That includes not going behind it. The YellaWood® brand not only prioritizes our dealer relationships, but we prove it through our actions. We take great pride in our fifty-plus year history of only selling to dealers and not directly to their customers. See all the other ways the YellaWood® brand has your back. Visit yellawood.com/for-dealers
Like the foods we buy, when it comes to decking, we want natural and real. Redwood is always available in abundance of options. So stock the shelves! Unlike mass-produced and inferior products, Redwood is strong, reliable and possesses many qualities not found in artificial products. They maintain temperatures that are comfortable in all climates.
Redwood Empire stocks several grades and sizing options of Redwood.
PRESIDENT/PUBLISHER
Patrick Adams padams@526mediagroup.com
VICE PRESIDENT
Shelly Smith Adams sadams@526mediagroup.com
PUBLISHER EMERITUS
Alan Oakes
MANAGING EDITOR
David Koenig • dkoenig@526mediagroup.com
SENIOR EDITOR
Sara Graves • sgraves@526mediagroup.com COLUMNISTS
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POSTMASTER Send address changes to Building Products Digest, 151 Kalmus Dr., Ste. J3, Costa Mesa, CA 92626. Building Products Digest (USPS 225) is published monthly at 151 Kalmus Dr., Ste. J3, Costa Mesa, CA 92626 by 526 Media Group, Inc. Periodicals Postage paid at Santa Ana, CA, and additional post offices. It is an independently-owned publication for building products retailers and wholesale distributors in 37 states East of the Rockies. Copyright®2026 by 526 Media Group, Inc. Cover and entire contents are fully protected and must not be reproduced in any manner without written permission. All Rights Reserved. We reserve the right to accept or reject any editorial or advertising matter, and assumes no liability for materials furnished to it. Opinions expressed are those of the authors or persons quoted and not necessarily those of 526 Media Group, Inc. Articles are intended for informational purposes only and should not be construed as legal, financial or business management advice, nor an endorsement of any company, product, service or individual referenced.
Volume 45 • Number 8
THE CLADDING CONTRACTORS CALL FOR
ASCEND ® gives you a premium composite cladding line contractors can sell with confi dence, install with effi ciency, and keep coming back for.
THE LOOK GETS ATTENTION.
Deep shadow lines, rich woodgrain, subtle matte textures, and coordinating 7" Plank and 12" Board & Batten profiles make it easier to create dimension and contrast across classic, contemporary, or distinctly custom designs.
THE DETAILS GET DONE RIGHT. Color-matched accessories help complete corners, edges, and transitions for a premium finished look.
THE INSTALL GETS REMEMBERED. No caulking. No fl ashing. A self-aligning system. Crews can move quickly from fi rst panel to fi nished façade, making ASCEND easier to adopt, quote, and choose again.
THE PERFORMANCE GETS REPEATED.
Composite construction helps resist weather, fading, and everyday wear—with a Lifetime Limited Warranty that gives the sale more staying power.
HIGH-END SHOULDN’T BE A HARD SELL. Give them the look of wood, the logic of vinyl, and the lift of a premium cladding line built to move the conversation.
SEE WHAT’S POSSIBLE WITH ASCEND.
THE QUIET PROFESSIONALS
------------ BY PATRICK ADAMS
RECENTLY, I WAS catching up a good friend from years back. This is a man they should make a movie about, books about, or perhaps have a national holiday for. The things he has done in his career are legendary and, I would argue, in some cases have changed the course of world events. He is officially retired, and I asked, “What’s next?” His response wasn’t about himself, which perfectly sums him up: “I just hope the next guy in my role does better than me.”
I’ve spent a good part of my life around people who never make the news. No cameras follow them. No reporters ask for interviews. There are no viral videos celebrating what they accomplished on a Tuesday afternoon and they don’t have millions of “followers.” And yet, if they didn’t show up tomorrow, we’d all notice.
Over the years, I’ve been fortunate to meet thousands of people across our industry. Mill owners. Salespeople. Truck drivers. Yard managers. Manufacturers. Dealers. Contractors. People whose names will never appear in history books, but whose work quietly shapes the communities where we live. It’s why we created our company slogan: “Relentlessly serving those who serve.”
Lately, it seems the loudest voices get the most attention. Turn on the television or scroll through social media, and it doesn’t take long before you’re convinced that the people shouting the loudest somehow matter the most. I’ve come to believe exactly the opposite.
The people who have impressed me the most over the years are rarely the loudest people in the room. They’re the quiet professionals. They’re the first ones to arrive and often the last to leave. They don’t chase recognition because they understand that respect is earned over years, not moments. They don’t need everyone to know what they’ve accomplished because their work speaks for itself. They simply do what they said they were going to do. Day after day. Year after year.
I think about the owner who quietly skipped his own paycheck so his employees could receive theirs. The salesman who answered his customer’s phone call while sitting in the hospital with a loved one. The driver who left before sunrise for the thousandth time because someone was counting on that delivery. The employee who has spent 30 or 40 years with the same company, never asking for applause, simply taking pride in doing the job well.
These are the people who built this industry. More importantly, these are the people who continue to sustain it. Their names may never appear on the side of a building, but their fingerprints are everywhere. They’re found in the relationships they’ve built, the promises they’ve kept, and the reputation they’ve earned one conversation at a time.
It reminds me that perhaps the greatest measure of success isn’t how many people know your name. Perhaps it’s how many people trust it.
Character has always fascinated me because it isn’t revealed when everything is going well. It’s revealed on the difficult days—when no one is watching, when doing the right thing is inconvenient, expensive or exhausting.
That’s when quiet professionals separate themselves. They choose integrity over attention. Service over recognition. Responsibility over excuses. Those choices rarely make headlines, but they build something much more valuable than fame. They build legacies.
Our industry has always been filled with people who understand this. We build products that may outlast us. We invest in relationships measured in decades instead of quarters. We shake hands, keep our word, and solve problems because that’s simply what professionals do. Maybe that’s why I love this business. In a world that often celebrates noise, our industry still celebrates substance.
As I travel around the country, I continue to return home inspired—not because of the newest products or the latest technology, but because of the people. The quiet professionals who continue showing up every day, doing extraordinary things in ordinary ways.
They may never ask for recognition. But they certainly deserve our gratitude. So, this month, I simply wanted to say thank you. Thank you for reminding me that character still matters. That keeping your word still matters. That serving others still matters.
And that despite what the headlines might suggest, there are still countless quiet professionals across this country proving every single day that integrity never goes out of style. As always, I am humbled and grateful to serve this great industry, and each of you.
PATRICK S. ADAMS, Publisher/President padams@526mediagroup.com
Manufactured Stone by ProVia ®
SALES & MARKETING BASE CAMP
Tools, strategies and insights you need to reach new heights in sales, marketing, branding and customer engagement.
