-employment is increasing with expectations of 42 million people working as self-employed independent contractors by 2020 as compared to 126 million regularlyemployed workers. That means one-third of the workforce will be classified as independent contractors in the next year or two. Cautions: • Do not misclassify true “employees” as “independent contractors” – Various federal and state agencies (including the IRS and DOL) have different standards and “tests” for independent contractors. A few areas of consideration to demonstrate the true “independence” of a contractor include (list not all-inclusive): o Does the person control his /her work hours, methods, tools, etc.? o Can the person work independently without oversight or supervision from company management? o Can the person work for other companies/clients doing similar work? o Is the person given expectations and can meet them however they wish or does the company dictate every procedure? o Is the person expected to follow company policies such as attendance and progressive discipline? o Can the person gain a profit or suffer a loss from the work arrangement? • Do not be surprised by an audit of the relationship – Utilizing independent contractors can create increased exposure to federal and state government audits. These agencies focus on companies with independent contractors to make sure they are not misclassifying workers in order to avoid paying taxes, minimum wage, and overtime, as well as not providing required benefits such as health and workers’ comp insurance. Regardless of the makeup of your workforce, it’s important to remember there are regulations to follow for all types of workers, and the penalties for employee misclassification or failing to follow those regulations can be very costly.

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Building Products Digest n

Alexander Lumber Shuttering Small-Market Yards

Alexander Lumber Co., Aurora, Il., is closing seven of its lumberyards in central and western Illinois, reducing the chain to 12 yards and two truss plants. Closing at the end of February are yards in Canton, Lincoln, Monmouth, Rushville, Taylorville, Bloomington (which will consolidate into the LeRoy yard), and Gilman (which will merge with Watseka and Fairbury). Liquidation sales are underway at all locations. According to Alexander, the closures come after extensive market research which showed it should focus resources on lumberyards located in major metro and mid-sized markets. “We intend to focus on our core pro builder customer in the Chicago and other mid-sized markets, especially those in Wisconsin, Iowa and other surrounding states, should any opportunities arise. These are the markets where we have been consistently successful and that allow us to operate to our strengths,” said president/CEO Russ Kathrein.

YBC Continues Exanding

Your Building Company, Altoona, Pa., has taken over 68-year-old Berlin Lumber Co., Berlin, Pa., which will retain the Berlin Lumber name. The deal marks YBC’s fourth acquisition in the last three years. Growth, however, is far from complete for the 16-store chain, which has other acquisitions already in the works. At Berlin Lumber, YBC expects few changes, and all 24 employees were expected to continue. Former owner/president Doug Brant will stay on for “the immediate future.”

Roseburg Buys MDF Plant

Roseburg Forest Products, Springfield, Or., has agreed to purchase the assets of PotlatchDeltic Corp. subsidiary Del-Tin Fiber LLC, including its MDF plant in El Dorado, Ar. When the deal closes, expected in the first quarter of 2019, El Dorado will be Roseburg’s third MDF plant purchase in three years. It was built in 1998 and features a 9-ft.-wide Kusters continuous press. “Roseburg is gradually expanding its geographic footprint in North America in high-performing markets with growth potential,” Roseburg president and CEO Grady Mulbery said. “The El Dorado facility in Arkansas

Building Products Digest n

will allow us to leverage synergies with our existing southern composite panel plants, while delivering our successful MDF brands to a broader customer base.” Roseburg currently produces the Arreis, Medite, Medex, Permacore and Fibrlite product lines.

Carter Shuts Hometown Store

Carter Lumber shuttered the store in its hometown of Kent, Oh., at the end of the year, consolidating operations at nearby locations in Mogadore and Ravenna, Oh. For years, those locations have handled deliveries for the Kent branch, which had been open only to walk-up customers. Eight employees in Kent were offered the same positions at either the Ravenna or Mogadore location.

Seven D Takes Over Fairway Distribution

Fairway Building Products, Mount Joy, Pa., has sold its Mid-Atlantic based distribution unit to Seven D Wholesale, Altoona, Pa. As part of the deal, which closed at the end of 2018, Seven D’s six Northeast locations will distribute Fairway’s full line of products. The partnership allows Fairway to concentrate on manufacturing for the pro channel by utilizing a national network of distributors, while its Trenton, N.J.-based design-build business serves the multi-family segment in core markets with turn-key solutions. To maintain service to its dealer base, four key Fairway Distribution employees have moved to to Seven D’s specialty products team: account manager Jay Burkholder and sales reps Jim Weston, Tim Maloney, and Bill Goldsmith. “Seven D’s culture and commitment to serving the customer is the foundation of this partnership,” noted Fairway president and CEO Greg Burkholder. “The transaction will allow Fairway to execute a key element of our strategic plan, while giving us and our loyal customers the comfort of knowing that Seven D will continue to deliver the world class service they have come to know and expect from Fairway. As a distribution partner for our manufactured Fairway Architectural Railing Solutions products, Seven D will increase both frequency and intensity with the pro-dealer base for our railing products in the Northeast.”

February 2019

DEALER Briefs Builders FirstSource is no longer serving New England, after closing its East Hartford, Ct., location at the end of 2018. 84 Lumber permanently closed its Bluefield, W.V., yard Dec. 31, but is reopening its long-shuttered store in Brooksville, Fl. McCoy’s Building Supply

opened an 18,000-sq. ft. store with drive-thru lumberyard Dec. 17 in Midlothian, Tx. A grand opening is planned for early February (manager Dan Buller, assistant mgrs. Jeffrey Snider and Daniel DeWeerd).

Ace Hardware franchisees Dave and Amy Jasso are opening an 8,000-sq. ft. store Feb. 12 in Cantonment, Fl. Martin True Value Hardware, Martin, S.D., was purchased

by Tate and Amanda LaCroix Jan. 1 from Matt and Judy Kratovil, owners since 1999.

Longboat Ace, Longboat Key, Fl., is expanding from 5,000 to 8,000 sq. ft. Walker True Value Hardware & Garden Center, Willow-

ick, Oh., is liquidating after 22 years.

Ace Hardware franchisee Hammad Choudhry opened a 15,000sq. ft. store last month in Yoakim, Tx. Rockingham Cooperative

has acquired 20-year-old Verona Ace Hardware, Verona, Va., from Matt Deitz as its 14th location.

Eastham Ace Hardware,

Eastham, Ma., has added an adjacent Ace Rental Place and Stihl Equipment & Repair shop.

Menards will begin construction this spring on a larger replacement store in Bradley, Il., for a 2020 opening, and is eyeing a parcel in Bowling Green, Ky. Habitat for Humanity is opening a new ReStore in Lake Wyle, S.C.; added a location in Billerica, Ma.; and is moving its Germantown, Wi., store to larger facility. Building-Products.com

Green Diamond Buys Southern Timberlands

Green Diamond Management Co., Seattle, Wa., has purchased over 92,000 acres of timberland in five Northeast Alabama counties from Sustainable Woodlands Fund and its timberland manager, The Molpus Woodlands Group, Jackson, Ms. The deal comes on the heels of another 41,000-acre purchase in Alabama, Georgia and Florida from Domain Timber Advisors, Atlanta, Ga., bringing the venture’s total land ownership in the South to a half-million acres.

The purchases supplement Green Diamond’s holdings in the western U.S., which weeks earlier they also added to. On Nov. 16, Green Diamond finalized the acquisition of the 9,400acre Sproul Creek tract of timberlands near Garberville, Ca., from Boyle Forests, LP.

Ownership, Affiliation Change at Chesapeake Store

American True Value Hardware, Chesapeake, Va., was acquired Jan. 10 and renamed American Ace Hardware. Maury Phillippi, 83, is retiring due to health issues. He opened the busi-

ness 45 years ago with his late brotherin-law, James Maples. The store closed December 31, is currently being renovated, and will reopen March 1.

Fire Destroys Penn Dealer

A wood-burner heating system apparently was to blame for a Jan. 12 blaze that destroyed the main retail building and an estimated $1 million in inventory at Millsboro Lumber & Hardware, East Bethlehem, Pa. Investigators believe the fire began smoldering the day before, when the yard started using the wood-burner element of a combination gas furnace. Employees called 911 after discovering embers in the store’s eaves and the furnace room filling with smoke.

SUPPLIER Briefs

Baba Searle VP of Operations

Big 3 Pallet & Lumber Co.

has broken ground on a new manufacturing plant in Osyka, Ms.

