Seeing is believing inside the industry’s leading design centers, where builders, architects and homeowners respond to sophistication and innovation. FROM THE EDITOR
8 Happy birthday to Dr. Ike, the leading retailer of Laredo, Texas.
Done deal for QXO
Orange aprons at the International Builders’
TECHNOLOGY REPORT
24 Orgill ask some big questions
25 Do it Best shares its e-journey
REGULATORY NEWS
27 Tariffs and libusters: It was an exciting time for the NLBMDA legislative meeting
MARKET INSIGHTS
30 James Hardie’s $8 billion deal
A rst for Southern Yellow Pine
WOMEN IN HARDWARE & BUILDING SUPPLY
32 Meg Walbridge carries on the family tradition
EVERY ISSUE
Here’s What’s Online
Product Knowledge
in the News
Quikrete Industry Dashboard
Above and on the cover: Hammond Lumber Company in Maine. (Photos courtesy of Dave Dostie Photography).
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My dinner with Dr. Ike
Dr. Ike was sitting at a table at the B-Line Diner at the Hyatt Regency in Orlando when I spotted him. Catalogs and brochures collected from the Do it Best and True Value Spring Market were spread in front of him. His daughter Karen was sitting opposite.
Dr. Ike’s real name is Ike Epstein, and he’s the founder of Economy Lumber Yard of Laredo, Texas, the forerunner of the three-unit Dr. Ike’s Home Center. He’s been in the business since 1959, and longer if you count his experience with his father’s homebuilding company.
He celebrated his 93rd birthday here at the market.
“Yes, I am Dr. Ike,” he said when I approached. “How did you know? Have a seat.”
When Dr. Ike asks you to sit, you sit. And you enjoy the ride.
“My doctorate? It came from the School of Hard Knocks. People want to buy from Dr. Ike, the home doctor. They don’t want to buy from Economy Lumber Yard ….
“So I had a friend who had a Chevrolet dealership, and General Motors headquarters sent a marketing guru to Laredo to work with my friend. And we were all at dinner one time, and this guru says to me that he could create for me a logo and a six-week marketing plan for $250. And I said, OK, it’s a deal ….
“And it was different back then. There were no lawyers and no papers to sign.
Ken Clark, Editor-in-Chief
It was a handshake deal, and that was all there was to it ….”
“I’m going to stay with True Value and also use Do it Best. You need to have your salt and you also need your pepper ….”
“I’ve had managers say to me, why don’t we do some of the stuff that Home Depot does. And I tell them, if we did the stuff that Home Depot does, then customers don’t need us. Home Depot is just two blocks away from the store. They could go to Home Depot ….”
“We did things different, and we do things different to this day.” Like what? “Well, when Target or Walmart sends out a yer, the yer that goes out today was probably printed last November. But I want to wait to the last minute, because if I see it’s going to rain, I want to put ponchos in the yer. And Home Depot isn’t going to have ponchos in their yer.” [He pointed to Karen] “She’s always telling me I’m late.”
On cue, Karen added: “We have to catch a plane.”
So Dr. Ike left me with one nal gem: “Come down to Laredo, we’ll give you a tour.”
Me and Dr. Ike
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EDITORIAL ADVISORY BOARD
Levi Smith, CEO, Franklin Building Supply
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
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QXO makes a deal, finally
AFTER MONTHS OF SPECULATION, HOSTILE BIDS AND POISON PILLS, QXO ACQUIRED BEACON ROOFING SUPPLY.
On March 20th, the boards of Beacon and QXO came to terms, launching QXO— the brainchild of billionaire investor and entrepreneur Brad Jacobs—into the building products distribution business. The two entered into a de nitive merger agreement under which QXO will acquire Beacon for $124.35 per share in cash—an $11 billion deal, roughly.
“Acquiring Beacon is a key milestone in our plan to create substantial shareholder value and establish QXO as a leader in the $800 billion building products distribution industry,” said Jacobs, chairman and CEO of QXO. “We will be applying our proven playbook to a platform ripe to deliver above-market organic growth and signi cant margin expansion.”
QXO spokesman Joe Checkler said the Connecticut-based company intends to grow very big, very fast.
How big? $50 billion is the target.
“We expect Beacon to be the rst of many acquisitions, putting us on track toward our intended goal of $50 billion in revenue,” he said. “Beacon is a great company in a large and growing industry, and we’re con dent that the same playbook we used in waste management, equipment rental and transportation is completely applicable to Beacon’s business.”
Checkler pointed to Jacobs’ experience with acquisitions in 2015 of Norbert Dentressangle and Con-way. Both, he said, were integrated simultaneously into a cohesive, global organization and doubled each of their pro ts between 2015 and 2018. “We see similar opportunities with Beacon,” he said.