Every successful climb begins at base camp. Before the ascent comes planning, preparation and assembling the right equipment. The same is true in today’s competitive marketplace. Whether you’re building stronger customer relationships, sharpening your sales approach, or refining your brand message, success requires a clear route and dependable gear. In this special section, industry experts share practical strategies and fresh ideas to help you navigate challenges, seize opportunities, and continue your climb toward growth.
SALES & MARKETING BASE CAMP
CHARTING THE COURSE
TRAIL-TESTED WISDOM
SEASONED INDUSTRY PROFESSIONALS SHARE
SURE-FOOTED ADVICE FOR THE NEXT GENERATION
------------ BY DAVID KOENIG
EXPERIENCE remains one of the most valuable commodities in the lumber business. After decades spent buying and selling forest products, the industry’s veterans have accumulated a wealth of knowledge that can’t be found in a textbook or training manual.
BPD asked a group of longtime and retired lumber professionals to share their best nuggets of wisdom with the next generation. Their answers—ranging from practical business guidance to broader life lessons—offer a trail guide for anyone looking to navigate a lengthy, rewarding career in the forest products industry.
Brian McCoy, McCoy's Building Supply: “Master your job and be a student of your company and the industry. Commit to a life of integrity and always tell the truth. Grow in your communication skills and look for ways to give first to others around you. Enjoy every day—even the tough ones!”
Larry Huot, LaValley Building Supply: “The most important thing is to think long term, begin planning very early in knowing what you know today to prepare you for the predictable uncertainties of continual change.”
Edward A. San Juan, E.F. San Juan, Inc.: “Be honest always. If our vendor does not charge for something we ordered, let them know. If we overcharged a customer for something they paid, let them know. If we break, bend or lose something, do not try to hide it. Be honest and you will be rewarded with a clear conscience and the respect of those around you.
“This is the advice I would give to the next genera-
tion. As you know, we work in an industry that is small enough that everyone knows you or at least knows someone you know. A bad reputation spreads like wildfire, likewise, a reputation of honesty and integrity gets around and defines you (and your company) as one to be trusted.”
Richard Mallory, Williamson and Wolcott Building Supply: “Let’s face it; we are in an established business with steady growth and really not much downside. The shift is on for new technology, new products, and more efficient ways to run or manage a business. That’s the opportunity for new, innovative thinking from the next set of leaders. Regardless of the channel (independent, specialty, mass merchant, distributor), these skills are in demand across the industry. It’s a good time to put those skills to work!”
Pat Bischel, retired (Northern Crossarm): “I did not coin this but it has rung true in my career a number of times: ‘You gotta be tough if you’re going to be stupid.’ This one is very personal: ‘Nothing you do in this life will mean a thing if you don’t get to heaven.’”
Red Emmerson, Sierra Pacific Industries: “Stay focused, take care of your people, and be honest, fair and demanding.”
Jeff Wirkkala, Hardwood Industries: “The harder you work, the more good opportunities will come your way. Work hard, be humble, and be kind. Doors will open for you.”
John Taylor, retired (Taiga Building Products): “Develop a list of questions to ask customers/prospects that
are relevant to their market segment or business. Let them do most of the talking. Listen and focus on their issues, wants and needs.
“Create and present programs that will meet/exceed the customer’s needs and expectations. Conduct regular reviews with the customer of the product/service you are providing. Use quantitative and qualitative metrics that show both of you areas of success and areas that need improvement.
“Get involved in a trade organization that serves/ supports the industry. It’s a great way to meet potential customers or suppliers as well as grow your relationships with current customers or suppliers.”
Mike Boone, retired (Eco-Chemical): “My first reaction is to give the advice that was given to me by my first boss in the industry, Evan Davies, president of Alpine Veneer: ‘One, if the market goes up fast, it will come down fast as well. Two, never tell a lie as we can’t remember everything we say!’
“Another would be to make your customers more than buyers—try to make them partners working together to your mutual benefit, and get to know them as family.”
Ed Langley, Sierra Forest Products/TNT Wholesalers: “One approach that has served me well is keeping an open mind to opportunities and creative ways to make a deal work. The most successful traders often recognize value where others may not. Whether it’s a particularly attractive tally, a unique inventory position, a quality load at the right cost, or a product that brings excitement and differentiation to a customer’s inventory, there is often a path to mutual benefit if you are willing to look beyond the obvious.
“Equally important is understanding that relationships are often more valuable than price. Take time to know your suppliers, customers, truckers and mill personnel. Listen more than you talk, learn what drives their business, and treat every transaction as the beginning of a long-term partnership rather than a one-time sale.
“Further, successful traders understand the product, manufacturing process, transportation, inventory management, and market forces that affect supply and demand. Be consistent—return all pertinent messages (texts, emails, calls). Customers and suppliers remember who answers the phone, follows through on commitments, and delivers when product is hard to find. Long-term relationships are built on trust, integrity and consistent performance. Take the time to visit your customer or supplier. Trade shows and other industry events provide great opportunities for quality networking. Make it fun!”
Bob Maurer, NorCal Lumber: “Some adages I always liked: ‘Never counter the low man.’ ‘Never use ASAP as the ship date.’ ‘Measure twice, saw once.’
“‘Sub Prior.’ These two words need to be used and understood. They are short for ‘Subject to Prior Sale.’ This basically means that an offer made may not be available when a customer tries to buy it later. It has become so common that it is understood even when not explicitly stated.
“‘Your first loss is your cheapest.’ Often a trader may have some product that is priced over the current cost (the market fell) and needs to sell it off. They may refuse an offer that they consider too low. But the longer they hold onto the material, the less it’s worth, hence your loss will only grow. In the long run, your first hit (loss) is almost always your cheapest.”
Doug Willis, retired (Cal Timberline): “The lumber business keeps evolving, sometimes at breakneck speed. Consolidations across the board—in the retail, wholesale and timber/sawmilling sectors—will continue. Independent companies at all levels are being absorbed at an astounding rate. Larger national companies are gobbling up independents and expanding into new markets. Communications are getting faster and faster. A.I. will revolutionize many aspects of the business. Further, it will jeopardize relationships and the personnel touch. The lumber business has always been a relationshipcentered business and hopefully will adapt.”
Doug Hanson, Sierra Forest Products: “Always speak the truth. You are trying to build a relationship with your customers.”
Alan Arbiso, Highland Lumber & Mill: “Number one: Always be a good listener. Be honest and interested in your potential customers’ business. Number two: Failure to plan is planning to fail (Coach John Wooden, UCLA basketball—I think Ben Franklin said it as well). You want your customer to know that you have their best interests in mind.”
Edgar Massoletti, retired (Central Valley Builders Supply): “Be honest, be thoughtful, do what you say you’re going to do. It is not all about price. Listen thoughtfully and build a relationship. A handshake is worth more than the price.