Boise Cascade , Wheatland, Pa., and Westfield, Ma., are now distributing a full range of James Hardie siding, trim and interior products in, respectively, western Pennsylvania and western New York. James Hardie products also continue to be distributed in the region by NILCO (National Industrial Lumber Co.).

Easy does it.

Reload Central, Kansas City, suffered an early morning fire Jan. 2.

Baba Searle, International Wood Products’ VP of operations, knew he couldn’t put it off any longer. But he dreaded the thought of building new covered storage sheds for his growing inventory. He knew from experience that what seemed like a simple project would require time and attention he just didn’t have. Then he found CT Darnell, and things got real easy real quick. Armed with Baba’s inventory list, CTD’s LBM specialists got to work, creating a project-specific design, manufacturing steel to spec, and erecting the covered storage system. Summing up the experience, Baba said, “It was easy, affordable, and they took the stress off my plate.”

Watch the video for the full story at sunbelt-rack.com/stories

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February 2019

800-353-0892

ABC Supply Co. added a new branch in Haines City, Fl., managed by Brenton Binns. Seal-Rite Door is relocating its Rockford, Il., operations to a 105,000sq. ft. facility on 38 acres in Beloit, Wi., by the middle of this year. Alley-Cassetty Cos., Nashville, Tn., has acquired LoJac Materials’ concrete block manufacturing facilities in Lebanon and Dickson and yard in Cookeville, Tn. The two companies have co-owned joint venture Blockworks since 2015. The deal does not include the LoJac name or trademark. Boral Resources, Atlanta, Ga., has acquired marketing rights for fly ash produced at two large coal-fueled power plants in Mexico. Building-Products.com

THINKING Ahead By Bethany Doss, Capital Lumber

A hidden gem

Lumber careers are becoming more attractive to youth, women W hen I entered the lumber industry more than a decade ago, I had no exposure to and, frankly, no interest in the industry— what interested me was paying the bills. I was fresh out of college, unsure of my next steps, and in need of a job while I tried to figure it all out. When an entry-level accounting position at a wholesale lumber company opened up, I saw what I thought was a short-term solution. What I found instead was my “forever” career and my passion. I had earned a degree in accounting and entertained a future in law, but the lumber industry was never even on my radar. That’s because, I think, you really just don’t know how much this profession has to offer until you’re submerged in it. And once you get in, you’re going want to stay in!

A Hidden Gem

Wo o d h a s a r e p u t a t i o n — undeserved, in my opinion—for not being “glamorous” or “sexy” enough. As industry participants we need to stop perpetuating this misconception and start demonstrating how great this work can be. The aspect that captured me at age 22, and that

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has motivated me to remain in the business for 13 years and counting, is the culture. I recognized the difference right away: while my friends were landing plum jobs at big-name accounting firms in their specialties, they were just a number, part of the corporate machine. I wasn’t. Lumber is a relationship-based business defined by

February 2019

a sense of family, which is palpable. People know each other’s spouses and children—because they CARE about them. They socialize outside of the workplace—because they CARE about each other. For me, a young person striking out on her own in a new state, that nurturing benevolence at my first industry job was just what I needed at that time in my life. It’s a

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A Special Series from North American Wholesale Lumber Association

quality that is important to me in general and why I stuck with the industry even when I moved on to another lumber company. My current employer, Capital Lumber, is located in the midst of California wine country and in the heart of Silicon Valley; these are the supposedly “sexy” markets that we compete with at job fairs. But those firms have revolving doors—sure, you might get in, but you’re only going to be there for a few years. And your manager might only be there short-term as well. The friends that you’ve worked with and have gotten to know will be leaving after six months. That’s not how the lumber industry is, though. This industry holds people in, people who have endured the ups and the downs, who have raised their families through a career in this business. Working with glitzy wine and tech as a backdrop only reinforced my understanding that the people who work in this industry care about it, and about each other. And I think that’s the single-best thing about lumber. I always say the lumber industry is just like the Eagles’ song “Hotel California”— you can check out any time, but you can never leave. I was fortunate with both of my jobs in the industry to walk into really well-run firms with good people working for them. But was it only luck? The “family” reference isn’t just figurative, it’s literal. There’s a long list of actual family-owned businesses in our sector, which I think only lends to its warm, tight-knit community feel.

Being a Girl in the “Old Boy Network”

The prevalence of family-owned companies also might speak to the male dominance in lumber, which in turn could help explain the low rate of female representation. I can remember times when it felt like the record player screeched to a halt when I walked into a NAWLA event because I was the only woman. That’s slowly changing, however. More focus is being put on succession planning, as companies start to look at what happens

About NAWLA North American Wholesale Lumber Association is the association that delivers unparalleled access to relationships and resources that improve business strategy and performance through sales growth, cost savings, and operational efficiencies for wholesalers and manufacturers of forest products and other building materials that conduct business in North America. Learn more about how NAWLA can help your business at www.nawla.org.

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when the next in line—a son, a nephew—wants to pursue a different career. Some of those questions could be addressed by market conditions, such as more mergers and acquisitions. But there also is a concerted effort underway to consider how to put not only more non-family members but also more women into leadership roles. In addition, companies are increasingly starting to recognize the importance of mentorship. I think most people would agree that having a cheerleader and a counselor to help you as you progress can be career-altering. I was blessed to have this kind of guidance from several excellent role models as I was advancing in the industry, with favorable results. While my mentors were all male, female mentorship is a movement; and it is growing. I do my best to contribute to that movement by telling my story on the recruitment scene and when Capital brings on interns and new hires. I’m able to talk about how far I’ve come in this business since getting started at just 22 and demonstrate how they, by mapping out their own path, can also achieve big things in this industry. While the message is meant for everyone, I find that women especially need that encouragement because they worry that lumber is not a good fit for them.

Just Say, “YES”

The fact is it may be a perfect fit—like it was for me—but sometimes knowing requires stepping out on faith. Like so many others in the lumber industry, I stumbled into the business completely by chance. Although this incredible journey initially was not by design, that doesn’t have to be the case for the next generation of wood professionals. You can take a job in this industry anywhere you want to, on purpose. My advice to anyone just starting out in the business is this: Don’t be afraid to say, “yes!” Just because you haven’t done something before doesn’t mean that you can’t be a rock star at it. If someone has enough confidence in you to suggest it, it’s probably worth a try. Even though I knew nothing about lumber 13 years ago, I never said “no” just because I was a woman. I never said “no” just because I lacked experience, and I never said “no” because I was afraid of failing. That tenacity paid off. Back then I was one of the only females working in this profession, and today I’m one of the only females in a leadership role in the industry. While I still may not be the most likely face of lumber, I’m excited to watch the evolution continue in this industry. – Bethany Doss is business manager for Capital Lumber, Healdsburg, Ca., and second vice chair of NAWLA’s board of directors.

February 2019

Building Products Digest n

MOVERS & Shakers Meagan McCoy Jones has been promoted to president and chief operating officer for McCoy’s Building Supply, San Marcos, Tx. Brian McCoy continues as chairman and CEO. Reid McCoy was promoted to vice chair. Dennis Strong and John Meeks are new to the board. Director Chuck Churchwell has retired after 48 years with the company. Jay Dickens, ex-American Direct, has been named president of The Lester Group, Martinsville, Va. Alec Mecionis, ex-ECMD, has joined Culpeper Wood Preservers, Orangeburg, S.C., as director of sales for South Carolina, Georgia and Tennessee. Brian LaPlaga, ex-Huttig Building Products, has been named general mgr. of Builders FirstSource, Lakeville, Mn. Jim Becker, ex-Guardian Building Products, has been appointed VP of distribution operations for Novo Building Products, Zeeland, Mi. Tim Johnson, ex-Louisiana-Pacific, has joined Woodtone, as territory sales mgr. for the Southeast U.S. Russell Armock, trader, LBM Advantage, Grand Rapids, Mi., has retired after 24 years with LBM Advantage/PAL. Mike Henry, ex-Essential Cabinetry Group, has rejoined Roseburg Forest Products, as plant mgr. of the Simsboro, La., composite plant. He succeeds Mike Reardon, who was promoted to director of industrial products manufacturing. Jeff Fitzgerald, ex-Parks Building Supply, has joined the management team at Garris Evans Lumber, Greenville, N.C. Timothy Johnson has been named executive vice president and general counsel for BMC Stock Holdings, Raleigh, N.C. Joyce Vonada is now chief information officer, and Gary Gross is vice president of pro-remodeling. Chris Alderink has been promoted to branch mgr. of Standard Lumber Co., Grand Rapids, Mi. Carlie Richeson has joined the sales team at Westwood Lumber Sales, New Haven, In.