Beacon reported net sales of $9.76 billion in 2024.
The Beacon board had resisted the takeover on the grounds
Brad Jacobs, CEO of QXO.
that it undervalued the growth potential of Beacon and its nearly 600 branches across the U.S. (mostly) and Canada. But QXO’s bid eventually won them over with a bid above the BECN trading price.
Stuart Randle, Beacon’s chairman, explained, “Since QXO made its initial offer last November, we have evaluated strategic alternatives to enhance value for all of our shareholders. Following our board’s comprehensive review, we concluded that this transaction is in the best interests of Beacon and its shareholders given the immediate premium and certainty of value in cash it offers, particularly in an uncertain environment.”
Among the factors that attracted QXO to Beacon, and the building products distribution industry in general, are:
The highly stable, non-discretionary nature of repair and remodeling.
The need for construction, as the average commercial building is 50 years old, and the average home is more than 40 years old. And much additional construction will be required to ll the shortage of homes in the market.
Infrastructure repair: an estimated $2 million will be required over the next two decades
Essentially, the business is made in the USA and sold in the USA, mitigating tariff risks.
“We’re highly con dent that we can substantially grow Beacon’s margins using the same playbook we’ve used in the waste management, rental equipment and transportation business,” Checkler said.
Openings, closings and acquisitions
Recent activity re ected on the map includes the closing of 142-year-old hardware store—Brown’s Hardware—in Falls Church, Virginia; the ground-breaking for a major expansion of a Stine Home & Yard store in DeRidder, Louisiana; and the green eld opening in northern Idaho of Ponderosa Building Supply, a division of Kodiak Building Partners. For more coast-to-coast activity, visit HBSDealer.com/map
Immigration and the trades
Immigration policy is a “wild card” for the construction industry, according to National Association of Home Builders Chief Economist Robert Dietz.
There are about 200,000 open positions in the construction industry, he said. And houses and condos aren’t going up as fast as they were in 2022—single-family and multi-family construction are both down about 20 percent.
“It’s a little bit easier to nd crews now than it was say two years ago,” Dietz said, during an economic forecast delivered at the recent International Builders’ Show. “However, the wild card to that of course is what’s the impact on immigration policy.”
Dietz offered a breakdown of the occupations in the construction sector that are particularly dependent on non-native born workers:
INMIGRANT CONSTRUCTION WORKERS
Share of immigrants in labor force, 2022
Plasterers/Stucco Masons
Drywall/Ceiling tile installers
Painters and paperhangers
Roofers
Carpet, Floor, Tile Installers
Construction Laborers
Hazmat Removal Workers
Brick and Stonemasons
Helpers
Insulation Workers
Carpenters
Cement/Concrete
Source: NAHB analysis of Census data
When looking at the overall construction labor force, about one-third was not born in the U.S., Dietz said. But for specialized occupations such as plasterers, stonemasons, tile installers, painters and roofers—“these shares are really quite high.”
The share of immigrant labor varies signi cantly by region. Not surprisingly, traditional gateway areas in the United States such as New York, New Jersey, Florida, Texas, California and Nevada have particularly high shares — from 36 percent in Nevada to 40 percent in Texas and California.
Several Midwestern states fall in the single-digit percent zone, including just 1 percent in North Dakota, according to NAHB estimates.
“So there’s a lot of geographic variation in terms of the at risk of the construction labor market if we were to see a real emphasis on mass deportation,” Dietz said.
The NAHB stats did not take into account the status of the construction workers as documented or undocumented.
In contrast, a recent webinar from John Burns Research and Consulting included a slide with the headline: “High shares of drywall installers, roofers, painters and other construction workers are undocumented.”
The JBREC webinar (“A New Landscape: Prices, Products and the
Golden Heart update, from North Carolina
Recovering from the destruction wrought by Hurricane Helene remains an uphill challenge for many communities in Western North Carolina.
To support ongoing recovery efforts, Lowe’s is investing $2 million, including an additional $1 million to build temporary homes that are still urgently needed in some of the most rural parts of Lowe’s home state.
Lowe’s says it has now invested nearly $14 million in Hurricanes Helene and Milton response and recovery efforts.
“There’s been ongoing progress toward recovery in the mountain communities devastated by Helene. However, we know many of our neighbors still face enormous challenges,”
President’s Executive Orders”) sourced the Burning Glass Institute to offer stats showing that the estimated undocumented immigrant share of drywall/ceiling tile installers was 50 percent in the total United States, and 66 percent in southern border states of California, Arizona, New Mexico and Texas.
For roofers, the breakdown was 37 percent across the U.S., and 49 percent in the border states.
