HBSD- October 2023

22 NextGen leaders in the LBM industry talk about culture, innovation and technology. POWER

24 Locked and Blocked: Security devices and trained staff can minimize power tool loss. ROOFING

26 Exterior building products and technologies to raise roof sales.

30 Let the fun begin. Clinton hardware leans on memorabilia to spur customer nostalgia, and community involvement.

32 Alisha Gray of Orgill shares her motivation and advice.

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We’ve got the Summit covered

The 2023 ProDealer Industry Summit, hosted jointly by the National Lumber and Building Material Dealers Association and HBSDealer, rolled into Kansas City Oct. 4-6 with a brimming lineup of industry leaders. The highlights and insights are on record at HBSDealer.com

Your golden deeds, recognized

HBSDealer’s iconic Golden Hammer Awards event, bolstered by a community-focused and service-oriented twist, will return to Las Vegas in 2024. At HBSDealer.com, submit your company’s charitable venture or innovative product. Learn more at HBSDealer.com/events

Show us your showroom

HBSDealer’s “Top Showrooms” feature celebrates the business of design. We’re looking for a few good showrooms that demonstrate any of the following: quality, creativity, innovation or inspiration. Share with us at news@hbsdealer.com.

When you connect with us, you connect with the industry @HBSDealer

more and share more when you follow us on Linkedin.

Hancock Lumber’s Saco, Maine design center.

From the Editor Regulations gone wild

About 18 months ago, Rinnai American Corp. opened a $72 million manufacturing facility in Grif n, Georgia.

Today, energy-ef cient non-condensing tankless water heaters are rolling off the assembly line. It was a win-win. A victory for domestic manufacturing, and for energy conservation.

Fans of home-improvement television have probably seen with their own eyes the environmental bene ts of the kind of tankless water heater made in Georgia. The master plumber from This Old House, described them as “super ef cient” and “long-lasting.”

makes hot water for you when you want it makes no sense to us at all.”

The DOE’s draft rule would raise standards for tankless gas- red water heaters to over 91 percent ef ciency, while leaving the standards for tank gas- red water heaters relatively untouched at 70 percent ef ciency. While tankless water heaters are the more environmentally friendly option, achieving 91 percent efciency with non-condensing technology is technologically impossible.

The DOE promoted the congressionally mandated appliance standards as a way to “accelerate deployment of heat pump water heaters, saving Americans nearly $200 billion while avoiding more than 500 million tons of greenhouse gas emissions over 30 years.”

A nal ruling is expected in three to four months. Windsor remains hopeful for an amendment to save the day.

550 W. Bryn Mawr Ave., Ste. 200, Chicago, IL 60631 (773) 992-4450 Fax (773) 992-4455 www.HBSDealer.com

BRAND MANAGEMENT

SENIOR VICE PRESIDENT John Kenlon (516) 650-2064 jkenlon@ensembleiq.com

EDITORIAL EDITOR-IN-CHIEF Ken Clark kclark@ensembleiq.com

LBM EDITOR Andy Carlo acarlo@ensembleiq.com

HARDWARE EDITOR Tim Burke tburke@ensembleiq.com

ADVERTISING SALES & BUSINESS

ASSOCIATE PUBLISHER Amy Platter Grant MIDWEST & SOUTHERN STATES (773) 294-8598 agrant@ensembleiq.com

REGIONAL MANAGER Greg Cole

NORTHEAST & GREAT LAKES STATES (317) 775-2206 gcole@ensembleiq.com

DESIGN/PRODUCTION/MARKETING

ART DIRECTOR Bill Antkowiak bantkowiak@ensembleiq.com

PRODUCTION MANAGER Patricia Wisser pwisser@ensembleiq.com

MARKETING MANAGER Kathryn Abrahamsen kabrahamsen@ensembleiq.com

SUBSCRIPTION SERVICES

LIST RENTAL mbriganti@anteriad.com

SUBSCRIPTION QUESTIONS contact@HBSDealer.com

So let’s all encourage this product, right?

Actually, the product line and the factory are facing an unexpected threat in the shape of what Rinnai calls an “unreasonable” Department of Energy proposal that would effectively ban non-condensing tankless water heaters, despite the environmental bene ts that the category brings to the table. Rinnai says the rule would effectively remove existing affordable and ef cient products from the market, as well as put American jobs risk.

“It’s a head scratcher,” Rinnai’s President Frank Windsor told HBSDealer. “Any decision that would eliminate a product category that lasts longer, is more ef cient, is half the size of regular tank, and only

by

Some 12,000 people reached out to their elected of cials and supported the tankless product through a web site up by Rinnai—an encouraging number, Windsor said. “We thought we might get a thousand,” he added.

Moreover, Windsor said he has received a sympathetic ear from regulators and elected of cials in Georgia.

In a recent press release, Windsor summed up Rinnai’s position: “Consumers who rely on access to tankless water heaters will see their options limited, resulting in higher energy bills and shorter appliance lifespans, while the very environmental goals prompting this rule will go unful lled.”

Agree? Let us know at news@hbsdealer.com

CORPORATE OFFICERS

CHIEF EXECUTIVE OFFICER Jennifer Litterick

CHIEF FINANCIAL OFFICER Jane Volland

CHIEF OPERATING OFFICER Derek Estey

CHIEF PEOPLE OFFICER Ann Jadown

CHIEF STRATEGY OFFICER Joe Territo

EDITORIAL ADVISORY BOARD

Levi Smith, CEO, Franklin Building Supply

Steve Sallah, CEO, LBM Advantage

Christi Powell, Women & Minority Business Enterprise Market Manager, 84 Lumber

Neal DeLowery, Store Projects and Merchandise Manager, Aubuchon Co.

Brad McDaniel, Owner, McDaniel’s Do it Center

Joe Kallen, CEO, Busy Beaver Building Centers

Tom Cost, Owner, Killingworth True Value

Permissions: No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or information storage and retrieval system, without permission in writing from the publisher.

Ken Clark Editor-in-Chief

A Rinnai tankless water heater.

In the Midwest, a call to connect

Hot on the heels of its merger with the Mid-America Lumbermens Association, the Northwestern Lumber Association (NLA) has a new map, a new look and a new name: “BLD Connection.”

The rebranding initiative addresses the changes in geography that the association has experienced since its inception in 1890 and considers the best way to highlight the value proposition that the Association brings to its members.

“Through the rebranding process we felt it was important to honor our history in the lumber industry while recognizing that our industry and the businesses of

our membership have evolved,” said Cody Nuernberg, the association’s president. “Our members sell and provide building materials in addition to lumber. Plus, with our recent merger, our organization has expanded in size and reach as well. The value that the Association brings to our members is connection.

“Adding ‘BLD’ to the word ‘Connection’ makes it more than a name,” Nuremberg said. “It is our call to action, engaging members to “build connection!”