Building Products Digest n

Brad Ballard is now CFO for Brand Vaughan Lumber, Tucker, Ga. Ben Strober has joined Park Union Lumber & Building Supply, Randolph, N.J., as Stockton, N.J.based territory sales mgr. Paul Legrid, ex-Structural Wood Corp., has been named EWP market mgr. for Midwest Lumber, Stillwater, Mn. Kym Dennis, ex-Demilec, has been named marketing director for Feeney Inc. Mike Shaw, ex-84 Lumber, is now mgr. of corporate contractor sales at O.C. Cluss Lumber Co., Fairmont, W.V. Ralph Nicoletti, ex-Newell Brands, has been appointed senior VP and chief financial officer for AZEK Co., Scranton, Pa. Robert Perna is now senior VP, chief legal officer, and corporate secretary. Joe Holcombe has been promoted to national sales mgr. for Benjamin Obdyke, Horsham, Pa. Rob Falco, ex-B&B Millwork, is now in sales with Kuiken Brothers, Hoboken, N.J. Kyle Diamond is new to Carter Lumber, Kent, Oh., as installed sales mgr. for the Atlanta, Ga./ Greenville, S.C., area. Andrea Barton, ex-DuBell Lumber Co., is new to Harvey Building Products, as Philadelphia, Pa.based Mid-Atlantic regional operations mgr. Alan Haughie has been named executive VP and CFO of Louisiana-Pacific Corp., Nashville, Tn. He succeeds Mike Kinney, who has returned to his role as treasurer and investor relations director. Steve Brady, ex-Builders FirstSource, is new to outside sales with National Lumber, East Hartford, Ct. Mike Anderson has retired after 30 years as store mgr. of Easter’s True Value, Clarinda, Ia., and nearly 40 years with the company. Scott Simpson is a new mgr. trainee at 84 Lumber, Summerville, S.C. Hudson Pope, Georgia-Pacific Corp., Atlanta, Ga., has been promoted to senior VP operations-building products.

February 2019

Laura Williams, Do it Best Corp., Fort Wayne, In., will now serve as merchandise mgr. in hand tools, and Nicole Kepler will move to associate merchandise mgr. of tools. Doug Crawford, ex-Oldcastle, has been appointed managing director in charge of North American operations for Kingspan Insulation, Atlanta, Ga. C. Eric Swank has been promoted to chief operating officer for Beacon Roofing Supply, Peabody, Ma. Jarod Trakas, ex-United Builders Supply, is new to masonry sales at Riverhead Building Supply, Niantic, Ct. Rebecca Kujawa, general counsel and corporate secretary, Huttig Building Products, St. Louis, Mo., has left the company. Rob Rose, ex-BMC, has joined TruTeam, Daytona Beach, Fl., as division mgr. John Hampton has been named director of plywood sales at Columbia Forest Products, Greensboro, N.C. Mike Young is now director of supply chain & customer service, and Gary Meyer director of customer service. Joan Budden, Priority Health, was appointed to Universal Forest Products’ board of directors. Roy O. Martin III, president, CEO and CFO of Martin Sustainable Resources, Martin Timberlands LLC and Martco, Alexandria, La., has been elected to the APA board of trustees, along with Allan Bradshaw, VP of engineering, Weyerhaeuser, and Mark Dubois-Phillips, senior VP-sales, marketing & logistics, Norbord. They succeed Bruce Alexander, Norbord; Jonathan Martin, Martin Sustainable Resources; and Adrian Blocker, Weyerhaeuser. Donna Harman is retiring after 12 years as president and CEO of the American Forest & Paper Association, Washington, D.C. Doris Schutt has begun holding private meetings at Mungus Fungus Forest Products, Climax, Nv., according to co-owners Hugh Mungus and Freddy Fungus. Building-Products.com

At Culpeper Wood Preservers, we constantly search for new products and services to help our customers stay more competitive. We have expanded our pressure treated lumber product offerings to meet just about every need or application, and we continue to grow our product lines in response to the ever changing needs of our customers.

Culpeper Wood Preservers is proud to offer FlamePRO® Fire Retardant Treated Wood! • FlamePRO Fire Retardant pressure treated wood products, as described in the ICC Evaluation Services, Inc. ESR-4244, meet all major model building code requirements. • 1 Hour Tested Interior Wall Assembly (ASTM E119)* • 2 Hour Tested Interior & Exterior Wall Assembly (ASTM E119)* • UL Classified • UL GREENGUARD GOLD Certified • Cal Fire Listed • Koppers is an approved AIA & ICC Continuing Education Provider. • Backed by a 50 Year Limited Warranty Program from Koppers. • BSD Speclink listed. Master Specification Content for Architectures, Engineers, and Construction Markets. * For details refer to ESR-4244.

culpeperwood.com FlamePRO treated wood products are produced by independently owned and operated wood treating facilities. FlamePRO® is a registered trademark of Koppers Performance Chemicals Inc. © 1/2019

restaurants present their meals,” said Stephen Ondich, operations manager. “The timber we bring to market will come with a well-documented provenance.” Proceeds from the harvest will be used to create access paths to environmentally significant areas for use by educators. These areas will be preserved and open to the public. Commercial Forest Products will document the transition process from unmanaged to managed forestland for educational purposes.

New Deck & Rail Group Launched

DISTRICT FORESTER Michael Jensen of the Maine Forest Service conducts a preliminary evaluation of Commercial Forest Products’ recently purchased tract.

Hardwood Specialist Buys Forest

Commercial Forest Products, Fontana, Ca., has purchased 150 acres of forestland in Harrington, Me. The company is collaborating with the Maine Forest Service on a forest management plan for the long-term improvement of red maple and white pine density on the land. “This annexation allows us to vertically integrate while taking an active role in forest stewardship. The timber harvested from this project will be distributed in a woodsto-warehouse format similar to the way that farm-to-table

The Deck & Rail Institute has been launched to provide advocacy, training and safety standards for deck and rail industry professionals in order to better meet consumer demands for professionalism, quality and safety. According to the International Association of Certified Home Inspectors, of the estimated 45 million existing decks, only 40% are completely safe. “A need exists within the deck and rail industry for an entity to lead the charge in establishing codes and standards for the betterment of the industry,” said David Stewart, DRI chair. The DRI will address these issues through the development and implementation of codes and standards, educational training, and engagement opportunities for deck and rail professionals. A division of the American Fence Association, DRI is based in Plano, Tx. As part of the renewed focus on decking and railing, AFA is also reviving the DeckTech component of its annual FenceTech show, starting at this year’s event March 11-13 in Indianapolis, In. To learn more about DRI or become a member, visit www.deckandrailinstitute.com or contact Cristina Rodriguez at info@deckandrailinstitute.com.

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February 2019

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Westlake Buys Texas Dealer

Four-unit Groom & Sons has agreed to sell its Ace Hardware location in McKinney, Tx., to Westlake Ace Hardware. The deal, set to close Feb. 25, will bring Westlake’s store count in Texas to 13. Founded in 1948, Groom & Sons will continue to own and operate its other stores in Athens, Dallas and Mabank, Tx. At the 12,717-sq. ft. McKinney store, Westlake expects a seamless transition of ownership, with the store retaining current management, store personnel, and most of its product mix. Its name, however, will change to Westlake Ace Hardware.

AZEK Moves Headquarters

The AZEK Co. has relocated from Skokie, Il., to a new headquarters and training center in Chicago. “We feel this location really speaks to who we are as a company—it’s modern while remaining accessible,” said CEO Jesse Singh. “It also gives us the opportunity to showcase our products in a unique light. Be it AZEK Building Products’ decking and cladding at reception to the bathroom partitions from Scranton Products, we are really proud of this new work environment. Also, as we continue to grow, we are confident this new space will help us attract and retain Chicago’s top talent.” The new 20,000-sq. ft. office features an open, functional design that is conducive to collaboration. Inspired by the tranquility of great outdoor living, Harley Ellis Devereaux designed a “coastal calm” space that utilizes AZEK’s own products to create the essence of being outside.