Matt Saunders, senior vice president of building products research for JBREC, pointed to a January earnings call commentary from Pulte Homes: “In terms of impacts to the broader labor force, even just beyond construction labor to the extent that there are deportation activities, there’s no question there will be less labor available, and that will have an impact on all wage rates, and we’ll certainly have to deal with that as that becomes more clear.”
Also from January, a quali ed remodeler survey found that around 33 percent of U.S. design build rms said that rising deportations will impact their business, and they cited the expectation of longer cycle times, project delays and higher labor costs.
“The implication of what’s happening with deportations and these trades over indexing to undocumented workers is that we should expect continued wage growth in 2025,” Saunders said.
said Marvin Ellison, Lowe’s chairman and CEO. “Lowe’s is committed to supporting recovery efforts by investing in solutions, like skilled trades education, that can accelerate the region’s recovery while also helping those in need now.”
Tiny homes under construction for storm victims.
Orange aprons at IBS
AFTER 16 YEARS, HOME DEPOT RETURNS.
“It’s about time.”
That was the slogan writ large on the wall at The Home Depot booth here during the International Builders’ Show, where the world’s largest home improvement retailer made its return after a 16-year absence.
The double-meaning of the slogan also re ects the company’s pursuit of time-saving, ef ciency-building programs to serve its pro customers. And according to Chip Devine, Home Depot’s senior vice president of outside sales, the focus on the pro is a transformative journey for the retailer.
“We are a different Home Depot than we were a year ago,” Devine said. “We’re very different than two years ago, and really different than three years ago. But we are just in the beginning.”
At the heart of the change is the ambitious effort to expand its relationship with the pro customer — moving way beyond a sort of convenience store for contractors and into the realm of what the company calls the “Complex Pro” for a larger share of the construction market.
The effort to expand with the pro is so signi cant that Devine described it as the “next great chapter of growth” in the storied history of the company. The rst chapter begins with the founders and the made-from-scratch beginnings of the warehouse-home-center model; the second features the Frank Blake-led investment in interconnected retail and e-commerce; and the third is the current expansion with the pro.
The math behind the emphasis checks out. According to Devine, professionals generate nearly 50% of the company’s revenue. And since acquiring SRS Distribution, the company estimates its total addressable market is about $525 billion. Recognizing this, Home Depot has made signi cant investments in infrastructure and technology to meet the speci c needs of contractors and builders.
“A small contractor may use us end-to-end in our stores, but we understand that larger pros need more than just cash-and-carry services,” Devine said. “We’re building out our pro ecosystem to provide solutions that save time and streamline project management.”
Product Knowledge
Product: The Northstar 30-inch BottomMount Refrigerator
Manufacturer: Elmira Stove Works, based in Ontario, Canada
MSRP: $5,295 to $5,595
Knowledge: The midcentury-modern-inspired design of the 1950 Northstar refrigerator features 18.5 cubic feet of total capacity, 12.94 cubic feet in the fridge. The elongated chrome handles bring style and nostalgia to the kitchen. Candy red (shown here) is an option along with buttercup yellow, black, white and bisque. Ice maker is optional, and so is a draft beer system. Components are sourced in the U.S. and Canada.
Fun fact: Elmira Stove Works, like Hardware & Building Supply Dealer, is celebrating its 50th anniversary in 2025.
Quotable: RONA goes home-grown
“We’ve always had a strong selection of Canadianmade products. In fact, less than 10 percent of our supply comes directly from the United States,” said J.P. Towner, president and CEO of RONA Inc., one of Canada’s largest home improvement retailers, announcing its partnership with Well Made Here, a Canadian non-pro t group.
“The challenge was primarily about making these products more visible. To help consumers choose Canadian-made products, they need to be clearly identi ed, well-organized and prominently displayed. This is where our partnership with Well Made Here truly makes a difference. Thousands of additional products have now been endorsed under the Well Made Here program.”
Chip Devine, right, at the International Builders’ Show in Las Vegas.
BuildRight® Star Drive Deck Screw
The art of the show
The world becomes more digitized every day, but so much of sales still hinges on human connection, face-to-face interaction and seeing items up close. That sort of tangible connectivity seems to be one of the driving forces behind the evolving look of showrooms, a longtime marketing stalwart in the world of hardware and building supply.
While some in the industry have either scaled back traditional showroom concepts or perhaps pivoted more toward online showcases, many more are doubling down on physical spaces to display products. And now, it’s about more than just selling.
Meaningful connectivity and multi-purpose uses
One trend appears to be showrooms becoming more than mere static,
WHY SHOWROOMS STILL MATTER. AND HOW THEY’RE CHANGING.