“Years ago, a vendor shipped in a miscellaneous list of redwood products. The vendor failed to list on the packing slip two units of 6x6 Redwood Con Hrt. Rough. What did I do? I called the vendor, gave him a tally of what they shipped, and told them to bill us for the quantities shipped. They greatly appreciated the honesty. In the future, when we would put in a claim for short-shipped products, there was never a question. A relationship was formed.”
Bill Perkins, retired (Burns Lumber): “The most significant and important thing that I constantly reminded many, many employees of is: honesty. I have always believed that to be a great salesman you must have any and all customers believe in you. If they ask for advice, you must be honest, even if it causes you to miss a sale. It is critical to develop a good personal relationship with all customers, getting to know them, their business, and their families.
“Also, your attitude is transparent. Always be up; customers do not like to do business with unhappy people. Along with that, always remember: if you love your job, you never work a day in your life!”
Mike Harley, Greenleaf Trading: “I’d say to all the rookies: ‘It is amazing—the harder I work, the luckier I get.’ I would explain to them we are in a business where
we provide lumberyards with the product they need. (It builds confidence.) I then would map out a territory for them to prospect. I would have each person manage 25 accounts in each time zone, so they would not have any downtime. I would then have them write an introduction script they felt comfortable with. I would have a department head—Spruce, Inland or Green—explain the product before entering the prospecting area. After achieving product knowledge, we would conduct oneon-one role-playing before each call of the 75 accounts prospected. We’d review their daily prospecting calls and customer inquiries and offerings. Then I would teach account management alongside time management.”
Bob Crews, Western Lumber Co.: “Honesty above all else and having the ability to convey accurate information to your customer or supplier. Be yourself and just tell it like it is!”
Jeff Ward, Mendo Mill: “Always tell the truth to your customers, even knowing that it may not be what they want to hear. Never lie! Your integrity will follow you throughout your career.
“Join an industry club and get together with fellow men and women who share your beliefs and values. This is one of the best things you can do for your business and personal life. I personally suggest Hoo-Hoo International. There is a club near you somewhere in the U.S. and abroad.”
Phil Lail, Pan American Screw: “Looking back at my career, I guess the most important advice I could share is one of the statements my boss shared at my retirement party and that is: ‘Phil practiced the Golden Rule sales strategy,’ meaning I treated our customers the way I would want to be treated even if it meant our company was wrong and had to pay for a mistake that was made. Be open and honest about all transactions even if it hurts.
“The other thing I would offer is: Never give up. It took me almost eight years to land one of our biggest accounts that is now worth millions of dollars. Despite being told no many times, stand tall and don’t take no for an answer if you know in your heart your company has a product or service that can make a difference.”
Tom Flynn, Reclaimed Woods of the World: “Big changes are upon us. The key word today is flexibility. The ability to react quickly and efficiently to change—as change is always coming at us, sometimes more intensely than other times—is critical in staying one step ahead.”
Bill Sullivan, retired (Welco Lumber): “Lumber just got in the way of a true brotherhood industry. I can’t remember all the lumber I sold for over a half century, but I sure remember all the great people.” BPD
TOOLS FOR TOUGH TERRAIN
HOW VISIBLE IS YOUR BRAND? RUN YOUR FREE BRAND VISIBILITY
POWER RANKING
HOW VISIBLE is your brand in the building materials market? In a category where buyers, dealers, distributors, contractors, builders and manufacturers are all navigating constant noise, visibility matters.
526 Media Group has launched the Brand Visibility Power Ranking, a free directional benchmark tool designed to help companies better understand how their brand appears within its competitive category.
The tool looks at visibility signals such as category presence, search footprint, content activity, trade visibility, competitive context, and buyer-facing market presence.
The technology uses a directional methodology to help companies identify where they appear strong, where competitors may be more visible, and where market presence could be improved. Companies can then opt to receive suggestions on ways to improve their ranking in any areas they may be lacking.
It is not meant to be a final answer. It is meant to be a starting point. Because in this market, the question is not only whether your company has a sales team. The question is whether or not the market recognizes your brand before the sales conversation even begins. When it is not, cold
outreach becomes ineffective—and expensive.
526 Media Group has spent years serving the companies, channels and professionals that keep the building materials and construction industries moving. Its leading brands include Building Products Digest, The
Merchant Magazine, Deck Specialist, Surface & Panel, Redbook Lumber Data, The Lumber Newswire, and Building-Products.com.
Building material firms can run their own free Brand Visibility Power Ranking at: www.526mediagroup. com/visibility-score
SALES
HOW TO SELL TO YOUNGER BUYERS
BY TROY HARRISON
SALESPEOPLE ARE older. Buyers are getting younger. You have a disconnect. In raw terms, the average age of a professional B2B salesperson in the United States is 47.1 years old. Fifteen years ago, that number was 42, so the sales profession is graying. Meanwhile, the average age of a B2B purchasing agent right now is 36 years old. In fact, according to a 2024 survey, Millennials (aged 29 to 44) make up to 73% of B2B buying decisions.
While an 11-year age gap doesn’t sound like much, it can be a chasm as wide as the Grand Canyon. Society underwent significant cultural and technological changes between the tail end of Generation X and the leading edge of the Millennial generation, and those changes greatly impact what Millennials want and expect from salespeople and from the companies that employ them. Generation Z, which is coming behind the Millennials, have the same tendencies—just amplified. In this case, “younger buyers” refer primarily to Millennials and Z’s.
This doesn’t mean that you have to age-match; Millennials and Z’s will certainly engage with, and buy from, more seasoned salespeople. What it does mean is that you have to style-match. In other words, you need to sell the way they want to buy. While this seems intuitive—and it is—it means that some salespeople who were acculturated to different methods of selling and different buyer expectations have to do some serious adapting to stay relevant. Here are three things that you must know about style-matching in order to sell to younger buyers:
1. Younger buyers flip the relationship-building script. The conventional way to build a relationship with a buyer was pretty simple. You’d walk into the office, look around for family pictures, hobby pictures, college diplomas, or other clues as to the buyer’s personal life,
and then you’d start a conversation based upon those interests. This approach has become so hackneyed that it has a name: “Fish on the wall” selling. “Hey, you like to fish? I like to fish, too! Let’s talk about fishing and then I know you’re going to want to buy from me.”
It sounds a little disingenuous because it is. Salespeople have, for generations, been starting conversations about personal issues that they didn’t really care about. That’s because, for generations, you had to find the personal connection first, bond over it, and then you had earned the right to talk business. Younger buyers flip that script completely.
Younger buyers are business-first. They aren’t going to schedule an appointment to talk football for 30 minutes. Instead, you get the appointment by telling them how you can help them to their jobs better. Then, when you get in the door, you get to the point with great business-focused questions and showing them that you can help them do business better. If you are able to actually solve their business needs, then they are open to lunch, drinks, golf, or personal conversations. For salespeople used to the old ways, this is a significant but very important shift—but it’s one that you must make in order to succeed.