“We’re not a decking company. We’re an imagination company,” said Jeanine Gaffke, chief marketing officer. “Every inch of our new office speaks to the design innovation we can deliver to homeowners.” It also features The Yard, an additional 2,200-sq. ft. training and event center. The space makes it even easier for guests, including the country’s top contractors, to receive hands-on installation training and comprehensive product education. The Yard is set to open in early spring.

BMC Acquires Installer in Charlotte

BMC Stock Holdings, Raleigh, N.C., has acquired Barefoot & Co., a provider of windows, exterior doors, hardware, specialty products, and installation services to homebuilders in the Charlotte, N.C., metropolitan area. Founded by Bob Barefoot in 1971, Barefoot generated $52 million in net sales for the full year 2018. “With its reputation for outstanding quality and service excellence, Barefoot is a valuable addition to our product and service offerings in the Charlotte market,” said BMC president and CEO Dave Flitman. “Strategic tuck-in acquisitions that enhance our capabilities and higher-margin value-added product portfolio are a key tenet of our strategy.”

Andersen Expands in Southwest

Andersen Corp., Bayport, Mn., has broken ground on a new 500,000-sq. ft. window and door manufacturing and distribution facility in Goodyear, Az. Expected to be operation in early 2020, the company plans to invest over $105 million in the first phase, creating more than 415 jobs. Future expansion should bring total investment to more than $200 million.

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Millwork Producer Rebuilds After Hurricane E.F. San Juan Custom Moulding & Millwork, Youngstown, Fl, lost its main production facility Oct. 10 to Hurricane Michael, but that didn’t stop the architectural millwork business from getting back to work within a week. For president Edward San Juan and his team, this work included helping E. F. San Juan’s employees and neighbors, as well as continuing efforts to help those in the community rebuild alongside them.

“We have all learned what we think of most in life when everything is in peril, and it is not the things that can be repaired or replaced,” he said. San Juan added, “I’ve never been in that spot before—directly affected by a disaster such as this,” he said. “Today, we feel completely different about it because we’ve seen and experienced it firsthand. It’s an uplifting gift to see how people have responded. We decided to do Christmas bonuses early this year, with additional contri-

CONCRETE was poured for a new production facility less than three months after the old plant was destroyed by a Category 4 hurricane.

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February 2019

butions from various vendors and individuals.” Those donations from outside the company were a welcome respite for E.F. San Juan’s 65 employees (they employed 80 before the hurricane). Despite the obvious setbacks, San Juan and his team have found another silver lining as they rebuild their facilities after Hurricane Michael. “It was an opportunity to slow down a little bit, think about what we needed to do, and make improvements and changes to our facilities and our processes, procedures, and technology,” he said. “This gave us the chance to make those improvements and come back better than before.” The company was back up and running just a couple of weeks after Hurricane Michael struck, and has worked tirelessly to get back to full capacity. Its offices recently received a new roof and drywall, new paint, and new carpet, and the hardwood flooring was equalized and refinished. Concrete for the foundation of the new production facility was poured on January 7. A long road to recovery lies ahead for the area affected by Michael, but in the storm’s wake, a united community rises with a clear vision of a much brighter future.

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New Program Trains Mass Timber Installers With growing interest in mass timber and tall wood buildings, WoodWorks – Wood Products Council has partnered with the Chicago Regional Council of Carpenters Apprentice and Training Program to provide mass timber installer training to construction professionals in the Greater Chicago area. Intended to serve as a model for training across the U.S., the program will help ensure the availability of experienced construction professionals to meet increasing demand for buildings made from cross-laminated timber (CLT) and other mass timber products. Beginning in April 2019, installer training workshops will be offered through the Chicago Regional Council of Carpenters’ Apprentice and Training Program Center in Elk Grove

Village, Il. Workshops will include 56 hours of training, initially focused on CLT, and will be available to apprentice and journeymen carpenters affiliated with union contractors. This initiative is part of a broader WoodWorks effort that encompasses mass timber and other wood building-related training. The initial emphasis on mass timber will include education at the developer level, pre-construction/project management training, and installer training. For example, a developer/contractor session will be offered at the International Mass Timber Conference March 19-21 in Portland, Or. WoodWorks will also oversee a networking website as part of its Professional Affiliate Program, which will connect individuals who have

MPP Going into Advanced Wood Products Lab Freres Lumber Co., Lyons, Or., made the final shipment of its new Mass Plywood Panel (MPP) to Oregon State University for use in the construction of the new A.A. “Red” Emmerson Advanced Wood Products Laboratory. MPP is being used for interior and exterior walls of the lab, as well as roofing in the George W. Peavy Forest Science Center. The two buildings, which form the Oregon Forest Science Center, are incorporating innovative uses of advanced wood products made in Oregon.

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“This is our largest commercial project to-date, and we are thrilled to showcase the strength, versatility, efficiency and cost-effectiveness of MPP in this premier project at OSU,” said Tyler Freres. “Partnering with Oregon State has been such a positive experience from research and development, to the final shipment of MPP to OSU.” The 15,000-sq. ft. facility is expected to open by the fall. Sierra Pacific Industries committed $6 million to the project in honor of its founder, A.A. “Red” Emmerson.

February 2019

undergone training with those putting together project teams. “Our role is to provide education and free project support related to commercial and multi-family wood buildings,” said WoodWorks president and CEO Jennifer Cover. “We work with people designing wood buildings every day—so facilitating mass timber training and connecting trained individuals with developers and design teams is a natural step.” “The need for a skilled workforce is crucial to delivering projects on time and under budget and the only way to create a skilled workforce is by training,” added Craig Triplett, assistant director of the Chicago Regional Council of Carpenters’ Apprentice and Training Program. “We are very excited to collaborate with WoodWorks to deliver mass timber installer training. As we move forward with the program, it will be passed along to our other 250 training centers throughout North America that are part of the United Brotherhood of Carpenters.” WoodWorks has been supporting the mass timber evolution from the outset. In 2015, the program provided technical assistance on a handful of projects where the architect, engineer or developer had an interest in using mass or heavy timber. In 2017, its support had grown to 158 projects, and it supported 219 projects in 2018. As of September, 439 multi-family, commercial or institutional buildings had been constructed out of mass timber or were in design across the U.S.

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NEW Products

Faster Grinders Cable Railing Gate Viewrail’s new railing gate is made of marinegrade 2205 duplex stainless steel with 3/8” rod railing infill. It can be powder coated to match the color and finish of the rest of Viewrail’s classic rod railing or cable railing posts. The railing gate pairs with Viewrail’s hinge and latch options for a perfect fit and a snug installation. The latches are made of a strong engineering polymer that won’t rust, bind or stain.

The new X-Lock Interface from Bosch makes grinder wheel exchange simple and up to three times faster. X-Lock wheels are ejected with a lever pull and firmly connected without the need for other tools. They’re also backward compatible with standard 7/8” mounts. The tool brings a new level of ease of use for trade pros who rely on their grinder to get the job done. n BOSCHTOOLS.COM (877) 267-2499

n VIEWRAIL.COM (574) 742-1030

Impact Wrenches for Ultimate Control

Jones Stephens’ new 8” E-Z Stroke Metal-Cutting Saw uses a bi-metal blade designed to cut through iron, copper, brass, aluminum, and other metals. The saw cuts on the pull-stroke and has a replaceable blade. The widely-recognized orange handle can be used interchangeably with the different replacement blades.

DeWalt is adding to its line of 20V MAX tools with the XR 1/2” Mid-Range Impact Wrench featuring the Tool Connect system. The system allows for tool control through its Precision Wrench and Precision Tap control features, as well as a variety of additional customizable settings within the Tool Connect app. The impact wrench achieves 0-2000 RPM, 3100 impacts per minute, and a maximum torque of 330 ft.-lbs. in forward and 600 ft.-lbs. in reverse.

n JONESSTEPHENS.COM (800) 355-6637

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Bolder Chalking

Smart Switches

Milwaukee Toolâ&#x20AC;&#x2122;s new 100-ft. and 150-ft. Extra Bold Large Capacity Chalk Reels provide longer gear life and greater durability. Their planetary gear system distributes forces evenly over three gears, putting less stress on internal components to prolong life.

Legrandâ&#x20AC;&#x2122;s new smart lighting offers switches, dimmers and outlets combining clean design with advanced functionality. They can be controlled remotely with the Smart Lights app or via voice-enabled assistants like Alexa and Google Home.