NLA Chairman of the Board Lynn Trask noted, “For the past year and with the help of Mercury Creative Group, our team, the board, and numerous task force groups dug deeper into our brand, our offerings, our mission, and our goals for the future. It became apparent that a refresh was needed and that the time was right to make a change. We are excited to write the next chapter of our Association’s history.”

At the heart of the rebrand is also the organization’s commitment to “building a stronger community” — a message that it says “will shine through in every offering provided by the association moving forward.”

In addition to adjusting messaging, BLD Connection expects to enhance its current offerings including its annual educational programming and its annual events.

Product Knowledge

Product: Little Kamper propane camping gas with tank exchange service.

Made by: Manteca, Californiabased Little Kamper.

Knowledge: The Little Kamper program solves the disposal problem associated with traditional 1 lb. portable propane cannisters. The mantra here is “buy it, use it and exchange it.” When empty, the Little Kamper is returned to a tank-exchange retailer for a full replacement. Described as a safe and sustainable alternative to “dark green propane tanks,” the Little Kamper program encourages environmentally-conscious customers to keep coming back to the store.

MSRP: $21 per cannister

Camping fact: Traditional, disposable fuel cylinders are classified as hazardous waste, and are an expensive headache at national parks. Yosemite alone collects about 24,000 such cylinders annually.

The new association extends across nine-and-half states.

“Through the rebranding process we felt it was important to honor our history in the lumber industry while recognizing that our industry and the businesses of our membership have evolved.”

—Cody Nuernberg, President, BLD Connection

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Lessons on loss prevention

PROACTIVE TACTICS THAT MAKE SHOPLIFTERS THINK TWICE.

ORLANDO — Anecdotal evidence that shoplifting is on the rise was on display here during a presentation on loss prevention tactics. The session was well attended by about 100 hardware retailers.

Matt Harper, loss prevention manager for Ace, kicked off his presentation with statistical evidence that shoplifting was growing across all of retail. Numbers from the National Retail Federation show a 26.5 percent increase in organized retail crime, and an 80 percent increase in non-shoplifting-related violence in stores.

In the bigger picture, the total estimate for shrink (63 percent of which comes from losses unrelated to shoplifting) stood at $94.6 billion in 2022, way up from precovid levels of $60 billion to $65 billion.

Deter, detect, respond

Harper, a seven-year Ace veteran who also has eight years of asset-protection experience from Target Corp., believes efforts in prevention are more important, more successful and far less dangerous than efforts to confront shoplifters. Active confrontation of shoplifters, he says, introduces high litigation risk. “Ask yourself: do you have a loss prevention strategy, or a loss-reaction strategy,” he said.

There’s no fool-proof strategy to stop shoplifting. But there are approaches to minimize it. (See "Locked and Blocked" on page 24.) First up: a combination of layers of protection inside and outside the store (and on the product itself) along with three specific strategic approaches:

Deter—Discourage criminal and disruptive activity. Mitigate events before they happen.

Detect—Leverage technology and training to identify threats at an early stage. Discovery of events leads to increased likelihood of deterrence.

Respond—Utilize multiple solutions (people and technology) that complement one another. Data-driven decisions regarding use of limited resources.

Harper observed that many retailers — particularly small, independent retailers —struggle to communicate their policies. In other words, if you ask a front line worker what’s the store policy around the handling of actual and potential acts of shoplifting, many won’t know.

“A lot of times, it’s kind of like the wild West,” he said.

Often, good retail best practices are also good loss-prevention best practices: clean stores, bright lighting, tidy shelves and employee interaction greeting and serving customers have a chilling effect on theft.

In thinking about their loss prevention policies, retailers should walk their stores from their perspective of a shoplifter to identify gaps in the layers of security. Also, consider emerging technologies — cameras, public view monitors, EAS towers at exit and entry—as force multipliers.

Other observations from the LP expert: Currently ranked number one on the thieves shoplifting list: Power tool batteries.

Not for every business, but body cameras have worked for retail employees at REI in San Francisco. This tactic was driven by in-store violence. “Is it an abrasive way of solving a problem? Yes,” Harper said. “But is it solving a problem? Yes.”

Tip: Use code words in store announcements to watch shoplifting suspects: “Bob, you have a call on line six.”

Translation: “Shoplifting suspect in aisle six.”

As big boxes (Walmart, Target, Home Depot and Lowe’s) continue to invest millions in loss prevention tactics and technology, shoplifters will naturally flow to independents where sophisticated LP is absent. “I’m not fear mongering,” he said. “It’s already happening.”

Matt Harper’s message: loss-prevention beats loss-reaction.

Lowe’s nurtures rural roots

At the Goldman Sachs 30th Annual Global Retailing Conference in New York, Marvin Ellison, chairman and CEO of Mooresville, North Carolina-based Lowe’s, fielded about a dozen questions from analysts. Topics ranged from share of wallet, the $250 billion market share opportunity in small-to-medium sized pro market, and the “flywheel effect”—or, the business momentum gained from small wins.

He also elaborated on one initiative that was near and dear to his retail heart: rural stores. Lowe’s is injecting a more comprehensive farm-and-ranch flavor into some 300 Lowe’s stores by the end of the year.

Explaining to analysts that he grew up in a rural environment, the Lowe’s CEO said that when he visits his dad out in the

PICTURE THIS

country, he ends up spending a lot of time in stores in the surrounding area (“to the dismay of my executives,” he added.)

The purpose of those visits is to better understand how those rural stores are serving customers. One discovery: the need to be more of a one-stop-shop.

“So we just decided to take a step back, look at the space productivity of these rural locations and [ask]: are there categories we could exit out of that are not very productive? And could we replace them with more productive categories so that we could give that rural customer more of a one-stop shop?”

He said he was pleased with results of investments in workwear with Carhartt and others, with Petco store-in-a-store concept, with ATV vehicles and other areas.

“The expectation for us is to grow share of wallet, increase number of business and transactions and increase average ticket size. And we’re really pleased with what we’re seeing in the early stages of this,” he said.

STAT OF THE MONTH 183 DAYS

That’s the average time it takes to build a single-family home in August. Last year’s cycle time: 216 days. It’s the first time In several years for a decline in the duration of the build cycle.

Source: John Burns Research and Consulting

Remote, remodeled, rebranded: The newly remodeled Browne’s Home Center — accessible only by air or sea on Washington state’s San Juan island — marks the fourth location of the TAL Building Centers family to undergo a major overhaul In recent years. Formerly known as TAL Holdings, TAL Building Centers uses the mainland Mount Vernon, Washington, location as a staging area for incoming materials. Read more at HBSDelaer.com.

DOING IT TOGETHER

The 2023 ProDealer of the Year is Kodiak Building Partners.

By Ken Clark

Kodiak Building Partners’ success story is no secret. It’s no secret in Colorado, where ColoradoBiz Magazine recently recognized the Highlands Ranch-based prodealer as its “Top Company” in construction.