2. Younger buyers demand versatility in communication. “All these younger buyers want to do is text! They don’t want to have phone calls!” That’s a common complaint from older buyers. The solution? Get good at texting. Learn how to send a persuasive, grammatically correct (yep, that’s important) message in 240 characters or less. That’s hard for salespeople who are used to lengthy phone conversations or meetings, or for that matter, who write long emails. The good news is that
(Continued on page 19)
A STORY ABOUT GROWING THROUGH AGILITY
Agri Supply has never fit neatly into a single category. Since opening in 1962, what began as a small operation has grown into a multi-faceted business built around serving the diverse needs of our customers.
At our core, we are a retail and wholesale farm and ag supply company with nine locations across the Southeast, including Virginia, Georgia, North Carolina and South Carolina. Our stores range from 40,000 to 120,000 square feet and carry roughly 40,000 items, with strong assortments in agricultural supplies, trailer and mower parts, fencing and three-point equipment. We’ve also developed our own brands, like Carolina Cooker, which has become an important part of our business.
Because of the markets we serve, there is no one-size-fits-all approach that works for us. Our growth has been driven by our ability to stay responsive to customers and adapt store by store.
That same mindset is why our partnership with Orgill has become so valuable. What began as a secondary supplier relationship evolved as we recognized the opportunity to strengthen our hardware business.
Working with Orgill, we completed a 10,000-square-foot hardware reset in one store, and the results quickly exceeded expectations. Their team supported everything from assortment planning to execution, creating a department tailored to our customers—not a cookie-cutter solution.
Because of that success, we’re expanding hardware into additional locations. Our goal remains simple: stay agile, serve our customers and continue building on the foundation established more than 60 years ago.
Barry Partlo President & CEO | Agri Supply | VA, NC, SC & GA
STOP BLAMING THE ECONOMY
BY MELISSA WILLIS
SMART BUSINESS owners focus on what they can control rather than worrying about what they can’t control. No amount of pacing and handwringing will change the current economy nor the pace of inflation. While it might be tempting to keep lamenting about what’s not working, business owners whose doors will stay open will be putting on blinders and tracking ways to win.
Here are five ways you can take control of key areas in your business without spending any additional money on staffing, marketing or advertising.
1. Take control of pricing and stop discounting. Everywhere you turn, prices are going up. The cost of supplies rises almost daily.
When small businesses are talking about raising prices, it invokes the type of fear you felt as a child when you thought there were monsters under the bed.
If a business hasn’t raised its prices in two or more years, it is past time. More importantly, there should never be an apology with a price increase. No grocery store on the planet puts a little note next to the butter saying, “Sorry about that extra 50 cents, we had no choice.” You noticed it, and you put it in the basket anyway.
Now, about that discounting that business owners think “gets people in the door.” Stop doing that. Instead of a discount, what can you offer that has a high perceived value and goes with the purchase? Think cosmetic companies with their crowd-pleasing “gift with purchase” or a caterer offering a free dessert with the purchase of a family meal pack. Low cost, high value. Scrap those discounts and add value. Everyone likes “free.”
2. Expense clarity. Tough markets don’t create inefficiencies; they shine an interrogation light on them.
This is the time to put your P&L under a microscope. Where can you make some changes? Here are some areas to consider: employee redundancy, cost of supplies, shopping your insurance, shopping other services like internet, cell phone, and other regular expenses. Negotiate with your vendors. Ask if they would be willing to offer you better pricing if you sign a year-long contract instead of a month-to-month agreement. This will take a bit of time, but it could add up to big savings.
One final note about expenses: many business owners use Amazon to purchase supplies, and they also veer off into other areas when they need personal items, too. “We need printer paper, and I also need paper towels for the house.” Keep personal and professional purchases separate by using different cards to pay for them.
3. There’s more business in your existing customer base. If you have a business with 1,000 customers and you add on a new product or service that costs $50, with only half of your customers taking advantage of this new offer, you’ve added $25,000 in revenue. Who better to make an offer to than the folks who already know, like, and trust you?
The point here is that many businesses offer multiple services, but the majority of their customers only use one or two of them. How many times do you “make the sale” and stop asking if the customer needs or wants anything else? 34% of customers will spend more money at checkout time if asked. Most business owners and sales professionals don’t ask.
Take a good, long look at your current customers or clients. What else can you offer them to be of service and give more value, and at the same time, make more money for yourself? The same fear that keeps business owners from raising prices also keeps business owners and sales professionals from asking, “Would you like fries with that?” We may not be offering fries, but you get the idea. Upsell and cross-sell. You’ll thank yourself later.
4. Follow-up and conversion are grossly underutilized. How many businesses go to the trouble of preparing a quote or a proposal for a prospect and then never follow up? Over 50% never follow up at all. The fortune is in the follow-up. That is an uncomfortable truth. Money is left on the proverbial table more often than it is picked up. Without a system in place for follow-ups, they will likely never happen. Create a system that makes all those proposals turn into closed deals.
Studies show that it takes eight to 12 contacts to even have a meaningful conversation with a prospect, much less close a sale. You might be surprised to learn how often people say, “I tried to call twice and then gave up.” You never know what is going on with a prospect behind the scenes. There could be someone who really needs you, and you gave up. Don’t give up.
5. Know your numbers. Business owners often leave the numbers to the bookkeeper and the accountant. Business owners must know their numbers. How can one track growth or address issues without knowing
HOW TO SELL TO YOUNGER BUYERS
(Continued from page 16)
tools are available to help you with this. AI apps like ChatGPT or Claude.ai are very good at distilling longer communications down to their essence while retaining persuasive ability. You just have to be able to write good AI prompts and edit when necessary.
Texting isn’t the complete solution, however. Younger buyers have a variety of preferred platforms, and what works well for one might not work well for another. Video conferencing ability is mandatory—and not just one platform. Become conversant with Zoom, Teams and Google Meet. And other tech is on the way. If your buyer says, “I want to talk on WhatsApp,” don’t be the salesperson who has to say, “What’s that?” Younger buyers respect adaptability, especially when it’s coupled with experience and expertise.
3. Younger buyers are social media savvy—you had better be, too. Buyers today have a variety of ways of learning about you and your company, and social media is one of their primary tools. If you leave a prospecting message for a younger buyer, be aware that there is about a one-in-three chance that the buyer will look you up on LinkedIn before that buyer thinks about calling you back. And if you don’t look legitimate on LinkedIn, you’re not going to get that call (or email
the numbers? While it is often said by many an accountant, “Let us worry about your numbers so you can run your business,” that often leaves the business owner in the dark, and problems become unwanted surprises.
Consider monthly meetings with the bookkeeper and/or the accountant. The numbers are a clear indicator of how the business is running, and the owner should be up to speed in all aspects of the business. An unexpected benefit of knowing the numbers is the confidence that comes with it. A business owner will feel more in control of the business when there is financial visibility.