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February 2019

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Durable Machine-Applied Primers

Concealed Railing Kits Feeney’s new CableRail Conceal Kit provides a solution for customers seeking a more streamlined cable railing aesthetic. Fittings are shorter and end caps are thinner, enabling them to be completely concealed inside the post for a sleeker look. Engineered for easy installation, the kit features a specially-designed tension fitting on one end and automatic-locking Feeney Quick-Connect fitting on the other end. The kit is available in pre-fabricated assembly lengths ranging from 5-50 ft. that can be trimmed to exact length in the field.

PPG’s introduction of its two-component Spectracron Polyiothane high solids primer is formulated to provide outstanding durability in severe and corrosive environments. With an unlimited recoat window, the primer is designed for operations that require fast topcoat times. Its wet-on-wet capabilities increase shop throughput when paired with a PPG Spectracron two-component polyurethane enamel, with which it shares a hardener. n PPG.COM (800) 648-8160

n FEENEYINC.COM (800) 888-2418

All-Electric Fleets Boise Cascade’s new AJS 24 FMJ, fire-resistant I-ioist is a safer fire solution for unfinished basements. The one-step, ready-to-install I-joist is designed with no specific top and bottom orientation to help assure correct framing every time. The joist has met stringent durability standards and its 2x4 flange means longer, stronger spans, and a wider nailing surface.

Peterbilt Motors’ all-electric medium zero emission duty Model 220EV is powered by two TransPower battery packs with a total of 148 kWh and a Meritor Blue Horizon two speed drive eAxle. It features a range of 100 miles and a recharge time of one hour when using a DC fast-charging system, making it an ideal option for local pick-up and delivery operations, while still providing the premium performance and driver experience.

n BC.COM (208) 384-6161

n PETERBILT.COM (940) 591-4000

One-Step Joists

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Overhead Fastening Simpson Strong-Tie’s Quik Stik rafter and truss fastening tool helps reduce the risk of construction work-related injuries while boosting jobsite efficiencies, with speedier and more accurate overhead fastening of rafter and truss assemblies. With a reach exceeding 43”, the tool can eliminate the need for ladders and replace heavy pneumatic power nailers and compressor lines and the jobsite hazards and injuries they pose. n STRONGTIE.COM (800) 999-5099

Bold New Roof Hues Boral Roofing’s refined concrete roofing tile colors are now offered in five new darker, neutral colors inspired by the natural terrain and landscape of California. The new shades are Graphite, Sepia, Shadow Black, Oceana and Saddleback Blend. Each comes in four tile profiles designed to complement the state’s three emerging home architectural styles—traditional, transitional and contemporary. n BORALROOFING.COM (866) 729-2378

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Building Products Digest n

SELLING with Kahle By Dave Kahle

Developing your salespeople hich of these issues are worrying you these days? Keeping the good salespeople you have? Motivating your salespeople? Stimulating your salespeople to become more productive? Attracting good new salespeople? If you are concerned about any one of these issues, you are not alone. These are near the top of almost every business person’s list these days. With good reason. If you can positively resolve each of these issues, you’ll go a long way to profitably growing your business. Now, suppose you could focus on one initiative that would help positively resolve each of these issues. With one simple move, you could help yourself on every one of these troublesome issues. Is there such an initiative? IS THERE ONE thing you can do that will help you keep the good salespeople you have, motivate your salespeople, stimulate your salespeople to become more productive, and attract good quality candidates? The answer? Of course there is. It’s this: You can build a systematic approach to developing your salespeople. And in successfully accomplishing that one thing you’ll resolve all the others. First, a definition. By “development” I mean this: “Continuous improvement in the knowledge, processes, skills and tools necessary to be ever more effective and efficient.” I don’t mean that once a month you have a sales meeting when you talk about problems, new company policies and procedures, or discuss a new product. Those kinds of meetings are necessary, but hardly sufficient. Nor does it mean that you expect your salespeople to learn on the job by trial and error. At best, that is a very time consuming and costly approach. At worst, it leads to mediocre performance, confusion and frustration on the part of the salesperson as well as his boss. Most companies who claim to do on the job training are really making an excuse for their lack of ability to do anything better. I don’t know of any other sophisticated area of human labor where it is expected that every practitioner will figure out how to do the job well on his/her own. I, for one, would not want to settle into my seat on an airplane and have the pilot announce that he’s figured out how to fly this plane on his own. Nor do I want to put my life in the hands of surgeon who learned a surgical procedure by trial and error. The list can go on and on. It includes almost any profession

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you can think of: lawyers, teachers, social workers, ministers, engineers, repair technicians, etc. In every one of these sophisticated jobs, there is a body of knowledge, of principles and procedures, that the practitioners are expected to master. While all of these professions expect people to practice, none of them expect them to learn the basic principles on their own by trial and error. Are field salespeople somehow different? Are their jobs so simple that it’s easy to learn how to do it well? Or, are they somehow super-intelligent and able to figure it all out on their own? Clearly the answer to both questions is NO. Sales is an incredibly formidable profession that offers its practitioners a lifetime of challenge. No salesperson is ever as good as he/she could be. And salespeople are no more nor less intelligent than their counterparts among teachers, social workers, ministers, and the like. Not only that, but every other profession expects its members to continually improve themselves. Show me a doctor, lawyer, CPA, teacher, social worker, minister, etc., who has not gone back for additional training and development in the last two years and I’ll show you one who is either retired or dead. Show me a salesperson that hasn’t invested in improving themselves in the last two years and I’ll show you 80% of the salespeople in this country. Why is that? One major reason is that most of the companies for whom they work don’t require continuous improvement. One of the main reasons they don’t require it is that they don’t know how to pull it off. So they busy themselves with “product-oriented” sales meetings and complain often about unmotivated salespeople. Being systematic about development is far more extensive than that. Here’s what your organization might look like after you have invested in developing your salespeople.

The company that develops its people

1. You’d have a structured training program for all new hires. There would be a body of knowledge they would need to acquire, skills and processes they would need to master, and benchmarks along the way by which you could measure their progress. This program would teach such important practices as: • developing territory plans • planning for sales calls Building-Products.com

• strategic planning for account penetration • relationship building • prospecting and cold calling • making appointments • collecting information • maintaining good records • getting organized • making persuasive presentations • gaining commitment • implementing customer’s decision • following up to assure satisfaction • penetrating key accounts 2. Once a certain minimum level of competency is attained, the salesperson would then be required to continually improve on his/her skills by investing time and energy in getting better at the job. You’d make that happen by: • requiring monthly or quarterly involvement in “learning experiences.” These could be anything from classes at the local university, audio or video training programs like our sales certification or continuous improvement programs, to something as simple as checking a book out of the company‘s library and sharing a list of good ideas at the next sales meeting. • holding regular developmental sales meetings in which you focused on a special behavior or practice and helped people improve in that one area. That’s the specific application for our video training kits. 3. At some point in the development of a salesperson, he/ she will likely look for additional career challenges. When that happens, the focus of development should be on providing the salesperson opportunities to expand his/her competency into areas that can be of assistance to the company in areas other than sales. This is when some salespeople want to focus on training or coaching others, for example. They can be channeled into learning how to do that. Others may want to expand into management, and should be encouraged to begin gaining management skills and practices. Others may want to pursue team leadership, etc. A comprehensive development system then, should account for three things: (1) learning the basic principles, processes and tools for effective selling, (2) continuous improvement in the sophisticated practices of highly effective salespeople (3) opportunities to expand in complementary careers and learn the skills necessary to do so. How will this help you retain and attract good salespeople, motivate the ones you have and improve the productivity of the entire group? Which would you want to work for? A company that doesn’t invest anything in developing its people, or one that has a regular, formal and systematic approach such as the one I described above? Silly question. Imagine yourself interviewing a prospective salesperson, before and after you’ve implemented the system described above. Before that, you say to your candidate, “We expect you to learn on the job.” After that, you say, “We have a structured training program to assure that you master the basic practices that will ensure your success. Then, when you’ve mastered those, we have a system to stimulate your continuous career growth so that you are always growing better at your job. Finally, we have a system to help you expand your knowledge and skills into complementary areas like sales management, team leadership, and so on, if you are so inclined.” Everything else being equal, which company would you rather work for? Building-Products.com

That’s how a development program will help you attract the right kind of people. Clearly, the same is true of your current sales force. Begin to require continuous improvement, provide the means for them to do so, and invest in them, and you’ll be surprised how loyal they become. This kind of program cannot help but improve your sales productivity. When all your salespeople know that constant and measurable improvement is required, most of them will begin to work on that. And you’ll begin to see the result in increased sales and gross profits. Training and development can be one of your best investments. If only one salesperson acquires only one new account because of your investment in their development, it’s likely that one new account will more than pay for a year’s worth of development costs by itself.