It’s no secret to readers of HBSDealer, which chronicled the company’s decentralized and diversified approach — along with its carefully honed brand of due diligence — in our January cover story.

And it’s no secret to industry peers and the National Lumber and Building Material Dealers Association, which in concert with HBSDealer, bestowed upon Kodiak the ProDealer

of the Year award for 2023. The award is designed to recognize a high-performance lumberyard with a commitment to best practices and the best values of the lumber and building materials industry.

“We founded Kodiak with a vision to create a culture that empowers local leaders to succeed in the communities they serve,” said Kodiak CEO Steve Swinney. “So this award is fitting recognition for our continued focus on empowering our operators in a locally led organization that honors the legacy of the great independent operators who built our industry.”

fabricator with loads of potential just outside of Denver.

(See “Barton Supply at Fifty” on page 18.)

Over the ensuing years, and following a disciplined path of rolling up a collection of businesses in LBM and distribution, Kodiak Building Partners has grown to well over 100 locations in 25 states. Mixed in with all of its business decisions during that span was a core principle: To maintain a fiercely local approach that honors the proud, family-business legacies associated with these trades.

The chief executive added: “Congratulations go entirely to the 6,100 incredible members of our team across the country

Premier approach in Kansas City

When Premier Building Supply of Kansas City President Chris Borrego was named to lead Kodiak’s new Kansas City Market unit, the first thing he did was interview every employee.

“One thing I came across was the sense of a team,” he told HBSDealer. “It ran very strong in this organization. The market’s loaded with great competitors, and we’re the new guy on the block, so we have to bring our ‘A’ game and everything that we can to out hustle those guys.”

With that attitude, the Lenexa, Kan.-based division of Kodiak Building Partners has hit its early benchmarks and is looking to continue to grow.

Part of the strategy is to bring to the local market building innovations, while at the same time listening and responding to customer needs. Kansas City has traditionally been a stick-framed market, but the component-building share is growing, Borrego said. And that plays to the strengths of Premier Building Supply and its state-of-the-art manufacturing facilities.

Builders, Borrego said, are looking to decrease the cycle time, decrease waste, get to market quicker, get a better return on their investment— especially the more sophisticated builders.

Jason McDonald, director of sales, described the approach as flying the flag for components with a caveat: “We do it with respect” he said, “as opposed to coming in with an ego and saying ‘you need to build this way.’ We have to be able to cater to someone who wants to build with traditional rafters and stick framing.”

Regardless of the product, Premier strives to stand out as its name suggests.

“Everybody’s selling wood to a degree,” McDonald said. “And the way you differentiate in large part is by exceeding expectations.”

who serve their communities every day and collaborate to be ‘better tomorrow than we were today.’”

How is it going to accomplish that mission? After interviews with leaders throughout the company — and throughout the country — one answer jumps out. They’ll get better one market at a time.

“Kodiak leans into the idea of letting businesses operate independently,” said Jason McDonald, director of sales at Premier Building Supply of Kansas City. “Every market is somewhat unique and different, and it’s very difficult from a business strategy to apply a

Chris Borrego, top, leads the team at Premier Building Supply of Kansas City in Lenexa, Kan., one of some 100 locations in the Kodiak Building Partners family.

one-size-fits-all game plan at a national level.”

The subtleties and nuances that define market needs can differ rapidly, even in markets as close together as Lincoln and Omaha, Nebraska, where McDonald witnessed first hand dramatic differences in building practices. “Kodiak has been very smart in letting the folks that know the community, folks that know the building practices and know

Barton Supply at Fifty

Barton Supply, a manufacturer of rebar, steel supply, tilt-up, and construction supplies and the company at the center of a business deal that launched Kodiak Building Partners in 2011, celebrated its 50 th anniversary this year.

A division of Kodiak Building Partners, Barton Supply was founded in 1973 by brothers Brad, Ben, and Fred Barton and is headquartered in Aurora, Colorado.

The Barton brothers’ journey started in eastern Colorado where they grew up helping their father with his automobile junk and recycling yard. They later moved to Denver in search of job opportunities and built a successful contracting business.

After struggling to source an adequate supply of concrete materials to meet their growing business demands, the Barton brothers started Barton Supply as a concrete supply shop with basic residential foundation construction supplies such as rebar, void, windows, forming ties, lumber, and bolts as well as renting forms for concrete foundations.

“We take great pride in the long-term value we have created for our customers, employees, and vendor partners

what works — letting them set the strategy and set the game plan for the market.”

PBS was founded in 2020 in Lenexa, Kansas. It’s one of the newest of Kodiak’s 35 operating units. President Chris Borrego pointed to the power of the local focus combined with the financial resources of the much larger organization as a

over the past fi ve decades by adhering to our core operating philosophy and culture,” said Cody Brooks, president of Barton Supply. “As our company has grown and diversifi ed and our sourcing, manufacturing, and sales activities have been increasing in scope, this strategy has served us exceedingly well. Last year, we generated record sales and achieved our second-best earnings ever.”

Barton Supply has expanded its reach and service areas to include three other locations in Colorado Springs, Commerce City, and Frederick with combined warehouse and fabrication facilities of 170,000 square feet of space.

Kodiak said Barton’s continual investment in state-of-the-art manufacturing equipment has led to increased capabilities and product offerings including post-tension, residential steel, foundation supplies, basement windows, and paving. The acquisition of Barton started it all for Kodiak Building Partners.

“This 50-year milestone is a testament to our exceptional employees and the great customer partnerships they have developed, which have sustained and fueled Barton’s growth over the past 50 years,” said Kodiak CEO Steve Swinney.

— Andy Carlo

Kodiak’s leadership, from left: Don Barton, President, Construction Supplies; Jeff Smith, Chief Financial Officer; Mike Flood, Executive Vice President, Operations; Steve Swinney, Founder& CEO; Pat Flood, Executive Vice President, Operations; Matt LaScola, Vice President, Corporate Development & Real Estate; Brad Becker, Chief Information Officer; Scott Barton, Vice President, National Accounts; and Mark Garboski, Strategic Advisor.

Only LMC Dealers can bundle extraordinary service, exceptional pricing, dependable availability, market intelligence and a commitment to the community. That’s because LMC Dealers built their business by putting the customer and their community first.

As a member of the LMC national network of over 1800 locations, with billions of dollars in buying power, these companies have everything needed to get the job done right. There is no limit to what they can do.

competitive advantage.

It’s not just the paperless environment in the truss plant, the overhead monitors, the inking systems with the precision cut saws, it’s the spirit of continuous improvement, he said.

Despite the pandemic, PBS has been hitting all of the right metrics. And it’s planning to hit more.

“We’re just midway through a project right now looking at how we can ship an additional 25% out of this location,” Borrego said. “We know at some point we’ll be growing and expanding in the market, but in the meantime consistent with our growth, how can we get more out of here? And how can we do it more efficiently and save some money? It’s not just the dollars and cents, it’s how can we do better with the tools that we have?”