Focusing on what you can control versus worrying about what you can’t control will put your business on a path to success and prosperity. Making small changes every day will lead to big improvements in every business and will diminish the overcast economic conditions. BPD
– Melissa Willis is a coach and consultant who has helped owners and sales professionals over her career. She can shine a light on the areas that need the most work while acknowledging what has been successful. Specializing in profit acceleration and communication styles, She helps businesses make more money and keep more of it (www. melissawilliscoaching.com).
or text). “Looking legitimate” is more than just having a profile on LinkedIn. You need a good professional head shot, “about me” verbiage, a complete professional history, and some activity (i.e. posting and engagement). Recommendations and a strong network are a definite plus. If you aren’t using LinkedIn as a professional tool, you won’t be taken seriously.
LinkedIn isn’t enough. You also need to be aware of other ways buyers can research you. Do you know what your company’s Google reviews say? Your buyer probably will—and you’d better have explanations for recent bad reviews.
Here’s the exception to the “younger buyers” rule: Many older buyers are learning from, and copying, habits of younger buyers. That means that you can’t just stereotype by age—you have to be versatile, smart and adaptable to buyer needs, no matter what age they are.
If you don’t keep pace with changes in buyers, you’re just going to be the old guy yelling, “Get off my lawn!” Nobody buys from that guy anymore. BPD
– Troy Harrison is the Sales Navigator, a speaker, and author of Sell Like You Mean It! and The Pocket Sales Manager. He has trained salespeople from 23 countries and spoken all over North America and Europe (www.troyharrison.com).
SALES & MARKETING BASE CAMP
REACHING NEW HEIGHTS
SELL MORE, GUARANTEED
------------ BY JAMES OLSEN
TWO SELLERS sit side by side. One makes 100 calls and sells two orders. This seller is in the 98% rejection business. The second makes 100 calls and sells eight orders. This seller is in the 92% rejection business. Still a lot of rejection, yes, but the second seller is making four times as much money. (Think $200K a year vs. $50K!)
Both are working hard, but hard at what? Both generate a lot of calls, but what kind of calls? Both call a lot of customers, but what kind of customers? Both speak to people all day long, but how are they speaking to them?
The Popeye Syndrome
Popeye says, “I y’am what I y’am and that’s all that I y’am.” We are not cartoons. We are not a finished product. We are a work in progress, and we can get better. “Salespeople are born, not made” is a myth perpetrated by sales managers who don’t want to train new salespeople and by salespeople looking for an excuse not to get better.
Good sellers with this attitude don’t get better because they are already “made,” no improvements necessary or possible. Struggling sellers let themselves off the hook with this myth. Both are plateaued, just at different levels. It’s Magic!
Some sellers do seem to sell in magical ways. They make it look easy. But making it look easy is different from it actually being easy. The professional comedian, athlete and magician make what they do look easy because their skills are at a professional, money-producing level. Lots of people can tell a joke, sing or play sports, but only those who perform at a professional level get paid to do so.
Guaranteed
Master Sellers do the basics better and more often. If we do these things, we will sell more, guaranteed.
1. More calls – Inside sales. The Master Inside Seller makes an outbound phone call every five minutes for a total of 96 outbound phone calls in an eight-hour day (60
minutes ÷ 5 = 12, x 8 hours = 96). Often more. Call at this rate and your sales will increase, guaranteed.
2. More calls – Outside sales. The Master Distribution Seller spends twice as much time in the field as the distribution seller who struggles. (When they are inside, example #1 above is their output level.) Eight to 10 outside sales calls per day for an outside salesperson is doable but rare.
3. Ask for the order more often. Most sellers don’t ask. The majority only ask once. Master Sellers ask five times (or more) per closing situation and make it seem natural. The Master Seller makes asking for the business part of the relationship. If we ask for the order five times in closing situations, we will sell more, guaranteed.
4. Be at our most charming best. Master Sellers are always positive and charming with clients. They ask interested and interesting questions, and are great listeners. They smile and laugh with their clients. They treat customers like a family member. They are professional, but warm/human with their customers. They are genuine. They are not there only for the deal, and the customer feels it. It makes all the difference. If we can be charming and really care about the people we are doing business with, in a genuine way, we will sell more, guaranteed.
5. Assumptive selling. Master Sellers expect to get the business and project it in everything they say and do. Tone of voice is always positive. Things are “great,” “busy,” “happening,” “on fire,” not “O.K.,” “fine,” “fair-tomiddlin’.” The struggling seller says similar things all the way through the selling process without even knowing it. They are subconsciously apologizing, making themselves second-class citizens.
There are few guarantees in life, but the above will help us sell more, guaranteed. BPD
– James Olsen is the principal of Reality Sales Training and creator of SellingLumber.com. Reach him at (503) 544-3572 or james@realitysalestraining.com.
THE POWER OF PARTNERSHIP
HOW DEALERS AND MANUFACTURERS CAN WORK TOGETHER TO DRIVE DEMAND, ENGAGE CONTRACTORS, AND GROW SALES
------------ BY JODI LEE
THE BUILDING products sales process increasingly begins long before a homeowner walks into a showroom. Consumers arrive armed with online research, brand preferences and contractor recommendations, often curating their choices
before engaging with a dealer. In this environment, retailers that effectively leverage manufacturer marketing investments gain a significant competitive advantage.
Through advertising, public relations, sponsorships and digital
content, manufacturers build awareness and demand at a scale individual dealers cannot achieve alone. But awareness by itself does not drive growth. The building products retailers growing fastest today are those that treat manufacturer marketing as a business asset and actively integrate it into their sales, merchandising and contractor engagement strategies.
Turn Awareness into Opportunity
The strongest manufacturer campaigns do more than build awareness; they help move consumers further along in the buying journey before they enter a store. In some cases, they also generate direct opportunities. For example, leads generated through high-profile initiatives such as the HGTV Dream Home and Smart Home are shared with brand sponsors. At Trex, we nurture those leads to convert interest to our dealers and TrexPro contractors, creating opportunities for local businesses to benefit directly from that national exposure.
Just as importantly, these campaigns help educate and qualify prospective customers before they reach the point of sale. As a result,
DESPITE CONSUMERS frequently beginning their product searches online by visiting manufacturers’ websites, dealers can move the sale along by offering samples that be seen in person and handled.
dealers experience customers who already understand the brand, recognize its value and have a clearer sense of what they are looking for. These prospects arrive with stronger purchase intent, allowing businesses to spend less time creating interest and more time helping homeowners evaluate options and move toward a decision.
The Competitive Advantage of Expertise
Modern consumers expect a seamless omnichannel experience. They move fluidly between digital and physical touchpoints, often researching products online, comparing options on mobile devices and visiting a showroom only after narrowing their choices. When the information and experience align across those touchpoints, confidence increases and purchase decisions become easier.