How to move in the right direction

Here are some small steps you can take towards becoming the kind of learning organization I’ve described. 1. Budget for development. As simple as it may seem, this one step will be a major one. Once you have a budget, you’ll find it much easier to actually spend that money. The decision will not be “if” but rather “how.” Also, by budgeting money for development and then letting your managers know, you send a powerful message that you are serious about it and willing to invest resources in it. The natural question is then, how much should you invest? There are some benchmarks available. A Facing the Forces of Change study found that high-performing wholesale distributors spent about 2.5% of payroll on training, while an ASTD member survey found that their member companies averaged 3.2% of payroll. Since training is a smaller issue than development, and since salespeople can generally benefit the company more than drivers, warehouse workers and production personnel, I’d suggest a bit higher number. I like to see 5% of payroll invested in continuous development of the sales team. 2. Have your sales managers create individual development plans with each salesperson. It is common practice for sales managers to hold annual goal-setting meetings with their charges in which performance goals are identified. That’s a great opportunity to create annual development goals and strategies at the same time. Doing so lets everyone know that continuous development is a requirement of the job. 3. Regularly generate learning opportunities. Learning opportunities are events at which salespeople are exposed to new ideas, or reminded of good practices. They can encompass a wide range of possibilities from reading a new book on sales strategies, having roundtable discussions of success stories and common problems, to viewing our monthly videotape series for inside or outside salespeople. The point is that you generate learning opportunities on a regular basis, and require your salespeople to take part in them. While not everyone will gain the same thing from each event, over time they’ll understand you are serious about their growth, and that their continuous development is your priority and their responsibility. – Dave Kahle is a high-content consultant, speaker, instructor and author of 12 books, including How to Sell Anything to Anyone Anytime. He can be reached at dave@davekahle.com. February 2019

Building Products Digest n

ASSOCIATION Update North American Wholesale Lumber Association’s 2019 officers and board members officially began their terms Jan. 1, led by chair David Bernstein, Mid-State Lumber Corp., Branchburg, N.J. He is joined on the executive committee by Rob Latham, Tri-State Forest Products, Springfield, Oh.; 1st vice chair Tom Le Vere, Weekes Forest Products, St. Paul, Mn.; immediate past chair Nick Fitzgerald, Council Bluffs, Ia.; 2nd vice chair Bethany Doss, Capital Lumber, Healdsburg, Ca.; at-large member Ian McLean, Spruceland Millworks, Vancouver, B.C.; and executive director Scott Parker. Joining them on the board of directors are David Cox, Richmond International Forest Products, Glen Allen, Va.; Warren Reeves, Wholesale Wood Products, Dothan, Al.; Dave Destiche, Amerhart, Ltd., Green Bay, Wi.; Alden Robbins, Robbins Lumber Co., Searsmont, Me.; Phil Duke, Boise Cascade Materials Distribution, Nashville, Tn.; Steve Rustja, Weston Forest Products, Mississauga, Ont.; Heath Hutchison, Hutchison Lumber & Building Products, Adams City, Co.; Dan Semsak, Pacific Woodtech Corp., Burlington, Wa.; Paul Owen, Vanport International, Boring, Or.; D. Wayne Trousdale, BlueLinx, Oklahoma City, Ok.; Bill Price, All Star Forest Products, Jackson, Ms.; Mark Wells, UFP Purchasing, Union City, Ga.; and Donna Whitaker, Interfor, Peachtree City, Ga. NAWLA is planning its 2019 Leadership Summit for March 10-12 at the Westin La Paloma Resort & Spa, Tucson, Az. Illinois Lumber Material Dealers Association is putting the finishing touches on its annual expo Feb. 7 at ParA-Dice Hotel, East Peoria, Il. Education seminars will take place throughout the morning. After the show floor closes, ILMDA will hold its annual auction, cocktail party, and presentation of the Lumberman of the Year Award and recognition of company anniversaries. Building Material Suppliers Association’s annual Building Products Show is just around the corner on Feb. 6-7 in Hickory, N.C. This year the association will offer its Learning Exchange program filled with seminars concerning issues in the market today. Construction Suppliers Association will host a Truss 2 roundtable open to members March 3-5 in Dothan, Al. CSA will also hold district meetings March 25 in Oklahoma City, Ok., and March 26 in Tulsa, Ok. Florida Building Material Association will host two learning courses this month. The first will be a blueprint reading class on Feb. 12 at FBMA’s headquarters in Mt. Dora, Fl. The second will be a material take-off class on Feb. 26 in Mt. Dora. On Feb. 28 FBMA will conduct a board of directors meeting at TopGolf, Tampa, Fl. Guests can enjoy a networking reception, followed by a golf tournament. Midwest Building Suppliers Association will hold two sets of blueprint reading & material take-off courses, both led by WBMA’s Casey Voorhees. The first one will take place Feb. 26-27 at the MBSA

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February 2019

headquarters in Indianapolis, In., with the second held Feb. 28-March 1 at The Westin Book Cadillac, Detroit, Mi. Northwestern Lumber Association will meet for two leadership events in Wisconsin on Feb. 6. The Wisconsin Lumber Dealers Leadership Conference will be held at Glacier Canyon Conference Center, Wisconsin Dells, Wi., as well as the Future Lumber Leaders roundtable. The following week the association will host a classic group roundtable at GrandStay Hotel & Conference Center, Apple Valley, Mn., Feb. 11-13. The roundtable will include cocktail receptions and group lunches that will offer plenty of chances to network. NLA is also hosting an Estimating 1-2-3 course Feb. 19-21 at Hallmark Building Supplies Brooklyn Park, Mn. “Racing to Connect” is the theme for NLA’s Iowa Convention on Feb. 26. Nearly 300 industry professionals will gather at the Sheraton West Des Moines Hotel, Des Moines, Ia., to engage in educational sessions, networking events and a show floor of building products. The theme will then be carried over to the Nebraska convention March 5 at Embassy Suites Convention Center, La Vista, Ne. Appalachian Hardwood Association is gearing up for its annual meeting Feb. 20-25 at W Hotel, Fort Lauderdale, Fl. The meeting will consist of a handful of meetings including board of trustees and distributors and producers’ meetings. The general session will include business presentations, the chairman’s report and member anniversaries. There will also be several social events like receptions, a golf tournament, ocean fishing, and a Fellowship of Christian Lumbermen meet-up. Northeastern Retail Lumber Association will celebrate 125 years of service at its annual LBM Expo Feb. 6-8 at Hynes Convention Center, Boston, Ma. The show will introduce hands-on interactive demo zones for the first time this year. Several affiliates under NRLA are hosting events this month: Massachusetts Retail Lumber Dealers Association, board meeting, Feb. 8, Hynes Convention Center, Boston, Ma.; New Hampshire Retail Lumber Association, blueprint reading course, Feb. 19, Portsmouth Elks Lodge, Portsmouth, N.H.; Western New York Lumber Dealers Association, board meeting, Feb. 20, DoubleTree, Rochester, N.Y.; and Massachusetts Dealers, facility tour, BB&S Treated Lumber, North Kingston, R.I. Montreal Wood Convention will offer a busy show floor, as well as various presentations and a NAWLA regional meeting. Held March 19-21 at Montreal’s Fairmont Queen Elizabeth, the event will feature a housing forecast by NAHB economist Robert Dietz; Softwood Lumber Board update by Barrette Wood’s Hugues Simon; “Transforming the Way Houses Are Framed in North America” by Entekra’s Gerard McCaughey; and a panel of industry CEOs, including Conifex’s Ken Shields, Universal’s Mathew Missad, LBM Advantage’s Stephen J. Sallah, Resolute Forest Products’ Yves Laflamme, and moderator Bruce St. John, president, Canada Wood Group. Building-Products.com