Like Kodiak itself, PBS is a diversified operation with activities split between manufacturing truss and panels and operating as a traditional lumberyard. Borrego says it’s a big benefit having a network to lean on.

“One of the strengths of Kodiak is that it is a great learning environment,” he said. “The company is loaded with talent and top-notch operators. These guys were in business for a number of years, and they’re also good partners in sharing information.”

Case in point Tony Shepley. The founder of Shepley Wood Products on Cape Cod in Hyannis, Massachusetts started his business on the back of a 16-foot flatbed truck 45 years ago. Today, it’s a Kodiak division with additional locations in Wellfleet and Nantucket, and 160 employees.

Shepley, who received a liftetime achievement award from the Massachusetts Retail Lumber Dealers Association late last year, described Kodiak’s ability to deliver a high-degree of autonomy to local market operators as a key differentiator.

Shepley sold to Kodiak Building Products in 2022, becoming part of Kodiak’s Retail Lumber and Gypsum Group. He continues to serve as president of Shepley Wood Products.

Cover Worthy

The 2023 ProDealer of the Year was making news even before the announcement of the award. The company’s decentralized and diversified approach to business was highlighted in the January issue of HBSDealer magazine.

Three keys to the company’s success were as true then as they are now:

Decentralization

CEO Steve Swinney explained that if something works, don’t change it. After an acquisition, the decision-making remains in the hands of the local operators who know their markets better than anyone. “We partner with great companies,” said Swinney. “Yes, of course, we do work on how to get better. But we’re not going in trying to change things right away.”

Diversification

With a diversified portfolio that runs across lumber and building materials, construction supply, gypsum, doors/millwork and interiors, Kodiak believes it is built to withstand temporary declines in any one area. And being so built, it believes it can take a long-term view, mitigating risks and maximizing growth across the company.

“We’re still in a cyclical space, no matter what,” said Swinney. “But our diversification allows us to be less cyclical and to continue to make investments in the business.”

Due diligence

Even more important than the verifi cation of numbers on a powerpoint or spreadsheet is the effort to examine the intangible qualities of a company’s culture.

“I’m a finance guy,” said Swinney. “But diligence to me is much more about the operations and the culture than it is about the numbers.”

He recounts the early days of joining Kodiak: “What they said to me — and I had a hard time believing at first because it sounded almost too good to be true—was this: ‘Six months post-sale, your customers and your employees will not really know that anything has changed.‘

”And I said, ‘yeah, OK, that sounds great.’ And I’d have to say that was true then, but it’s also true now. It’s a year-and-a-half later. And that’s a remarkable story.”

Tony Shepley, founder of Shepley Wood Products.

Since its inception in the Denver market in 2011, Kodiak Building Partners has grown steadily from coast to coast.

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Market Insights

Voices of the ‘next’ generation in LBM

By HBSDealer Staff

At industry meetings, events, and roundtables the questions are often asked: Where will the next generation of LBM leaders come from? What attracts them to the business and keeps them motivated?

The topic was a highlight of the 2023 ProDealer Industry Summit in the form of a panel discussion called “The Future is Now.” The Oct. 5 panel arrived too late for editors to include highlights here. But we did speak to several of the “Next Gen” representatives:

the adoption of new technology and new equipment,” said Sanford, the operations manager at Sanford & Hawley.

“I officially began as a laborer in the lumber yard around the age of 14 and worked my way up to my current management position where I oversee day to day operations of our lumberyards and distribution network,” he said.

The roots of his family business go deep.

On February 22, 1884, George Hutchins made a purchase at S&F Sanford Company which had recently opened in an old mill near the junction of Roaring Brook and the Farmington River in Unionville.

Farmington and Unionville are historic towns next to each other in Connecticut.

“The sale may not have been particularly noteworthy, as there is no record of the item purchased,” said a note on the company website, “but, unwittingly, Hutchins had begun a tradition of doing business with the ‘Red Store on the Corner.’ A tradition that still survives at Sanford & Hawley.”

Sanford & Hawley is the oldest business in Farmington, owned by the same family and at the same location. The company is today operated by Frank, Bob, Ted and Bobby Sanford.  Bobby Sanford’s background is rooted in operations with his experience coming from onthe-job learning.

Bobby Sanford operations manager, Sanford & Hawley

Bobby Sanford’s family and the building materials industry are interlocked. And he’s one of the NextGen here to carry on.

“What’s important to the next generation of leaders in the LBM industry are mentorship programs with company leadership, a clear path for growth, and

Also, he said, he has been pulled to assist with hiring of staff, managing their safety program, and in marketing and advertising for the company.

“I went to college at Central Connecticut State University where I graduated with a degree in construction management. I

went on to get my class A CDL while at CCSU,” said Sanford.

“This allowed me to work part time for the family lumber business making deliveries while still going to school full-time,” he said.

Frank Sanford, on the company website,  credits the long-term success of Sanford & Hawley with being “in the right spot,” but adds that the down-home atmosphere is credited for its survival.

He said: “Many other changes need to be accredited to Sanford & Hawley’s success including hard work and determination, not only from the owners, but from the employees who are dedicated to their jobs and the customers.”

About creating a culture of innovation and collaboration at his company, Sanford said, “we need to be encouraging of individuals’ voices and opinions – to be heard and be open.”

Anthony DiPrizio, operations manager, Ricci Lumber

Anthony DiPrizio comes from a family of lumbermen.

His grandfather told him he had to learn the lumber industry from the bottom up. DiPrizio said: “Looking back at this now, it was some of the best advice he has ever given me because it is why I am where I am today.”

In 1938 my great great grandfather started a lumber mill in Middelton, New Hampshire, called DiPrizio Pine Sales. They provided top quality Eastern

Anthony DiPrizio

Bobby Sanford

White Pine to builders across New England. This mill was a staple for three generations.

Today, DiPrizio is the operations manager at Ricci Lumber.

He has been in his current role for five months; responsible for purchasing, pricing strategies, inventory, and personnel among other day to day responsibilities.

The LBM industry, he said, is one that is vastly evolving.

“The small, single location, family owned companies are disappearing. The next generation can not forget what made those companies successful in the first place—that is serving our customers and putting their needs at the forefront,” said DiPrizio.

As the industry evolves with technology and finding ways to be more efficient, he said, “we can’t lose track of how personable this industry is and what it means to truly serve our customers.”

About generational differences today in the workplace, he said, “as future leaders we need to take the positives and build on them and to learn from the negatives. The older generation has invaluable experience. They have been met with challenges and came up with solutions to overcome them.”

There will always be different ideas and opinions but, said DiPrizio, “we need to listen to each other and work together in order to achieve a positive outcome. One side won’t be able to accomplish this without the other. In the end we share the same goal, to take care of our customers and employees.”

Open collaboration is the key to company growth.

“Every person in your company should feel comfortable bringing new ideas to the table. They should be encouraged to do this, not fearful of the response. This means having an open door and listening to their ideas,” he said.