By Robby Brumberg
passive displays for lookie-loos. Simpson Strong-Tie’s newest facility in Las Vegas, for instance, doubles as a distribution center (DC), training facility and product demonstration site. There are also o ces and spaces reserved for customer and industry partner meetings, professional development and employee collaboration. The entire location is 59,436 square feet, but the company carved out a 4,470-square-foot event space with capacity for 297 guests, which features a state-of-the-art audio/visual system to facilitate presentations and get-togethers. It also includes a demonstration room to facilitate hands-on training with Simpson StrongTie products.
Many showrooms are also getting bigger.
Ferguson is another company leaning into a new vision for its 250+ showrooms. The company recently shared plans to streamline its approach, with a heavy emphasis on
Companies are increasingly opening up the promotional playbook to tout products and services in new, unique ways.
Californiabased MSI’s new Nashville showroom, which doubles as a DC as well, is 150,000 square feet. The facility is open to the public and provides services like product selection and product samples, as well as virtual branch tours and slab selections.
hands-on interaction with products and personalized consultation services.
Caroline Danielson, Ferguson’s director of showrooms, explains the shift: “Today’s customer values a fluid and connected experience, and Ferguson Home now combines the expert guidance, extensive product
Ferguson is reinvigorating its showroom approach.
MSI’s massive new Nashville showroom.
Lighting up the showroom concept
Seeing is believing at Leviton LIVE locations.
“Our Leviton LIVE customer experiences open customers’ eyes to the full breadth and depth of what we o er,” says Steve Anson, Leviton’s senior director of marketing. “Many visitors leave saying, ‘I didn’t realize Leviton did that!’ because they often focus on a specifi c product or industry. Seeing everything in action helps them discover new possibilities for their projects.”
The five LIVE locations o er more than just product demonstrations; they create immersive, in-person engagements that go beyond traditional sales and training events. Visitors can take part in business reviews, individualized meetings with the sales team and tailored product showcases, allowing them to see fi rsthand how Leviton’s solutions can address their specifi c needs.
Each Leviton LIVE location serves as a case study for modernizing infrastructure with cutting-edge technology. In Lake Nona, Florida, for example, a residential space was transformed to showcase smart home innovations, including Decora Smart lighting, AFCI and GFCI receptacles, USB charging outlets, and EV charging stations. Meanwhile, the newest Leviton LIVE facility, in Nashville, breathes new life into a historic 1892 industrial building, integrating modern commercial lighting, cabling and energy management solutions while preserving the structure’s original brickwork and columns.
With over a decade of operation, the Leviton showrooms have had a signifi cant impact on both the company and
a review
Bliffert Lumber & Design in Sun Prairie, Wisconsin, features a 17,730 sq. ft. showroom with a modern design center, an updated display area showcasing a variety of cabinetry and products, as well as a loft meeting area and of ce space.
Custom millwork and cabinetry designs by their own millwork shop at Bliffert Fillinger Millwork are put on display in the recently renovated showroom. Visitors can explore a hidden pantry, a handcrafted slat-panel closet, and a variety of cabinetry and countertop options. The welcome desk, framed by large wooden beams that serve as a tech hub, also adds a creative touch to the space.
In addition to the showroom, the property also includes an expansive lumberyard and millwork warehouse.
its customers. These spaces demonstrate Leviton’s portfolio, helping professionals envision how di erent solutions can be integrated into their work. The hands-on approach allows builders, contractors and integrators to interact with Leviton’s lighting, electrical, and network solutions in real-world applications.
The concept for Leviton LIVE was born out of a desire to blend the best aspects of trade shows and networking events with personalized customer support. Anson explains that the company wanted to create an environment where professionals could experience hands-on demonstrations, gain in-depth training and build lasting relationships with Leviton experts.
“We believe there’s no replacement for in-person engagement,” Anson emphasizes. “Our experience centers provide serious and immersive conversations, combining the best of training, product demonstrations, and business strategy discussions—all in a space designed to inspire and educate.”
Additionally, technology plays a crucial role in enhancing the experience at these centers. Each location is designed for maximum productivity, featuring fl exible classroom spaces, hybrid meeting technology and digital signage that showcases Leviton solutions.
As the industry evolves, Leviton LIVE intends to evolve with it.
“In-person experiences will become even more personalized and data-driven,” says Anson. “We are committed to investing in technology and training to ensure Leviton LIVE remains a valuable resource for our customers.”
“From the lumberyard to the new design center, we’ve put thought and consideration into every area,” said owner Eli Bliffert. “We hope it offers an elevated experience for our customers and community members.”
Bliffert Lumber & Design
Leviton LIVE locations provide “immersive, in-person engagements.”
On sales: Pillars of professionalism
UNLOCK SUCCESS WITH FOCUS, EFFORT AND ATTITUDE.