Today’s customers are not simply looking for materials; they are seeking guidance, inspiration and confidence in their investment. Increasingly, homeowners are making decisions based on perceived value rather than price alone. Dealers that position themselves as destinations for outdoor living, supported by immersive displays, product samples, and knowledgeable staff, are able to help customers evaluate options, navigate tradeoffs, and make informed purchasing decisions. In a highly competitive market, this personalized, consultative approach represents a meaningful advantage.
Winning Contractor Business
Contractors have become one of the most influential audiences in the building products sales process. Their recommendations often shape homeowner preferences long before a purchase is made.
Leading manufacturers invest in contractor-focused programs, training and marketing initiatives designed to strengthen engagement and increase product familiarity. For instance, Trex recently launched a national TV commercial promoting the benefits of working with a qualified TrexPro contractor. This dedicated spot generated a 98% year-over-year increase in contractor demand. These initiatives don’t just build awareness, they generate qualified demand, strengthen contractor advocacy and create more opportu-
nities for dealers to close sales.
Brands are also investing in sponsorships, events and targeted outreach designed to engage contractors where they work, play and spend their time. Recognizing that many contractors are sports enthusiasts, Trex invests in advertising tied to sports programming and also sponsors high-profile sports properties, such as the 2026 American Century Championship golf tournament and Golf Channel’s popular Big Break reality competition series. By meeting contractors through the content and experiences they already enjoy, we are able to extend our reach beyond traditional advertising and reinforce brand preference in an authentic way.
For decking retailers, strong contractor relationships create a multiplier effect. A trusted builder can influence product selection across dozens of projects each year, making engagement with these professionals one of the most effective drivers of repeat business and longterm growth. Dealers can maximize these efforts by investing in builder engagement beyond the transaction. Training programs, product demonstrations, appreciation events, and marketing support help strengthen loyalty and increase advocacy. Contractors who are confident in the
products they install are more likely to recommend them, creating a cycle of growth that benefits everyone in the channel.
The Value of Strong Brand Partnerships
Meaningful manufacturer partnerships extend far beyond product supply. They help create market momentum while equipping channel partners with the resources needed to capitalize on it. Lead-generation programs, co-branded marketing initiatives, merchandising support, contractor relations and sales tools all contribute to dealer growth.
As customer journeys become more complex and competition intensifies, the distinction between national and local marketing continues to blur. The most successful businesses recognize that growth is no longer driven solely by inventory or price, but by their ability to capitalize on brand momentum, create a consistent customer experience and build strong relationships throughout the channel. BPD
– Jodi Lee is senior vice president of marketing for Trex Co., the world’s largest manufacturer of wood-alternative decking and railing, and a leader in high-performance, low-maintenance outdoor living products (www.trex.com).
PREMIERING this month, the Golf Channel’s Big Break reality competition show returns to television with Trex as a sponsor. “The Trex Hub” is a product showcase structure where players can experience the durability and aesthetics of Trex decking and railing. During the episodes, The Trex Hub will be a gathering space where captains and contestants will gather for strategy discussions.
CONSISTENCY IS CRITICAL
BY PAIGE McALLISTER
IN HUMAN RESOURCES, we promote consistency in how employees are treated. We do this because the manager who applies the same expectations, standards, and consequences to everyone—on good days and bad—is more likely to lead a strong, durable team instead of perpetually putting out fires. A team that knows where it stands is a team that performs well.
Consistency sounds simple, but it is not easy. It means holding your top performer to the same standards as your worst performer, documenting the conversation you would rather have informally, and enforcing a rule even when the person breaking it is someone you like. But the payoff is substantial: it is how you earn trust, bring your values to life, protect the organization legally, and win real buy-in.
Consistency Earns Buy-In and Appreciation
Some managers may worry that acting with consistency limits their ability to lead effectively, but it is well established that employees do not resent consistency, they crave it. What erodes morale is not high standards but unpredictable ones. Managing consistently gives people four things they genuinely value:
• They can stop guessing. There is real security in a standard that holds steady. When people are not spending energy reading your mood or bracing for a moving target, that certainty is a relief—and relief frees them to do their best work.
• They see their coworkers held accountable. Nothing demoralizes a strong employee faster than watching a peer coast without consequence. When the standard applies to everyone, people trust that their own hard work actually means something.
• They believe the system is fair. When the same rules genuinely apply to everyone, people trust that
outcomes are earned rather than handed out by favoritism. That belief is what converts grudging compliance into willing effort.
• They know where the company is going and their part in it. Consistency of direction matters as much as consistency of discipline. When priorities do not change week to week, people connect their daily work to a stable goal and that purpose turns compliance into commitment.
How You Treat Employees
Everything starts with how you treat the people who report to you—and the operative word is “everyone.” Consistency in treatment rests on a few concrete practices:
• Set clear expectations. People cannot meet a standard they have never heard articulated. Before you hold anyone accountable for their performance, behavior, or attendance, they need to know what “satisfactory” looks like: what the role requires, the deadlines, how performance is measured. Vague expectations breed inconsistent results—which tempt managers into inconsistent responses. Conversely, Gallup Organization has well documented the fact that employees are most engaged when they know what’s expected of them at work.
• Discipline predictably. The same infraction should draw a comparable response, whoever commits it. When discipline is unpredictable—a warning for one person, nothing for another—employees stop seeing fair correction and start seeing favoritism, or worse, targeting.
• Treat your favorite employee and most frustrating employee the same. While you need to consider each situation on a case-by-case basis, every employee
needs to be held to the same standard and face the same repercussions for failing to meet that standard. Your top performer does not get a pass because they are talented, and your struggling employee is not held to a stricter, unwritten standard because they have frustrated you. The policy is the policy—the chronically late star gets reprimanded, and the underperformer who nails a deadline gets the recognition anyone else would.
• Hold managers accountable, too. Consistency cannot stop at the supervisor’s door. If frontline staff are written up for behavior managers indulge in freely, the standard is not a standard. It is a hierarchy. Additionally, consistency must be a part of what managers are evaluated on and something they are disciplined for failing to uphold.
How You Mirror the Company’s Values
Consistency does not just shape how you manage; it is how your company’s values come to life. Employees do not learn values by reading them on a wall or in a handbook; they learn them by watching what managers consistently reward, tolerate, and punish. You are the living translation of those company values, all eyes are always on you, and consistency is what makes it believable. Company values like integrity and trust, accountability and ownership, excellence and quality, innovation, teamwork, respect and inclusion, and growth
Q . We have an employee who wears way too much fragrance. We have received numerous complaints from other employees, especially those that work in the same area, that the aroma is overwhelming. What can we do?