The GenNext leader said the industry is full of dedicated, hardworking men and women who take pride in what they do.

“It is our responsibility to build off the hard work of those before us,” he said, “and to make it better for the generation behind us.”

Virginia Lewis, vice president, Tart Lumber Co.

A career in the LBM industry, according to Virginia Lewis, vice president of Tart Lumber in Sterling, Virginia, has its advantages. Not that there’s never a dull moment, but there’s always a variety of tasks, challenges and opportunities to deliver.

“The beauty of this job is that you’re not just doing the same thing every day,” she said. “There’s a diversity to the job. It’s not an assembly line. In our business, a lot of what we do is problem solving.”

From planning materials and delivery strategies for builders, or helping homeowners find the right kind of siding or roofing for their house, it’s the team at Tart Lumber that works to figure it out or deliver the answers.

“One of the things I teach our sales team at the counter is that you don’t have to have the answer immediately, you just have to provide them with the feedback that you’ll try your best to find the solution.”

Lewis, a granddaughter of company founder Lynwood Tart, has worked in sales, as showroom manager, in inventory management and merchandising. She’s a member of the LMC 21st Century Leaders program and participated in the latest National Lumber and Building Material Dealers Association legislative conference on Capitol Hill.

As for the next generation coming into positions of leadership, Lewis says there are opportunities to look at the business

from a fresh perspective.

“For, instance, there’s our company’s impact on environmental stewardship.” She pointed to the example of a supplier and manufacturer that provides bins to collect and recycle discarded material on the job site.

“It’s something that we as owners and operators can do to make an impact,” she said.

Also representing the Next Gen:

Kylie Holland, Curtis Lumber

Currently as executive VP, her role is focused on moving the business towards an innovative future for all 23 locations. Her passion for serving others is fulfilled through providing an others-focused company culture and continuing her family’s legacy of community commitment.

Saddie Hammond, Hammond Lumber

She is responsible for strategic planning in collaboration with the senior leadership team and facilitates employee engagement and satisfaction initiatives. She is also involved in various areas of the business including special projects, communications, marketing, and event planning.

“The beauty of this job is that you’re not just doing the same thing every day. There’s a diversity to the job. It’s not an assembly line. In our business, a lot of what we do is problem solving.”

—Virginia Lewis, Tart Lumber

Virginia Lewis

Power Tools

Locked and blocked

SECURITY DEVICES AND TRAINED STAFF CAN MINIMIZE POWER TOOL LOSS IN RETAIL HARDWARE.

By Tim Burke

Power tools are the life of the hardware store. But thefts of power tools can threaten that lifeline.

Robert Gann, general manager of Yeager’s Ace Hardware, talks about loss prevention of his power tools.

“Currently the main threats are pushouts and walkouts,” Gann said.

Thieves will grab high-ticket items, “carry or load up in carts and wait on cashiers to get busy and walk or run out the doors,” he said, adding, “this type of theft has increased since 2021.”

His hardware business is a four-store chain, with a fifth location being built. They serve the Arkansas River Valley, the west-central part of the state. They have customers from Arkansas and Oklahoma.

“Most of these work in pairs with vehicles waiting at or near the entrance. We have had discussions with cashiers to notify management if they see vehicles parked

at the front of the store,” said the GM. Threats come in the form of backpacks and large purses and totes.

“Large bags and totes are an increasing issue. We have a company policy to

use ‘aggressive hospitality’ with customers acting off or with large totes and purses,” he said.

And then there’s, “your everyday thief that steals by putting merchandise down their pants or in coats,” he said. “We have two stores located central to homeless encampments. We have lots of walk-ins from these camps and have to stay on our toes watching them.”

There are strategies he employs for stopping or lessening power tool thefts at their hardware store. And the most effective one of all might be staffing.

He said you must staff the friendliest and most aggressive team members in the Tools and Outdoor Power areas of the store.

“Assign coverage in these areas on your schedules and set expectations with the team that every customer that comes in the area is greeted,” said Gann.

The GM deploys what he calls his “aggressive hospitality” strategy with suspicious shoppers in their stores.

“Aggressive hospitality is just focusing on those suspicious shoppers, giving them assistance and staying on the same aisle as that person,” he said.

“Team members will be zoning, stocking or cleaning while the suspicious shopper is down the aisle,” said Gann, “keeping eye contact with them.” He said, most thieves will leave knowing they are being watched.”

From 5-7 p.m. his store has a company policy that the manager stays at the front end to help watch for walkouts and suspicious shoppers.

He said that each morning, managers walk the lock-up/cable-up area to ensure no cuts to cables have been made. They also test alarms on power equipment to ensure they are audible.

The GM said to keep power tools out of reach and off lower overheads.

“We have moved all power tools in overheads to the highest counters on the sales floor, which are 120-inch overheads,” he said. To prevent customers from grabbing off of overheads.

Northbrook, Illinois, Ace Hardware Manager Bradley Gadek stands in the power tools aisle near the STIHL display where each chain saw is locked. “No more chain saw thefts,” he said with a grin.

Photo by Tim Burke

A combination of technology — such as these chain saw locks and peg locks shown here at Northbrook Ace — and attentive team members, can help thwart retail hardware store theft of power tools.

Photo by Tim Burke

They want customers to see their breath of inventory, but do not want it down low enough to get stolen.

He shared his successes in loss mitigation.

“We learn and then put procedures in place for every new theft experience. Our goal is to control theft, but have merchandise accessible for the outstanding customers that shop each day,” he said.

Using photos to identify suspects is beneficial as well.

“Sharing images in a group chat when theft occurs is helpful. We have a store group chat with managers,” he said. When they have images, they share, and have the managers show their teams.

He gave tips to help the small retail hardware owner. “Know what your shrink is in theft,” he said.

Theft is a serious problem, but the shrink caused at store level is just as important as theft. Gann said, “training on proper processes is as fundamental as training to spot shoplifters.”

Once someone makes eye contact with you, the less likely they are to steal, the GM said, then added: “Aggressive hospitality works.”

Another retail hardware store manager weighed in on workable loss prevention strategies.

Bradley Gadek, manager of Northbrook Ace hardware near Chicago, said his store had a smash and grab theft four years ago.

“They crashed right through our front window and took nothing but chain saws — all of them,” the hardware manager said.

“Now we have chain saw locks on each STIHL chain saw. We haven’t had any stolen since then. They are very secure. STIHL provides the locks along with the chain saws,” said Gadek.

“I like the magnetic peg locks because it is easier for team members from any part of the store to unlock,” said Gann. “We have a company policy: ‘If it is locked up, walk it up to the register.’”

Robert Gann, general manager of Yeager’s Ace Hardware in Arkansas, said they put, “locking end caps or empty boxes on features. These allow us to keep power tools on sale out for customers to see.”

Yeager’s GM, standing in front of his store, said, “we look for items from our theft and shrink reports monthly and send out notes to managers on what I want locked up.”