By Brian McCauley
While luck, fate or even a random tip from a Ouija board can sometimes play a role in success, there are three key factors that consistently drive achievement: Focus, Effort and Attitude. Unlike chance, these are entirely within our control, giving us the power to shape our own success. Let’s break them down.
FOCUS
Life as a salesperson can be chaotic. Between appointments, traf c delays, endless phone calls and unexpected issues demanding attention, staying focused is a challenge—but a crucial one.
Plan your week and your day with intention. Keep that plan visible, and stick to it as much as possible. Reacting to every distraction may feel productive, but if your key tasks remain un nished by day’s end, what have you really achieved?
EFFORT
Successful people go the extra mile—doing the things that others are unwilling to do. Push yourself to make that extra call when you’re tired or invest additional time seeking new business leads. Sales is hard work, and success often comes down to working harder than your competitors.
Ever wonder why Lamborghini doesn’t advertise on TV? Because those who can afford one aren’t spending their time sitting around watching commercials.
ATTITUDE
Your attitude shapes your outcomes more than you may realize. While we can’t control everything that happens to us, our response to those events can de ne our success.
As Charles Swindoll wrote in his poem Attitude, “I am convinced that life is 10% what happens to me and 90% how I react to it.” Maintaining a positive mindset and taking ownership of your attitude is key to moving forward, even in challenging circumstances.
Outrun the Competition, Not the Bear
I often share a story that illustrates these three principles:
Imagine you’re standing in a forest clearing with a competing salesperson, both of you venting about frustrating issues at work—misplaced orders, dif cult customers and competitors offering baf ing deals. Suddenly, a grizzly bear emerges from the trees, roaring loudly.
Your competitor panics, trembling in fear. Meanwhile, you calmly tighten your shoelaces.
“You can’t outrun a bear,” your competitor stammers.
“I don’t have to outrun the bear,” you reply with a grin. “I just have to outrun you.”
And the same goes for all of us. Don’t focus on things you can’t control, like a co-worker’s quality of work or crazy deals offered by your competitors. Instead, adjust your attitude, focus every day on the tasks at hand, and make an effort to run harder than your competition. That’s how you beat your competitor!
Brian McCauley, The Sales Guy, is director of sales training for Cornerstone Building Brands. He has spent 30 years in the building materials industry. Over that time, he’s held a variety of sales and sales leadership roles. Brian has trained thousands of people nationwide and speaks from coast to coast with a focus of helping people nd greater success in sales. Visit BrianTheSalesGuy.com.
Orgill asks some big questions
By Robby Brumberg
Orgill, which was founded before the Civil War during the James K. Polk administration, has not historically been known as a leading technology innovator. But that’s changing, thanks to a tech-heavy approach embraced by CEO Boyden Moore.
“Our roots are as a distributor, but it’s fun to nd new ways to help customers be more successful,” Moore told HBSDealer at Orgill’s recent Spring Dealer Market in New Orleans. He views technology as a key way to “eliminate scale disadvantage for the smaller guys.”
Leading the company’s charge into the wild blue yonder of innovation is Marc Hamer, Orgill’s executive vice president, chief information and technology of cer, who has been with the company since 2020.
“I always look at tech in two ways,” Hamer says, “What does Orgill need? Second, what do our dealers need?”
It’s a vast domain that entails nding new solutions to streamline retail operations and distribution strategy, as well as bolster enterprise tech efforts for Orgill’s nearly 6,000 employees.
Hamer points to several new initiatives, such as the implementation of Geek+ warehouse automation technology in designated Orgill facilities, which he says “helps us move three times faster with fewer people.”
The company also has launched a new HCM (human capital management) system to ensure Orgill and its subsidiaries, Tyndale Advisors and CNRG, are all on the same systems and analyzing the same data. With up-to-date companywide data sharing, Hamer says, Operations can see where there are bottlenecks while Credit and Finance can also spot pricing opportunities or gaps, for instance. All told, Orgill sells roughly 500,000 SKUs but keeps track of 1.4 million SKUs in a PIM (product info management) system, which enables it to monitor a broader swath of what’s selling industrywide.
“My No. 1 job is to make everyone else’s job easier and more ef cient,” Hamer says.
Moving forward, Hamer says “clean, accurate data” (for employees, customers, vendors and products) is a top priority.
“As we standardize and integrate our data effectively, it will become a powerful way of optimizing our supply chain. Additionally, it enables us to analyze sales trends, identify inventory needs and negotiate better pricing and service levels with our suppliers.”
Tech challenges—and opportunities
“We want to come up with better pricing solutions for retail and dealers,” Hamer says. To that end, the company is in the process of implementing a new pricing solution at the distribution level. It’s also crafting different programs for dealers, which compare data with the competition and include regional sales data to see what items are selling well in their area. Ultimately, it’s a way to show customers what their competitors are selling a ton of, says Hamer. (Imagine the competitive advantage of having real-time insights into the product offerings, inventory changes and replenishment cycles of the competition.)