A. While most personal appearance policies focus on clothing, they should also cover other aspects such as hygiene (“good” and “bad” odors), grooming, jewelry, tattoos, etc.—whatever aspects may be important to the job, especially for reasons such as safety and interaction with others. Enforcing these policies, however, usually involves uncomfortable conversations with the employee in question and firm conversations with the others to not gossip, target, or retaliate against the employee.
In this case, you (or, preferably, someone of the same gender) will need to have a sensitive conversation with the employee. Pull them into a private space, gently tell them that their fragrance is overwhelming for the enclosed area, and suggest they soften it by using less or using it in a different form (i.e., lotion instead of perfume). If the odor is more biological (e.g. body odor), you still need to have the conversation but perhaps suggest showering before coming to work or using cleaning wipes during the day.
There are some situations when deviation from the personal appearance standard is protected such as odor related to a medical condition, a hairstyle protecting certain hair types, a head covering with religious meaning, or a tattoo of cultural significance. In these cases, follow your reasonable accommodation process and have an interactive dialogue with the employee to determine what exceptions can be made or, in situations of importance such as safety, cannot be made.
and learning all show up in how you treat every employee and how you show up consistently over time. When your reactions, standards, and feedback are steady and predictable across people and situations, those values stop being slogans and become the way you actually lead.
The Legal Case for Consistency
There is also a strong reason for why consistency matters: it is one of the most powerful legal protections your organization has. Most employment claims—discrimination, retaliation, wrongful termination—turn not on whether a rule existed, but on whether it was applied evenly. A disciplined or terminated employee asks a simple, powerful question: “Was someone outside my protected class treated differently for the same conduct?” If the answer is yes, you have a problem. Three practices keep you on solid ground:
• Document. If it is not written down and signed, it effectively did not happen. Factual, comprehensive documentation — what occurred (or did not occur), when, what was expected, what was decided—shows your decisions rested on legitimate, continual reasons rather than protected characteristics. Document strong and struggling performers alike; a file holding only negatives for certain employees tells its own story.
• Align your practices. What you do has to match across similar situations. If two employees commit the same violation and only one is written up, that gap is the entire case. Before you act, ask how you have handled the same situation with everyone else.
• Follow your policies and procedures. Your handbook and procedures set the standard against which you will be measured. Deviating from your own stated process without a legitimate reason is often more damaging in litigation than the original issue. If a policy no longer makes sense, change it—do not quietly ignore it for some and enforce it for others.
The Bottom Line
Consistency is not about being inflexible. It is about being fair, predictable and even-handed so that everyone on your team is measured by the same yardstick, and can trust it will not move. Do that, and you will build trust, breathe life into your values, protect your organization, and earn buy-in that no reward or pep talk can manufacture. Inconsistency is expensive—in morale, in turnover, and in legal exposure. Consistency requires discipline, but rewards you everywhere that matters. BPD
PAIGE McALLISTER
Paige McAllister, SPHR, SHRM-SCP, is vice president for compliance with The Workplace Advisors, Inc. Reach her at (877) 660-6400 or paige@theworkplaceadvisors.com.
VIRTUAL TOURS TURNING HOMEOWNERS INTO CUSTOMERS
------------
EVERY DEALER has heard it before: “I like the look of wood... I’m just not sure where I’d use it.”
That’s often the moment when a sale stalls, not because the customer doesn’t want eastern white pine, but because they can’t quite picture it in their own home.
The Northeastern Lumber Manufacturers Association (NELMA) Virtual Tours help bridge that gap. Available on the NELMA website, these immersive 360˚ experiences allow customers to explore completed homes room by room, seeing how eastern white pine works across a variety of architectural styles and living spaces.
For dealers, they’re more than inspiration. They’re a visual sales tool that helps customers move from inspiration to purchasing.
Here’s a closer look at four residential tours that can help spark ideas—and sales!
A Modern Home That Keeps Wood Fresh
Some customers still think wood belongs only in traditional homes. The Modern Home Virtual Tour quickly changes that perception.
Clean lines, open spaces, and contemporary finishes showcase how eastern white pine complements today’s
BY NELMA
architecture without feeling rustic or dated. Accent walls, ceilings, trim and architectural details demonstrate how wood adds warmth while maintaining a sleek, modern aesthetic.
For dealers, this tour is especially valuable when working with younger homeowners, architects, or designers looking for natural materials that fit contemporary design trends. It reminds customers that wood isn’t tied to one style: it’s beautifully adaptable.
A Seaside Cottage Full of Timeless Charm
The Seaside Cottage Virtual Tour highlights one of eastern white pine’s greatest strengths: its ability to create welcoming spaces that never go out of style.
Throughout the home, painted and natural wood applications work together to create bright, comfortable interiors that feel relaxed and inviting. From wall treatments to ceilings and trim, the project demonstrates how a consistent use of wood creates character that manufactured materials cannot match.
When customers are planning vacation homes, renovations, or simply want to bring a lighter coastal feel into their primary residence, this tour provides countless conversation starters.
FOUR RESIDENTIAL virtual tours provide immersive 360˚ experiences that allow customers to explore completed homes room by room, seeing how eastern white pine works across a variety of architectural styles and living spaces.
A Modern Cabin That Redefines
Rustic
Today’s cabins aren’t all roughhewn hunting camps; some are sophisticated retreats for year-round living.
The Modern Cabin Virtual Tour shows how eastern white pine delivers the warmth people expect while supporting clean, updated design. Vaulted ceilings, exposed wood surfaces, and thoughtfully integrated finishes create spaces that feel connected to nature without sacrificing modern comfort.
For dealers, it’s an excellent way to broaden customers’ thinking beyond traditional log construction. Whether someone is building a mountain retreat, a hunting property, or simply wants to introduce natural materials into their home, the tour demonstrates that eastern white pine can achieve both rustic character and refined design.
A Lakeside Escape Designed for Gathering
Perhaps no project better illustrates the emotional appeal of wood than the Lakeside Escape.
This home is built around bringing people together, with inviting living spaces, expansive ceilings, and carefully crafted details that make every room feel comfortable and connected to the surrounding landscape. Eastern white pine becomes more than a building material as it helps create the atmosphere homeowners are hoping to achieve.
That’s an important selling point. Customers rarely walk into a lumberyard asking for a particular species because of its technical properties alone. They’re buying the feeling they want their home to create. This tour helps dealers connect product features (strength, integrity) with homeowner desires and aspirations (beauty, functionalism).
From Browsing to Building
Each Virtual Tour goes beyond beautiful photography. Customers can navigate each room at their own pace while exploring product information that identifies the grades, patterns, and applications used throughout the home.
That gives dealers an easy path from inspiration to specification.
Instead of describing possibilities, they can point to real examples and discuss exactly how similar results can be achieved.
A Sales Tool That Never Closes
Today’s homeowners research extensively before making decisions, and visual content has become one of the most influential parts of that process.