IN Memoriam James Donald Elder, 82, founder of ELCO Forest Products, Opelousas, La., and Elder Forest Products, Sulphur, La., died Dec. 21. Active in the industry for over 60 years, he was a graduate and later instructor of the National Hardwood Lumber Association training school in Memphis, Tn., and remained a certified lumber inspector throughout his career. With the help of his father-in-law, Charlie Perry, he launched ELCO in 1968 and Elder Forest Products 10 years later. He also founded timber holding company Elder Properties. He was a past president of the Southern Cypress Manufacturers Association and Southern Forest Products Association. Douglas Goetze “Doug” Campbell, chairman of Ring’s End, Darien, Ct., passed away Dec. 17 on Sanibel Island, Fl. He was 90. After graduating from Colgate University in 1950, he was commissioned as an officer in the U.S. Navy. After service, he was hired by Ring’s End, eventually rising to principal owner, CEO and chairman. Under his leadership, the chain expanded from two to 28 locations. He also served on the boards of Lumbermen’s Merchandising Corp., Dykes Lumber Co., and Lumber Mutual Insurance Co. Christopher R. “Chris” Shadday, former president and CEO of Viance, Charlotte, N.C., died of cancer Dec. 26. He was 52. He joined Rohm & Haas as a process engineer in 1989, rising to business segment manager of the consumer and industrial business unit. He joined Viance in 2006 as part of the joint venture between Rockwood Holdings and Rohm & Haas, becoming president in 2011. He moved to Rogers Corp. in 2014 and since 2017 has been senior VP and general mgr. of elastomeric material solutions. He earned his MBA from Villanova University. William Lovell Howser, former president and CEO of Ridge Lumber Co., Fullerton, Md., died of an aneurysm Dec. 31. He was 88. An Army sergeant during World War II, he graduated from the University of Maryland, College Park. He then joined Harrison Lumber Co., Baltimore, Md. Later, he and partners John Penniman and Albert Krastel founded Ridge Lumber. He retired and closed the business in 1998. Steven Charles Burgess, 72, retired Wisconsin lumber salesman, died Jan. 4. He spent over 48 years with ProBuild, Elkhorn, Wi., and the location’s prior owner, Wickes Lumber, before retiring in 2012. He was also a founding member of the Lakeland Builder’s Association in 1979. Thomas H. Fahey, 89, founder of North Star Forest Materials, St. Paul, Mn., died Dec. 26. He retired in 1996 after 33 years in the industry. Jack Edward Sapp, 93, former manager of Bowling Lumber Co., Columbia, Mo., passed away Jan. 8. A U.S. Army sergeant during World War II, he spent 20 years managing Bowling Lumber, then worked as purchasing manager for the city of Columbia until retiring in 1983.

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February 2019

Patricia Ann Crites, 76, co-founder of Allegheny Wood Products, Riverton, W.V., passed away Dec. 27. A 1964 graduate of West Virginia University, she and her husband, John, launched Allegheny Wood Products in 1973. Robert Scott, 86, founder of Scott’s Building Center, Greenup, Il., died Dec. 20. After serving in the Air Force, he was hired to manage Toledo Builders Supply, Toledo, Il., in 1957, and bought the company in 1963. The next year, he purchased Greenup Builders Supply, Greenup, Il., and consolidated the two yards in Greenup in 1974. In 1980 he built a new Scott’s Building Center. After retiring, he launched Scott’s Flooring Co. inside the building center. Hoyt William Bangs, 64, owner of Budding Co., Camp Hill, Pa., died Jan. 12 of pancreatic cancer. A graduate of Elizabethtown College, he purchased Hoffman Lumber Co., West Chester, Pa., in 1988 and sold the company in 2000. In 1993, he bought Budding Co., with branches in Horsham and Camp Hill, in 1993. Gene Rhodes, 87, owner of Rhodes Supply, Cuba, Ky., died Dec. 14. A U.S. Air Force veteran of the Korean War, he owned and operated Rhodes Supply for 65 years. Margaret “Margie” McCullough, 58, former Upstate New York lumberwoman, died Dec. 26 in Black River, N.Y. She was a project manager at Minfelt Building Supply, White’s Lumber, and 84 Lumber until retiring in 2015. Lawrence Fazio, 62, Ace Hardware franchisee, died Jan. 8 in Syracuse, N.Y. As a young man, he joined his father’s Ace Suburban Hardware, then in 1981 he and two cousins opened Village Ace Hardware in Syracuse’s Western Lights neighborhood.

Trends in Fencing (Continued from page 16)

and fiberglass strand and reinforced fiberglass rebar can be added to increase the strength and rigidity for heavy-duty applications.

5. Low-Maintenance, High Quality

While this trend is not new, it comes up time and time again. Components of low-maintenance fencing systems include durability of the building material and long product life-cycle. Finding a material that doesn’t need to be routinely painted, will hold up in harsh environments and has a long warranty period will help cut down maintenance costs and time. Understanding how the fencing systems evolve and change over time will ensure that you will find the best solution for your fencing system. Many companies are using these trends to achieve success in their fencing systems like working with engineers and designers to develop plans based on the material, using technologically-advanced fastening systems to decrease installation trouble and using products that will last for generations to come. – Emily Hinderaker is the marketing coordinator at Bedford Technology. For more information visit plasticboards.com. Building-Products.com

DATE Book Listings are often submitted months in advance. Always verify dates and locations with sponsor before making plans to attend.

Southeastern Lumber Manufacturers Association – March 6-8, spring meeting, Savannah, Ga.; www.slma.org. North American Wholesale Lumber Association – March 10-12, Leadership Summit, Tucson, Az.; www.nawla.org.

Indiana Hardwood Lumbermens Assn. – Feb. 4-6, convention & expo, Indianapolis, In.; www.ihla.org.

University of Innovative Distribution – March 10-13, Indianapolis, In.; www.univid.org.

Northwestern Lumber Association – Feb. 6, leadership conference, Wisconsin Dells, Wi.; www.nlassn.org.

American Fence Association – March 13-16, FenceTech/DeckTech shows, Indianapolis, In.; www.americanfenceassociation.com.

Building Material Suppliers Assn. – Feb. 6-7, building products show, Hickory Metro Convention Center, N.C.; www.mybmsa.org.

Peak Auctioneering – March 16, LBM auction, Kane County Fairgrounds, Chicago, Il.; www.peakauction.com.

Northeastern Retail Lumber Association – Feb. 6-8, LBM Expo, Hynes Convention Center, Boston, Ma.; www.nrla.org.

International Mass Timber Conference – March 19, Portland, Or.; www.masstimberconference.com.

Illinois Lumber & Material Dealers Association – Feb. 7, expo, East Peoria, Il.; www.ilmda.com.

Montreal Wood Convention – March 19-21, Fairmont Queen Elizabeth, Montreal, P.Q.; www.montrealwoodconvention.com.

Allied Building Stores – Feb. 7-8, trade show, Arlington Convention Center, Arlington, Tx.; www.alliedbuildingstores.com.

Building Material Suppliers Assn. – March 20-22, CFO roundtable, Scottsdale, Az.; www.mybmsa.org.

Mississippi Lumber Manufacturers Association – Feb. 7-8, annual meeting, Jackson, Ms.; www.mlmalumber.com.

Hardwood Manufacturers Association/Southern Cypress Manufacturers Association – March 20-22, annual meetings, Savannah, Ga.; www.hmamembers.org.

HDW – Feb. 7-9, market, New Orleans, La.; www.hdwinc.com. Budma – Feb. 12-15, international construction & architecture fair, Poznan, Poland; www.budma.pl/en. Monroe Hardware Co. – Feb. 15-17, spring market, Myrtle Beach, S.C.; www.monroehardware.com. LBM Advantage – Feb. 18-20, annual convention & show, Orlando, Fl.; www.lbmadvantage.com. International Builders Show – Feb. 19-21, Las Vegas Convention Center, Las Vegas, Nv.; www.buildersshow.com. Orgill – Feb. 21-23, market, Orlando, Fl.; www.orgill.com. Northwestern Lumber Association – Feb. 19-21, estimating class, Brooklyn Park, Mn.; www.nlassn.org.

LMC – March 21-23, annual meeting, San Diego, Ca.; www.lmc.net. Blish-Mize – March 22-23, spring market, Overland Park, Ks.; www. blishmize.com. Peak Auctioneering – March 23, LBM auction, Kansas City, Mo.; www.peakauction.com. Construction Suppliers Association – March 25, district meetings, Oklahoma City, Ok.; March 26, Tulsa, Ok.; www.gocsa.com. Ace Hardware Corp. – March 26-28, spring convention, Orlando, Fl.; www.acehardware.com. Peak Auctioneering – March 30, LBM auction, Orange County Fairgrounds, Middletown, N.Y.; www.peakauction.com.