“The more value we deliver to our partners, the more data they’ll be willing to share with us. By gaining insights into their optimal inventory needs, we can make more strategic purchasing decisions and enhance the overall value we provide,” Hamer says.
Keeping everyone on the same page Hamer says he strives to be the central hub that brings all the departments of Orgill together. With nearly 6,000 employees, that’s no easy task, but “having a Customer Relationship Management platform [Salesforce] has been huge.” Each department used to have different systems and siloed information. Now, everyone sees the same data—and can plan or collaborate accordingly.
Part of the job is education, too. Hamer says he’s working hard to ensure everyone in the company is aware of what’s possible in terms of automated inventory management, for instance, along with other emerging tech to make colleagues’ lives easier.
Robots at work in Orgill’s Tifton, Georgia, distribution center.
Marc Hamer, executive vice president, chief information and technology of cer, Orgill
The company also recently implemented a companywide intranet (called “IN-SITE”) that features speci c channels and static pages to keep everyone organized, informed and educated. IN-SITE provides a centralized space where employees can access announcements, policies, procedures and processes, fostering collaboration and engagement while ensuring seamless communication across the company.
What tech priorities are next?
In Hamer’s view, the company’s ongoing pricing project will be a “huge win” that will bring tangible value to Orgill nation. Making it easier to buy and sell online, streamlining in-store pickup, and overall improvement of e-commerce is also in the crosshairs.
Moore agrees that the company is focusing on conquering the digital frontier—especially in terms of managing new customer growth.
“For Orgill, we have a lot of new business coming online. How to speed
Do it Best shares its e-journey
Do it Best VP of Marketing and Ecommerce Allison Flatjord took the stage at the recent Adobe Summit to share insights on how the company is using Adobe’s platform to drive growth and pro tability for independent home improvement retailers.
Speaking alongside Do it Best Ecommerce Divisional Manager Corbin Prows and Publicis Sapient Vice President & Managing Partner Ganesh Rangarajan, Flatjord highlighted how technology is shaping the future of e-commerce in the home improvement and lumber and building materials industry.
Do it Best is currently empowering more than 4,000 independent hardware, building materials, and lumber dealers with cutting-edge digital solutions, the co-op says. And following the acquisition of True Value, the company says it has doubled its network of independent stores, raising the stakes for its e-commerce strategy even higher.
Do it Best says the Adobe platform is a key driver in leveling the playing eld and can enable independent retailers to compete in an evolving
digital landscape.
Flatjord’s session, “Do it Best Leverages the Adobe Platform to Drive Growth for Independents,” provided insights to Fortune 100 and 500 companies on how the company selected Adobe to power its digital platform and partnered with Publicis Sapient to accelerate its digital transformation.
Attendees gained a behind-the-scenes look at the company’s launch journey, key lessons learned and ongoing strategies to extend the Adobe platform’s capabilities to support individual member stores with enhanced content and data.
In addition to describing the challenges of the massive project, Flatjord described Do it Best’s acquisition of True Value out of bankruptcy as “a huge opportunity for e-commerce for us” and an opportunity that the combined company is equipped to handle, thanks to its investment in its ecommerce platform.
Allison Flatjord, VP of Marketing and Ecommerce, Do it Best
up some of those conversions is crucial,” he says, sharing that Orgill completed 581 store projects in 2024, including roughly 300 full conversions. Moore says Orgill added more than 1,000 new stores each year in 2024 and 2023 and is now shipping to about 13,500 of the approximately 30,000 independent hardware stores, home centers and lumberyards in the U.S.
Despite ever-growing numbers, that word, “personalization,” will remain key moving forward.
“The reason why independents are powerful is that personal touch,” Hamer says.
Do it Best’s IT leaders demonstrated highlights of its e-commerce journey, with the help of Connelly’s Hardware & Rental (above).
Being tapped for a speaking role at the Adobe Summit was seen as badge of honor for the Fort Wayne, Indiana-based company.
“Even though [True Value is] such a well-known brand, they actually don’t have a site that customers can shop from. And so there’s a lot of potential. Their vanity site gets a lot of traf c. And so for us, we’re just thankful that we have great partners that can help us with how we move forward.”
“Allison’s leadership in e-commerce and digital marketing has been instrumental in advancing technology solutions for independent home improvement retailers,” said Do it Best President Nick Talarico. “Her presence at Adobe Summit underscores the company’s role as an industry leader and highlights the impact of our digital initiatives in driving growth and success for our members.”
