
7 minute read
A woman's touch
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-(illll'.Lll\ \l commercial builders and remodelers. And she's leading the move to smooth the sometimes-thorny path to company-wide allegiance rather than discrete yards run as individual fiefdoms. steering committee of a group of employees. We give them issues-like 'Give us ideas on how we can make this lwhatever) easier for you'and they come up with solutions, so they feel they're part of the decision. Also, they come up with issues, too, asking, 'What about...?'We've also started a Customer Focus Group."
"That idea of Perpetual Inventory really made a shift; we needed to look at a lot of the processes, analyze and standardize them. We put new processes in place (such as tightening up the credit process on returns) and proved they worked and would help them, and then communicated those goals so that everyone's on the same page.
"The goal now is to create more of a one-company atmosphere, which opens up so many doors-for instance, using joint buying power, which has tremendous clout. We're looking at ways to use each other so everybody benefits-to start thinking as a company, rather than a single location.
"There's been a bit of resistance." she allows, "people asking 'What's in it for me? If I move a job from Sierra Point to Stockton, what happens to my sale?' So I came up with a system in which they can pass it on to another location and still get credit for it. Same thing with special orders; we'll try to utilize each others' locations, create a hub for certain inventorY, instead of everybody stocking up. We're getting the managers on board by saying, 'Okay: Part of your pay will depend on how the company as a whole is doing."'
While it's still easier for vendors to offer product-knowledge seminars at individual sites, the chain is beginning to conduct other training, such as HR and orientation for new hires, at a central location. Another site is being designated as the future Design Center, to contain a huge showroom to benefit the whole enterprise.
The outlook is bigger than product and processes, however, it's about people. Says Jessica, "We've started a
Sounds suspiciously Iike a woman's touchsharing, involving others, shedding empathy. So, what do you think, Jessica? Are we stereotyping here? "It's kind of funny," she responds, "but I think there's a little advantage for both customers and employees in dealing with a woman. I'm calm and compassionate, and they're comfortable speaking with me. Women [may] come up with solutions, while men get all riled up. The staff will refer disgruntled customers to me, and I'm fine with that; in fact, sometimes those builders end up apologizing for being upset. (It's not just a woman's way, it's also what 1 am," she quickly amends. "The most important part of my job is the relationships between management, employees and customers: That's key to a successful business.)
"I'm more focused than my dad; I handle one project at a time." (So much for female multi-tasking.) "He's more of a risk-taker, and he's been successful at it. I need to use some of his abilities," she offers. "I have to follow in my father' footsteps, but I also have to be my own person."
Pledging Allegiance
There's been some resistance to a boss that's (l) new, (2) young, and (3) female, as Jessica acknowledges. And she's had to prove herself "a lot," she admits. "I kind of just came in [to Siena Pointl a year ago after working on other projects on my own, not one location. The hardest part was I had to be their boss. But I didn't pretend to know everything; I needed to learn from them.
"Some salesmen had a good relationship with my father, the 'real boss' in their minds. I had to deal with that, be really open with them, like, 'Look: My dad's going to tell me everything anyway, so why not come to me first?' And my dad always backs me uP.
"It took a while for customers and vendors both to warm up," she continues. "I definitely had to prove myself. Some vendors think, 'Hah! I can sell her anything!' One good thing I did was to join a business group of young entrepreneurs in San Francisco, whose challenges are similar. Often, if you've got family in your business, they're not always comfortable with new ideas."
One new idea that Golden State is now enthusiastically embracing is installed sales-"a really exciting opportunity to offer one-stop shopping," as Jessica sees it. "We started with insulation, with the help of Guardian's program, and we're thinking of adding garage doors."
The company also is planning to open a new truss plant at its Stockton facility, in tandem with the existing wall plant there. Next, "we're looking to go south, toward the L.A. area," she divulges. By then, her younger brother, still in school, may come on board and Jessica will morph into the wise, old matriarch.
"My goal?" she answers a reporter's final question. "To be successfull To keep on growing. My dad says, 'lf you're not moving up, you start to go down; you can't maintain the status quo.' Of course, father knows best; he proved it in his choice of daughters.
- A former award-winning LBM trade magazine editor, Carla Waldemar writes frequently on the lumber and building material industry. Contact her at cwaldemar@mn.rr.com,

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