HUNT MOVES FORWARD WITH LEBLANC

also to procure younger talent into the industry?

LeBlanc: Labor issues are a common theme at many industry events across the U.S. In the last several years we have experienced many challenges that impacted our work force…Covid, hurricanes, ice and snow storms. Our owners and partners agreed with the company’s leadership to pay all hourly employees during these events that caused extended downtime at our mills. I feel strongly that how we treat our employees during these uncertain times has helped us retain our talent during these trying times. We were able to take advantage of the favorable markets and provide additional bonuses to our employees. We recognize that it is both a business and strategic imperative that talent must be developed from within the organization. Our owners and leadership are committed to helping develop employees and give them the tools and skills necessary to increase employee engagement, thereby enhancing performance.

TP: Developing a company culture continues to be a growing theme. Is Hunt invested in this and what are the keys to its successful implementation?

tion-and-answer session with Richie LeBlanc, president and CEO of Louisiana-based Hunt Forest Products, LLC, also appeared in the March issue of Panel World, an affiliate of Timber Processing. Family-owned Hunt Forest Products named LeBlanc as president in 2016. After a stellar college baseball career as a pitcher for Louisiana Tech, and several years pitching in the minor leagues for the Kansas City Royals, LeBlanc wrapped up his business degree at La Tech and worked with an insurance agency as vice president in Ruston for 10 years, before joining Willamette Industries in Ruston and then Weyerhaeuser after Weyerhaeuser acquired Willamette in early 2002 following a prolonged takeover battle. LeBlanc served on the integration team,

Willamette and Weyerhaeuser. He became the land adjustment program manager of Weyerhaeuser’s North Louisiana timberlands organization. In 2015, he was named director of U.S. real estate operations for Weyerhaeuser, before joining Hunt Forest Products. Hunt FP continues to operate a plywood mill in Pollock, La., a hardwood sawmill in Olla, La. and in recent years has partnered with Tolko Industries at a newly constructed sawmill in Urania, La. and at a sawmill under construction in Taylor, La.

TP: We hear about labor issues affecting operations across so many industries. Is Hunt seeing this as well, and what initiative is Hunt taking to attract, train and retain employees, and

LeBlanc: When we took over in 2016, we started molding the company’s culture into a system that is proactive with respect to safety, capitalization, automation, growth, and development of people. This was a tremendous change from where the company was prior to the change of ownership within the Hunt Family. Trott and Jimmy Hunt have and continue to advocate growth both within existing assets and new projects like the greenfield lumber mill in Urania, La. and the most recent announcement of the new mill in Taylor, La.

TP: Given your experience with timberlands, there has been discussion about potential conflicts with carbon credit programs that could essentially take forestland out of timber production. How closely does that bear watching?

LeBlanc: I am by no means an expert in the carbon credit markets. I do believe there are areas that can be set aside without much impact to timber production. As we have seen, this is a very dynamic space that will continue to evolve.

TP: Is there a possibility that Hunt will enter mass timber production, given the company’s combined panel and lumber expertise?

LeBlanc: We have and will continue to grow our business within our core competencies. As with carbon markets, finding new ways to utilize the renewable resource we have in wood products will continue. We want to have a seat at the table with respect to any growth opportunities within this space.

TP: Provide a few reflections on what the industry has meant to your development of character and professionalism?

LeBlanc: It certainly has been an interesting ride. I joined Willamette in 2000 not knowing much about wood products. My role was more administrative than operational. Shortly, after joining the Willamette team, Weyerhaeuser announced their bid to acquire Willamette. I was asked to be part of the integration team that would bring the two companies together. It was an incredible experience, some good and some not so good. As with any merger, there were many people that were displaced. That was a difficult time because Willamette had such a significant presence in Ruston, Louisiana. However, with Hot Springs, Arkansas learned was what type of leader I wanted to be.

TP: How did you come to be with Hunt Forest Products?

LeBlanc: Joining the Hunt team was all about timing. The Hunt Brothers needed someone to oversee the company and I was in Seattle with Weyerhaeuser at the time. My son became very ill and my wife had already returned to Ruston. I remember telling my team at Weyerhaeuser, “It’s easy to say that family comes first right up until that time when you have to make the decision to leave Weyerhaeuser and return to Ruston to take care of family matters.” I also remember the day Trott Hunt called…same day I found out that my son was ill.

TP: What’s it like to lead a familyfounded company like Hunt, and what lessons learned perhaps through your sporting days do you continue to bring to the leadership table today?

LeBlanc: The Hunt family has a long history of success in the North Louisiana Piney Woods. Being part of that history is certainly special. In the seven years I have been part of this company, we have expe- ers are sitting in church with you—it’s hard to hide from them in our small town. Therefore, we have to ensure our actions are sound business decisions and what will be the effect. It is similar to playing minor league baseball: You have to learn and improve every day if you want to move to the next level. Once you stop wanting to learn and improve, your career is over.

TP: If you had to pick out a major challenge the industry (and Hunt) faces moving forward, what would it be?

LeBlanc: I believe labor will continue to be challenging in the future—not only from the employment side but also from the knowledge side of our business. We