A whirlwind in Washington
TRADE DISPUTES, TARIFFS, CONGRESSMEN, FILIBUSTERS AND MORE
By Ken Clark
Washington, D.C. —It was an exciting time to be in the nation’s capital.
The National Lumber and Building Material Dealers Association Spring Meeting & Legislative Conference kicked off here as New Jersey Senator Cory Booker a few blocks away was breaking the all-time libuster record, extending it to 25 hours, 5 minutes.
Of far more practical importance, the two-day NLBMDA event also coincided with the president’s highly anticipated April 2 (“Liberation Day”) announcement that unveiled sweeping tariffs, which the White House says “will restore our workforce, rebuild our economy, and nally put America rst.”
International trade policy, of course, has proven highly controversial, with strong industry support for tariffs (Steel Manufacturers Association, U.S. Lumber Coalition) and strong opposition (National Association of Manufacturers, National Retail Federation, U.S. Chamber of Commerce).
A recent survey of HBSDealer readers found 72 percent of respondents responded “no” to the question: “Should the U.S. pursue a policy of aggressive tariffs?”
Heading into “Liberation Day,” the NLBMDA’s open letter to President Trump pointed to the importance of Canadian SprucePine-Fir and recommended against any “actions taken by the Administration that will negatively impact our common goal of improving housing affordability.”
The White House seemed to agree, foregoing any additional levies aimed at Canada and Mexico.
Congressmen Gabe Evans (R-Colorado) and House Marjority Whip Tom Emmer (R-Minnesota) addressed the joint audience of NLBMDA and the Window and Doors Manufacturers Association. (Later in the day, Emmer’s support of the tariffs appeared on Whitehouse.gov: “For too long, foreign countries have taken advantage of us at the expense of American workers,” Emmer said.)
And with the eyes of the world on issues swirling around Washington, the NLBMDA carried on with its focused lobbying
effort. Four key policy items were identi ed:
The item: Affordable Housing Credit Improvement Act
The pitch: the idea is to address the nation’s shortage of affordable housing by protecting, expanding and strengthening the low-income housing tax credit.
The item: Credit Card Competition Act
The pitch: Credit card swipe fees have more than doubled over the past decade. To bring an end to excessive credit card swipe fees for small businesses by allowing retailers to access more credit card payment network options.
A proposal described by NLBMDA’s government affairs director Matt Delaney as a “legislatively mandated free-market solution” that will be opposed aggressively by lobbyists from the big banks “who wear much nicer suits than I wear.”
The item: Fix our Forests Act:
The pitch: Designed to provide critical reforms to forest management to protect vulnerable communities and make forests healthier and more resilient.
The item: Small business tax priorities
The pitch: Extend tax relief for small businesses by including a variety of programs in the upcoming tax bill. Among them is the 100 percent bonus depreciation, also known as full expensing, allowing businesses to immediately deduct the full cost of qualifying capital assets. Also, NLBMDA supports the Death Tax Repeal Act of 2025, which seeks to permanently repeal the estate tax.
Scott Yates, of Denver Lumber Company, with Rep. Gabe Evans (R-Colorado).
Greenworks’ hybrid power washer
With the ability to power up from either an AC 120V outlet or two 60V batteries, this pressure washer delivers 3000 PSI. It also comes with a 35-foot power cord for standard use and the option to go cordless for up to 30 minutes of runtime at full power. It retails for $649.99
Coast rechargeable batteries
From a brand know for its high-end ashlights, here are its Zithion-X AAA rechargeable batteries, compatible with everyday AAA Alkaline powered devices. (In other words, they work just like normal batteries.) Indicator light is solid red when charging, solid green when fully charged. Retails for about $30.
GAF TimberSteel roofing system
Described as the “next generation of metal roo ng,” the TimberSteel system brings advanced metal technology to the runnable shingle. It’s engineered with steel, aluminum and zinc with a proprietary Galvalume, combining aesthetics and durability — and according to GAF —new levels of affordability in the metal roof market. Available in 11 states with more to come.
IG Switch ‘smart glass’
From IG Railing, the IG Switch smart glass panel is designed to seamlessly transition between privacy and transparency at the touch of a button. The glass panel uses advanced polymer-dispersed liquid crystal (PDLC) technology, which fuels transitions between clarity (left side of the photo) and privacy (right side of the photo). The panel can also be used as a video projection screen.
Crocodile Cloth
The Columbus, Ohio-based manufacturer of these disposable surface wipes asks the question: “What kind of mess are you making today?” And it has a speci c wipe for many of them, including grill, auto, marine, all-purpose and paint (shown here). At 10” by 15,” the Crocodile Wipes are larger than the typical house wipe. Pack of 100 retails for under $20.