Roofing Report

THE LATEST PRODUCTS AND TECHNOLOGY FROM THE ROOFING PRODUCTS MANUFACTURERS.

By Andy Carlo

Aroof over your head: that’s been a key to good shelter since the dawn of man. Fast-forward roughly ve million to seven million years later and today’s roo ng product manufacturers are well aware that a tight, strong roof continues to provide homeowners with a solid housing envelope.  This includes new products, technology, and strategies when beating the elements. Here are some of the latest solutions and achievements from the residential roo ng market:

GAF has launched GAF QuickSite reports that provide complete site-speci c data formatted to help contractors and design professionals work faster and more effectively. GAF QuickSite reports are available for both residential and commercial properties and include local building codes or roof design criteria; roof condition assessments; wind/ hail weather history; and parcel information. The latter includes information such as buildings, ownership information, and construction type so contractors can better understand the property ahead of time.

“We’re committed to delivering best-in-class service for our customers and that includes building new solutions that help them grow their businesses and simplify their lives,” said Bobby Fischer, vice president of partner programs at GAF. “Previously, gathering property information often meant pulling together research from multiple sources, but GAF QuickSite delivers this data quickly, affordably, and easily with one simple check out.”  GAF also launched a new GAF QuickMeasure mobile app. Users will be able to order GAF QuickSite and GAF QuickMeasure reports from the palm of their hand, as well as view order history, access 3D renderings and drawings, and more. GAF.com

TAMKO Certified

Contractors can now experience EagleView

Assess, a new drone service that helps contractors to quickly visualize roof damage. Plus, contractors have discounted access to EagleView’s aerial roof measurement reports as a result of a new program provided through The TAMKO Edge contractor loyalty program. EagleView Assess’s provides simple-to- y drones to capture detailed, high-resolution images of a structure and generate automated damage reports and measurements for fast and accurate repair estimates. The new EagleView Assess drones include automated obstacle detection which maps out each ight path to avoid trees, chimneys, and other potential dangers. EagleView handles insurance requirements and drone repairs and replacement through the program, and even assists with operator training for participating contractors.  TAMKO.com

PABCO Roofing Products said its Prestige shingle line has been rated UL 2218 Class 4 impact resistant, the highest rating possible for impact resistance. Newly certified Prestige shingles address the needs of homeowners and commercial-building owners in states that experience costly damage from frequent hailstorms, the asphalt shingle manufacturer said.

“Achieving UL 2218 Class 4 impact-resistance for our Prestige roo ng shingles demonstrates the exceptional quality of our product and our manufacturing processes,” said Gerry Kilian, director, sales and marketing, PABCO Roo ng Products. “Our roo ng contractor partners have a valuable new, great-looking option to provide to their residential and commercial customers.” Pabcoroofing.com

CertainTeed  announced that several of its residential roo ng products have achieved GreenCircle Certification for Recycled Content .  Recognized by the United States Green Building Council (USGBC), the GreenCircle Certication is one of the most esteemed environmental veri cations an organization can earn. Through a thorough assessment process, GreenCircle Certi cation ensures certi ed organizations are implementing comprehensive and effective sustainability practices.

The organization veri ed that CertainTeed’s manufacturing facilities in Fremont, California; Jonesburg, Missouri; Portland, Oregon; and Shakopee, Minnesota used raw material containing high levels of pre-consumer recycled across various product lines—limiting substantial amounts of waste during the product development process. CertainTeed.com

PRODUCT DESCRIPTION

American Pro Porch Flooring is a new product in the outdoor living space market. The product is designed to enhance the porch experience with its exceptional features, attractive colors, and high durability.

WHY CHOOSE AMERICAN PRO?

American Pro Porch Flooring is known for its quality and durability, produced from premium PVC materials. This ensures it can withstand various elements and provide long-lasting durability. It is also resistant to moisture, fading, and staining, preserving its appearance over time. It’s scratch-resistant surface is another significant advantage, especially in high-traffic areas such as a porch.

BENEFITS:

• High-Quality Materials: Made with premium materials domestically sourced.

• Low-maintenance Solution: It does not need to be painted or sealed. as the everlasting colors and woodgrain is backed by our 25-year fade and stain warranty.

• Scratch-Resistant Surface: Whether it’s outdoor furniture, pet’s running in and out of the house, our scratch-resistant feature can preserve the porch look.

• Multiple Colors Selection: With 6 different colors to choose from, the ability to customize your porch has never been easier.

ACCESSORY PRODUCTS:

Matching Decking for Stairs

Matching Finish Trim Nosing

Fascia Board for Skirting

All colors match each other for a picture-perfect porch.

High-quality PVC Material

Long-lasting durability. No installation issues due to slitting or cracking.

Moisture Resistant

Suitable for any climate. Resistant to mold or mildew.

Low Maintenance

Easy to clean and maintain. Provides the beauty of wood without the maintenance.

Slip-resistant Surface

Safe option for families with children and pets.

Manufacturer’s Reserve Supply is now distributing American Pro Porch Flooring exclusively in New Jersey, Eastern PA, lower New York (including Long Island), Connecticut, Northern Delaware, and Northern Maryland. Visit them at MRSLumber.com or Scan Code:

Tool for the digital generation

SHOWING HESITANT CUSTOMER WHERE AND HOW TO BEGIN THEIR PROJECTS

Home Depot has launched an online Homeowners Hub to equip the next generation of current and future first-time homeowners with what the world’s largest home improvement retailer describes as “valuable resources,” including DIY guides, product recommendations, design inspiration and more.

“Our research has shown that lack of proper knowledge, tools and time were the top barriers for millennials navigating home improvement projects, which is especially stressful for a generation of current and soon-to-be first-time homeowners,” said Molly Battin, senior vice president and chief marketing officer at The Home Depot.

According to a new survey conducted by Home Depot in partnership with Morning Consult, home ownership is one of the most stressful milestones young people face today.

The retailer reported that, “around half of millennials (53%) report worries about purchasing their first home, along with starting a family (57%) and career advancement (52%).”

Having to do renovations and home improvements, said the firm, is the most significant hesitation about becoming a homeowner, with millennials reporting that home maintenance (74%) and home improvement projects (68%) are the most stressful aspects of homeownership.

“Helping homeowners complete projects is part of our DNA, so it was a natural move to create an online resource designed to empower our customers with everything they need to confidently turn their first house into a home,” said Battin.

When a young couple walks into their new home they can use all the DIY help and resources they can get.

The survey, said Home Depot, which sampled recent homeowners or potential homebuyers born between 1981 and 2005, found that young people are willing to take on projects, but they lack the skills and know-how to tackle them:

A New Generation of DIYers: Over 8 in 10 of millennials and GenZers are interested in doing renovation, repair, design and décor projects. Yet only about a quarter of millennials and a third of GenZers would feel “very confident” about taking on a home improvement project.