New Hampshire Retail Lumber Assn. – Feb. 19-22, estimating seminars, Portsmouth Elks Lodge, Portsmouth, N.H.; www.nrla.org. Appalachian Hardwood Manufacturers – Feb. 20-24, annual meeting, Fort Lauderdale, Fl.; www.appalachianwood.org. True Value – Feb. 21-24, Spring Reunion market, Kay Bailey Hutchison Convention Center, Dallas, Tx.; www.truevalue.com. Batibouw – Feb. 21-March 3, Brussels, Belgium; batibouw.com/en. Peak Auctioneering – Feb. 23, LBM auction, Howard County Fairgrounds, Baltimore, Md.; www.peakauction.com. Northwestern Lumber Association – Feb. 26, Iowa dealers convention, West Des Moines, Ia.; www.nlassn.org. Florida Building Material Association – Feb. 28, board meeting & golf tournament, TopGolf, Tampa, Fl.; www.fbma.org. Massachusetts Retail Lumber Dealers Association – Feb. 28, facility tour, BB&S Treated Lumber, North Kingston, R.I.; www.nrla.org. Midwest Building Suppliers Association – Feb. 28-March 1, member summit & annual meeting, Westin Book Cadillac, Detroit, Mi.; www.thembsa.org. Construction Suppliers Association – March 3-5, roundtable, Dothan, Al.; www.gocsa.com. Structural Insulated Panel Association – March 4-6, annual meeting, Phoenix, Az.; www.sips.org. Northwestern Lumber Association – March 5, Nebraska lumber dealers convention, La Vista, Ne.; www.nlassn.org. Northern New York Lumber Dealers Association – March 5-8, estimating seminars, Watertown, N.H.; www.nrla.org. Frame Building Expo – March 6-8, Louisville, Ky.; www.nfba.org. Southern Forest Products Association – March 6-8, spring meeting, Savannah, Ga.; www.sfpa.org. Building-Products.com

February 2019

Building Products Digest n

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OUTSIDE SALES REPRESENTATIVE Hoover Treated Wood Products, Inc., the premier manufacturer of fire-retardant treated wood, is seeking an Outside Sales Representative. The ideal candidate is a motivated, success-driven professional with excellent communication and presentation skills located in the west, preferably near a western airport hub. A college degree with at least 5 years of documented sales success is strongly preferred. Building product channel sales and lumber or plywood sales experience is a valued attribute. This position is responsible for growing profitable sales through Hoover’s network of wholesale distribution partners. The candidate must possess the technical acumen to communicate the varied product and service benefits that define the Hoover brand. This position requires significant overnight travel. Hoover Treated Wood Products, Inc., offers a comprehensive benefits package which includes medical, dental, life and disability insurance, 401(k), paid holidays and vacation as well as annual bonus, profit sharing, and tuition reimbursement. Submit résumé to hr@frtw.com; no phone calls please. • Desired Skills and Experience • Written and oral communication • Verbal Presentation • Organization • Success driven • Willing to travel (overnight) extensively • Knowledge of commodity lumber and plywood markets • Channel sales experience • Experience utilizing a CRM solution • Proficient in computer applications (Microsoft Office Suite/G-Suite)

onated with Carter Lumber’s leadership by offering superior support, access to new and customized categories, and innovative resources.

Carter Teams with True Value

Carter Lumber, Kent, Oh., will align its 146 Midwest locations with wholesaler True Value Co. By joining with True Value, the retailer will now have access to the topof-the-line products, support services, and industry knowledge. “We were delighted to welcome Carter Lumber to our recent Fall Reunion in Denver, to share what we’re all about—our energy, our innovation and our vision for the future,” explained John Hartmann, president and CEO, True Value Co. “This proved to be the catalyst to welcome their business into our family. I look forward to our collaboration enhancing both companies and continuing to transform the industry.”

Building Products Digest n

Following True Value’s business structure change in April 2018, Carter Lumber expressed interest in doing business with the new company. “Though the former co-op model wasn’t relevant to us, True Value’s new business model intrigued us to explore their offering,” said Adam Lombard, VP of product management, Carter Lumber. “We found that True Value offered a different focus on growth, dedicated to our needs and goals. Above all, the team took the time to understand what matters to us and put a great deal of thoughtfulness into our business plan.” True Value’s commitment to retailers’ growth—from single stores to multi-store chains—along with its flexibility and focus on independence, res-

February 2019

NCI Buys Stone Veneer Maker

NCI Building Systems, Houston, Tx., has agreed to purchase Environmental Stoneworks, Denver, Co., the only national manufacturer and installer of stone veneer for residential and commercial construction. “The acquisition significantly increases NCI’s geographical footprint in manufactured stone products, one of the fastest growing categories of exterior cladding materials. It positions us to better serve our residential customers, while creating considerable cross selling opportunities with our commercial customers,” said NCI chairman and CEO James S. Metcalf. Environmental Stoneworks CEO/ president Chuck Stein will stay to lead NCI’s combined stone businesses. Building-Products.com

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Welcome Aboard!

BPD is excited to introduce to our readers two ﬁrst-time advertisers, U2 Fasteners and Omnitracs, LLC. U2 Fasteners manufactures a wide range of ingenious construction fasteners, including its versatile Universal Screw (ideal for replacing old deck screws), U2 Construction Screw, Fine Screw (for ﬁne carpentry), Re-Fine Screw, adjustable exterior Cap Screw, and U-Bits (designed for the Tight Star Recess of U2’s screws).

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Omnitracs is a global pioneer of trucking solutions for all business models. Omnitracs’ software-as-a-service-based solutions provide shippers with best-in-class tools for compliance, safety and security, productivity, telematics and tracking, transportation management (TMS), planning and delivery, data and analytics, and professional services. When you’re in need of such products and services, please give them a look. February 2019

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FLASHBack 71 Years Ago This Month

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years ago, BPD’s sister publication, The California Lumber Merchant, illustrated the fast-expanding range of products available to retail lumber dealers. Check out an issue from a decade or so earlier and you’ll discover that as many as 90% of advertisers were marketing solely wood. But in the February 1948 issue, traditional lumber sellers were in the minority. Dozens of ads promoted garage doors, fasteners, hardwood flooring, and—most commonly— insulation and wallboard. Here are a few:

WEST COAST hardwood wholesaler White Bros. for years bought the cover of The Merchant Magazine to tout its anniversary. Its founding, coincidentally, came exactly 50 years before The Merchant’s.

TYLE-BORD Plastic Enamel-Coated Wallboard

SISALKRAFT’S Sisalation Reﬂective Insulation

WEYERHAEUSER’S Balsam-Wool

SIMPSON’S Decorative Tileboard

JOHNS MANVILLE’S Flexboard

PABCO’S Grip Lath ﬂoating wall system

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February 2019

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E A R T H TO N E S

BASICS

TROPICALS

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More products. More price points. More reasons than ever to build with Trex. We’ve made it easier to buy, stock and sell Trex® with our expanded decking and railing product portfolios. In addition to the industry-leading Transcend® that pairs elevated aesthetics with the highest level of performance, we now offer a wider selection of products at price points that will allow all of your customers to step into the Trex lifestyle. That’s what’s next from Trex. To learn more, visit trex.com.

BPD

Building Products Digest 151 Kalmus Dr. Ste. D200 Costa Mesa, CA 92626-5959

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Koppers Introduces a New Fire Retardant Treated Wood! • FlamePRO Fire Retardant pressure treated wood products, as described in the ICC Evaluation Services, Inc. ESR-4244, meet all major model building code requirements. • 1 Hour Tested Interior Wall Assembly (ASTM E119)* • 2 Hour Tested Interior & Exterior Wall Assembly (ASTM E119)* • UL Classified • UL GREENGUARD GOLD Certified • Cal Fire Listed • Koppers is an approved AIA & ICC Continuing Education Provider. • Backed by a 50 Year Limited Warranty Program from Koppers.** • BSD Speclink listed. Master Specification Content for Architectures, Engineers, and Construction Markets. * For details refer to ESR-4244.

For more information call 1-800-585-5161 or visit www.kopperspc.com or icc-es.org, ESR Report 4244. ** Available at Koppers Performance Chemicals Inc. Attn: Consumer Affairs, P.O. Drawer O, Griffin, Georgia 30224-0249 or visit www.kopperspc.com FlamePRO treated wood products are produced by independently owned and operated wood treating facilities. FlamePRO® is a registered trademark of Koppers Performance Chemicals Inc. © 1/2019