Big deal in building products
James Hardie and The AZEK Company Inc. have entered into a de nitive agreement under which James Hardie will acquire AZEK for a combination of cash and James Hardie shares with a total transaction value of $8.75 billion, including AZEK’s net debt of approximately $386 million as of December 31, 2024.
Upon completion of the transaction, James Hardie and AZEK shareholders are expected to own approximately 74 percent and 26 percent, respectively, of the combined company.
According to a press release, the deal brings together complementary products that span siding, exterior trim, decking, railing and pergolas. In the 12-month period ended December 31, 2024, James Hardie and AZEK generated $5.9 billion in net sales. The combined company aims to offer a comprehensive material replacement solution to homeowners, customers and contractors alike.
James Hardie CEO Aaron Erter will serve as chief executive of cer, and James Hardie CFO Rachel Wilson will serve as chief nancial of cer of the combined company.
James Hardie CEO Aaron Erter sees “extraordinary” opportunities.
“This combination with AZEK is an extraordinary opportunity to accelerate our growth strategy, deliver enhanced and differentiated solutions to our customers and drive shareholder value,” said Aaron Erter, James Hardie CEO. “We are uniting two highly complementary companies with large material conversion opportunities and shared cultures centered around
Offer top-notch weather-resistant ridge and off-ridge solutions that are eligible for premier roo ng system incentive
and help qualify for the WindProven ™ Limited Wind Warranty. Visit gaf.com/Ventilation or gaf.com/VentCalculator for help calculating ventilation needs.
Meg carriesWalbridge on the family tradition
Meg Walbridge, communications director for Virginia Beach, Virginiabased Taylor’s Do it Centers & Pleasants
Hardware, was recognized in the 2024 class of Top Women in Hardware & Building Supply. Her family roots run deep in the industry—she’s the daughter of Bob Taylor, the former CEO of Do it Best—and so does her passion for the business.
ON HER CAREER PATH
“I’ve been attending tradeshows most of my life. In fact, the rst one I went to was in a baby stroller. And in a full-circle moment, I brought my little girl to the Do it Best Market last year.
”Although I grew up in the hardware industry, I didn’t initially expect to return to it. Early on in high school, I started working in retail (hotel gift shop and surf shop) before heading to college. After graduation, I worked on a congressional campaign, then moved to Washington, D.C., handling social and digital media on Capitol Hill for congressional of ces.”
Her unconventional path continued with the Wine & Spirits Wholesalers of America (WSWA), working with family-owned businesses in the wholesale/distributor tier of the alcohol industry.
“This experience helped me realize
that, at some point, I would really prefer to focus my efforts in supporting my own family’s business.
“Plus, I always had my grandfather (now 102 years old!) in my ear reminding me a couple times a year that ‘you know hardware isn’t just for the guys.’ This, coupled with the timing of more digital marketing needs in our business, helped make the decision more of a priority.”
ON LESSONS FROM WASHINGTON, D.C.
“Carrying two phones and being on call 24/7 wasn’t for me – ha!
“But, in all seriousness, while my time in Washington D.C. was a mix of both private and public sector, it helped me learn valuable lessons that are still applicable to my role today. Serving constituents as I did on Capitol Hill has a lot of similarities to serving the customer. Marketing in the residential and commercial construction industry helped me gain a vendor perspective of many brands that we currently carry in our stores. And doing advocacy communications for the wholesale tier of the wine and spirits industry gave me an insight into logistics and complexities of distribution.”
“I always had my grandfather (now 102 years old!) in my ear reminding me a couple times a year that ‘you know hardware isn’t just for the guys.’”
—Meg Walbridge
ON GOOD ADVICE
“My biggest piece of advice is to invest in yourself through continuous learning. Whether it’s taking advantage of industry opportunities or exploring knowledge sources on your own, dedicating time for personal growth is incredibly powerful. Not only does it bene t you, but it also strengthens your team, your business, and ultimately, the customer experience.
“My background is in fast-evolving elds, some of which I studied in college—but areas like social media and digital marketing change so rapidly that staying current is essential. Taking the time to learn new skills, platforms, or perspectives can help you excel in your current role and also help prepare for future opportunities.”
ON BUSINESS GOALS AT TAYLOR’S/PLEASANTS
“While technology may help big companies play ‘small’ it also helps independent retailers play ‘big.’ And one of our biggest competitive advantages is that we are able to better connect with our customers on a personal level.
“Our business has grown relatively quickly over the last 10 years, alongside the evolving shopping expectations of our customers. We must continue to foster a seamless shopping experience for our customers whether that sale happens online or in-store. That means investing in areas to best meet our customers in their shopping journey while homing in on our unique competitive advantages that make neighborhood hardware stores a source of pride for our family, team, and community.”