Paint vs. Plumbing: Millennials and GenZers were most comfortable with redecorating (83%/86%), painting (~80%) and routine yard work (81%); while well over half of the respondents were most uncomfortable with electrical work, plumbing, roofing/siding, and window/door projects.

The Internet or Mom and Dad? Most young people would turn to YouTube or other online videos (~70%) to learn how to tackle DIY projects versus learning from a parent, family member or friend (61% of GenZers and 54% of millennials would do so). In fact, 90% of millennials and 92% of GenZ respondents said that having access to a centralized resource that provides guidance for first-time homeowners would be helpful to them.

“From moving checklists to project guides, and virtual workshops to design inspiration, the online hub brings The Home Depot’s expertise directly to customers,” said the company.

The virtual workshops provide expert, step-by-step guidance on projects like how to paint a room, replace light fixtures, install a faucet, or replace a garbage disposal.

In addition, the retailer said, a catalog of workshops teach the fundamentals of caring for different areas of the home from HVAC and plumbing to seasonal maintenance.

“Homeowners can find both livestream and on-demand options, which they can access any time and at zero cost,” said Home Depot.

How-to advice for the next generation of DIYers is on tap at Home Depot’s Homeowners Hub.

Nine out of 10 millenials say access to DIY guidance would be helpful.

Let the fun begin

FROM 1940S MEMORABILIA TO COMMUNITY SPIRIT, CLINTON HARDWARE ENJOYS ITSELF.

By Tim Burke

With uniqueness comes humor and laughter. So much that it’s ingrained into any successful hardware store, as one hardware store owner explained.

“One of our favorite situations is when a customer asks for a pane of glass 12 x 30; and you walk up carrying it horizontally and their face goes wide eyed as they tell you it should be tall not wide....” said David Billman, the president of Clinton Hardware, a Do it Best dealer, in Clinton, Maryland.

“You walk in the back out of sight, spin it 90 degrees to an upright position and return up front to inform your customer, ‘I fixed it to a 30 x 12.’ The customer is happy and we get a laugh.

“And it is always humorous seeing the look of confusion on a customer’s face when they ask for a roll of duct tape and we reply with, ‘do you need right handed or left handed tape?’ The customer always gets a laugh once they figure out that there is no difference,” said Billman.

But ok wait a second. The owner wants you to know a few serious things about his business too:

“Clinton Hardware opened its doors in 1946 as Ripple Hardware and Supply Co., Inc. We started off as a building supply located about 20 miles from downtown Washington D.C.

“I have been involved in this hardware store my whole life,” he said, “following and learning how a business should be run from my father Clyde Billman, then from my brother Dennis Billman. I have had the joy and satisfaction of working together with my family in this business.”

As the nation recovered from World War II, and the government grew, so did the town of Clinton, said Billman.

Business was booming.

“With our close proximity to DC and Joint Base Andrews — Air Force One home base — we serve a widely varied market. I think homeowners and home repair and maintenance is the largest segment of our market followed closely by the

government trade and contractors,” he said.

A key to any hardware store’s unique flavor is the culture they embrace.

“It starts with our staff. Number one, they need to have the right attitude and personality. My staff is always friendly, we greet each customer as they walk in with a friendly ‘Hello, how can we help you today,’” said Billman.

Whether your first-ever visit or 100th visit the customer is made to feel like family.

Want to create a more fun, positive and unique store culture of your own? David Billman has some ideas about that.

“You have to be open minded and adaptive, listen to your customers, and listen to your employees,” he said.

“Make your customers feel like a close friend or family member. Help your customer solve their problems, even if it means sending them to another business. A happy, satisfied customer will always come back to you and refer you to friends,” he said.

Hardware stores are unique, each in their own style.

Billman said: “Our last unique quality is our look. We have a 77 year history and we are proud of that history. A new customer is greeted inside the front door by our 1946 Red Devil paint shaker, other antique equipment and tools. It is a great conversation starter with a new customer to introduce them to who and what we are.”

He concluded: “If your business has a unique history, tie in to your market then use it to differentiate yourself from the competition. In today’s economy every advantage you can gain is only gonna help you to survive and thrive.”

And that’s how you spell unique in the language of hardware.

Near the store’s front entrance, David Billman, president of Clinton Hardware, positions himself for a photo with his hardware store memorabilia, including the Red Devil paint shaker from 1946.

Team member Rosa at the front counter, shows off a vintage cash register and other historic items that spur customers to engage, reminisce and share memories.

Poll results: ‘Yes’ to competition

CREDIT CARD COMPETITION ACT GETS APPROVAL FROM READERS.

Competition is good for the consumer, right?

A recent poll question posed by HBSDealer.com found that the majority of readers who responded are in agreement with that statement, specifically as it relates to the Credit Card Competition Act.

The act, supported by industry groups including the National Lumber and Building Material Dealers Association and the National Retail Federation, would require that there be at least two competing processing networks enabled on each payment card. (For instance: Visa or Mastercard plus an independent network such as NYCE, STAR or SHAZAM.)

With a choice, says the NLBMDA, payment networks would have to compete to

offer the best pricing, security and service. Credit and debit card swipe fees have more than doubled over the past decade and soared 16.7% in 2022 alone to a record $160.7 billion, according to stats shared by

Should Congress pass the Credit Card Competition Act?

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the NLBMDA. The NRF points to the potential savings for the American consumer amount to about $15 billion per year.

Voices in the banking industry counter that the CCCA would reduce security — allowing retailers to make transactions through cheaper,  perhaps inferior, networks. They also suggest the bill would reduce or eliminate funding for credit card rewards programs.

A recent NLBMDA bulletin strongly encouraged LBM dealers to write their elected officials in Washington to support or cosponsor the CCCA.

Swipe fees are the highest cost after labor for most retailers and are “far too much to simply absorb,” said the NLBMDA.

For more information, visit the NLBMDA at dealer.org.

Offer limited to new and existing members of UPG (UPG membership is free), subject to Verizon approval, and activation of new 1- or 2-year contract with eligible calling plan(s) of $34.99 or higher and with an activation fee/line of up to $40 and subject to a $650 early termination fee. Offers and coverage vary and are not available everywhere (unlimited plans are not eligible). For additional details, contact your Verizon Wireless Business Specialist or visit verizon.com ©2023 Verizon.

Offer limited to new and existing members of UPG (UPG membership is free), subject to Verizon approval, and activation of new 1- or 2-year contract with eligible calling plan(s) of $34.99 or higher and with an activation fee/line of up to $40 and subject to a $650 early termination fee. Offers and coverage vary and are not available everywhere (unlimited plans are not eligible). For additional details, contact your Verizon Wireless Business Specialist or visit verizon.com ©2023 Verizon.

At Orgill, a ‘Rising Star’

WHAT DO COLLEAGUES AT ORGILL SAY ABOUT ALISHA GRAY? QUITE A LOT. AND IT’S GOOD.

By Ken Clark

When the nominations for 2023 Top Women in Hardware & Building Supply came ooding in to HBSDealer headquarters, judges noticed a trend: a lot of people were nominating Alisha Gray, Orgill’s purchasing manager

The reviews were glowing. “Hard working and passionate,” said one nominator, adding: “If I had an open position, she would be the rst person I would call. She would make my team even better from day one.”

“She’s a natural-born leader,” says another. “Orgill is in a better place simply for having Alisha on the roster.”

A third says: “Alisha exudes intelligence and diligence in the hardline industry.”

In her role at Memphis, Tennessee-based Orgill, Alisha is responsible for replenishment of the Home Goods Category. The role includes a variety of duties, including item forecasting, initiating new items in the demand and ful llment system, expediting orders, maintenance of service and inventory levels, and maintaining or improving vendor relationships.

She’s also active in ways that don’t always show up on the balance sheet. She takes part in the Women at Orgill group, and she’s a member of Orgill United, an African-American Resource Group. Her newest designation is that of member of the Rising Stars of the Top Women in Hardware & Building Supply class of 2023.

She shared her thoughts on a variety of career advancement topics in the following Q&A with HBSDealer.

HBSDealer: How did you get in the hardware and building supply business?

Gray: I started as a temporary employee in the credit department at Orgill in the summer of 2007. I had never heard of the company before but it was a job that I found interesting shortly after deciding to make Tennessee my new permanent home. Sixteen years later, I am still working with the company looking

for ways to continue to grow and improve so I can deliver on the company’s mission to “Help customers be successful.”

HBSDealer: What do you like most about being in this industry?

Gray: I like that this industry is constantly growing and changing. There is always something new to learn and adapt to in this industry. Nothing stays the same long enough to get “comfortable” or complacent in what we do. There is always room for improvement and ways to better our processes and our businesses.

HBSDealer: What advice do you have for others who are either comfortable or complacent?

Gray: Do not be afraid to grow and push yourself to a higher level. Do not be afraid or ashamed to ask for help from others, especially those who have already walked the same path you are on. Trust yourself in the process. Most importantly, do not be afraid of the word ‘No.’ ‘No’ does not mean you can’t do it. It just means you might have to think of or nd another way to do it. Be resilient.

HBSDealer: What motivates you?

Gray: My faith, my family, and my friends motivate me to do better and be better. Helping others is a huge motivator for me. I like to leave things and people in a better place than when I encountered them. I try to stay motivated by continuing to be my best self and giving my best effort every day.

At the 2023 Top Women in Hardware & Building Supply event in Chicago, Nov. 15-16, Gray will participate in a panel presentation titled “Fresh Look — from the eyes of future leaders.” For more information, visit HBSDTopWomen.com

The 2023 Top Women in Hardware & Building Supply awards and networking event will return to Chicago Nov. 15-16. Find out more at HBSDTopWomen.com.

“Do not be afraid of the word ‘No.’ ‘No’ does not mean you can’t do it. It just means you might have to think of or find another way to do it. Be resilient.”

—Alisha Gray, Orgill

People in the News

HD Supply, a wholly owned subsidiary of The Home Depot , announced that Marc Brown has been named CEO. Brown joined Home Depot in 1998 and during his 25-year tenure with the company he has held a wide range of leadership positions across store operations, pro and supply chain. His extensive experiences throughout the company include tool rental, pro sales, regional vice president, senior vice president of retail operations, and most recently, senior vice president of supply chain, HD Supply said.

Robert S. “Bob” Neumann, the CEO and founder of Erie Materials, passed away on Sept. 18. Neuman, 82, resided in Skaneateles, New York and Jupiter Florida, and founded Erie Materials in 1973. This year, the Syracuse, New York-based company is celebrating its anniversary. Neumann transformed a modest Mattydale, New York warehouse he purchased in 1973 into a regional building supply powerhouse with 375 employees and 10 locations in New York and Pennsylvania. The building products distributor’s 11th location is expected to open in Poughkeepsie, New York in 2024. “The only thing I have to sell is service,” Neumann often said.

Kodiak Building Partners has promotJenny Vasquez to vice president of human resources. In her new position, and as a member of the building products distributor’s executive leadership team, Vasquez will oversee an array of human resource functions, including evaluating the people-related business strategy through a top talent lens, the company said. Vasquez will also concentrate on talent acquisition, engagement strategies, performance management, learning and development, employee relations, and organizational effectiveness.

Wilson Lumber Company announced that Josh Hendrickson, currently the company’s vice president of sales and marketing, will succeed current president and chief operating officer John Marshall in the fourth quarter. Hendrickson brings more than 18 years of industry experience to his upcoming, new position. Wilson Lumber CEO Robb Wilson said Hendrickson is the perfect fit to lead Wilson Lumber into the next phase of growth and success.

Nation’s Best Holdings has named Jace Mattinson as the company’s new chief operating officer. Mattinson joined Nation’s Best as chief financial officer, bringing a wealth of expertise in private equity as well as substantial roles as CFO and division vice president at Higginbotham Brothers and US LBM. Since his inception at Nation’s

Best, Mattinson has embraced expanding his responsibilities, encompassing the oversight of fleet and safety, along with the management of the Nation’s Best IT department.

ECI Software Solutions, the global provider of cloud-based business management software and services, has appointed Riz Karim as chief customer officer. Karim joins ECI with more than 20 years of experience in the global software industry. In his new role, the CCO will lead customer-facing teams, collaborating across divisions. Previously, Karim served as senior vice president of global services and support at Everbridge, a provider of critical event management and national public warning software solutions

Makita appointed Sean Okada as president and CEO. He comes to the U.S. after seven years as president of Makita Australia. He also held leadership positions at Makita United Kingdom and Makita Gulf in Dubai. He will lead the company as its initiatives include an accelerated expansion of the 40V and 80V max XGT system of equipment and tools, which will push cordless technology into more professional applications.

Brown

Neumann

Vasquez

Hendrickson

Mattinson

Karim

Okada

Residential Construction/Sales

Monthly Retail Sales, not adjusted

13 months of housing starts and existing-home sales home centers and pro dealers (NAICS 444) and hardware stores (NAICS 44413) NAICS 444 (sales in $ billions) NAICS 44413 (sales in $ billions)

HBSDealer Stock Roundup

the percent-change performance of stocks based on Sept. 28 prices

Consumer Watch

BECN (BEACON); BLDR (BUILDERS FIRSTSOURCE); BMCH (BMC STOCK HOLDINGS); MAS (MASCO CORP.); HD (HOME DEPOT); LOW (LOWE’S); SHW (SHERWIN-WILLIAMS); SWK (STANLEY); TSCO (TRACTOR SUPPLY); WY (WEYERHAEUSER); DJIA (DOW JONES INDUSTRIAL AVERAGE)

SOURCES: LABOR DEPARTMENT, THE CONFERENCE BOARD, AAA

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