The NELMA Virtual Tours allow dealers to continue the sales conversation long after a customer leaves
the showroom. Whether viewed together during a visit or shared afterward as a follow-up resource, they provide the confidence customers need to move forward with eastern white pine.
Bookmark the NELMA Virtual Tours on your phone or tablet today. When homeowners can see themselves living in a space, they’re one step closer to building it. And for dealers, that’s where inspiration becomes sales. BPD
NELMA VIRTUAL tours help homeowners visualize eastern white pine in real-life home settings, making it easier for dealers to close sales.
SPECIALTY BUILDING PRODUCTS RENAMES DIVISIONS,
TAKES OVER NATIONAL DISTRIBUTION FOR TREX
Specialty Building Products has been named the sole national distributor of Trex decking and residential railing products. The expanded agreement solidifies a relationship that dates back more than two decades and is expected to accelerate SBP’s growth in the category.
In addition to SBP covering national distribution, Trex will also further expand its regional distribution footprint with WS Building Materials (formerly Snavely, Weekes and Logan), Coastal Forest Products in New England, and BlueLinx in the South Central region. Simultaneously, Trex will transition away from Boise Cascade as a distributor of its products.
The moves align with Duluth, Ga.-based SBP’s ongoing transition to a single, integrated national platform to give the company a clearer and more powerful presence across the building industry. Alexandria Moulding, Amerhart, Reeb, DW Distribution, Millwork Sales, and U.S. Lumber are now unified under the SBP brand. OrePac Building Products will continue operating under its current name for now as the brand unification continues westward.
SBP’s acquisition last year of OrePac expanded its presence to all 50 states and Canada. As a result, Trex will have unparalleled access to SBP’s network of more than 15,000 dealers and retailers, and Trex’s products will be available through SBP for the first time in the states serviced by OrePac, including Oregon, Washington, Idaho, Montana, Utah, Colorado, Arizona, Wyoming, Nevada, New Mexico, Alaska, Hawaii and California.
“This expansion of our relationship with Trex is a strategic milestone for SBP, further cementing our alignment with the industry’s leading outdoor living manufacturer,” said Jeff McLendon, president and CEO of Specialty Building Products. “Our growth has always been rooted in providing unmatched service and support to our suppliers and customers. Our role in this expanded partnership is to help build demand for our custom-
ers and provide the expertise and supply chain services they need to accelerate the growth of their Trex business.”
Adam Zambanini, president and CEO of Trex, said, “We decided to expand our relationship based on their dynamic service capabilities and relentless drive for growth, and we are thrilled to solidify this relationship throughout North America.”
As for SBP, McLendon noted, “As we bring our companies together under one name and deepen partnerships with manufacturers like Trex, we’re building a stronger, more unified platform for longterm growth and one that is better equipped to serve the evolving needs of our customers.”
By unifying its teams, expertise and resources, SBP is positioned to offer customers and suppliers a more efficient and consistent experience while giving them access to the full scale of the organization’s combined product and service capabilities.
DO IT BEST RELOCATING TRUE VALUE HQ TO FORT WAYNE
Do it Best Group will move True Value from its longtime corporate base in Chicago to the world headquarters of Do it Best in Fort Wayne, In., creating a global center of gravity for the hardware and home improvement industry.
True Value has been based in Chicago since its founding as Cotter & Co. in 1948. It obtained the True Value trademark with its purchase of fellow Chicago wholesaler Hibbard, Spencer & Bartlett in 1963. Cotter & Co. became TruServ in 1997 after merging with ServiStar Coast to Coast, was renamed True Value Co. in 2005, and was acquired by Do it Best in 2024.
Since the acquisition, Do it Best Group has focused on operational stability and retailer support. This next phase aligns both headquarters in one geographic location, integrating leadership and operations and creating greater opportunities for innovation, efficiency, stability and growth with a vision to strengthen both brands.
DEALER BRIEFS
Lowe’s is opening a 95,000-sq. ft. store with 30,000-sq. ft. outdoor garden center early this month in Kaufman, Tx. (Zachary Peworchik, store mgr.).
Northeastern Lumber Building Supply agreed to lease a 1.6-acre site in Elizabeth, N.J.
Tuckerton Lumber Co., Surf City, N.J., added a California Closets showroom.
Shelby Lumber, Columbus, Ne., is now stocking ADI’s DekPro Prestige and RailFX railing systems.
Great Lakes Ace Hardware held a grand opening at its newest location in Perrysburg, Oh.
Evans & White Ace Hardware, Potsdam, N.Y., suffered considerable damage in a July 13 fire.
Ace Hardware, Margate, Fl., plans to relocate to a newly purchased storefront.
Southeast Ace Hardware held a grand opening celebration July 17-19 for its recently opened 6th location in Moody, Al.
Nabors Home Center opened location #5 in Water Valley, Ms.
Ayers Variety & Hardware, Arlington, Va., closed at the end of July after more than 80 years.
QXO has completed its acquisition of TopBuild Corp.
“Do it Best Group has always believed in the power of independent business owners and that commitment is at the center of this decision,” said Do it Best Group CEO Dan Starr. “By aligning the headquarters of Do it Best and True Value here in Fort Wayne, we are creating the leadership structure, operational focus, and shared momentum needed to support all of our store owners, strengthen vendor partnerships, and enhance one of the most recognized brands in home improvement.”
The announcement was made on July 1 by Do it Best executives joined by Indiana Gov. Mike Braun. Do it Best is Indiana’s largest privately-held company and the world’s largest member-owned home improvement company.
DECKORATORS OPENS FIRST NORTHEAST DECKING MANUFACTURING PLANT
Deckorators started up production at its new decking manufacturing facility in Lackawanna, N.Y., followed by a ribbon cutting ceremony on June 25.
“This facility is a direct response to the need to expand our capacity, maintain and grow support for our retail partners, and continue delivering the products that are driving growth across our industry,” said Ryan Kemp, Deckorators executive vice president.
The Buffalo area location is Deckorators’ first Northeast manufacturing plant. It adds 50 new full-time jobs and doubles production capacity for the brand’s decking products made with proprietary Surestone technology, including the popular Voyage and Summit decking lines.
“We’re seeing ongoing demand for higher-performing, more unique products,” said Landon Tarvin, UFP Retail Solutions president. “Deckorators has emerged as a key driver of that growth. Our mineral-based Surestone technology is a clear example of that difference.”
Deckorators invested more than $77 million into the 30-acre, 253,310-sq. ft. plant. The decking brand updated an existing 168,310-sq. ft. manufacturing building and built a 19,000-sq. ft. addition for added capacity. An 85,000-sq. ft. on-site warehouse is held for future growth.
The project was supported by up to $724,000 in performance-based tax credits from Empire State Development through the Excelsior Jobs Program, $1.82 million in sales and property tax incentives from the Erie County Industrial Development Agency, and regional utility assistance from the New York Power Authority and National Grid.
“Partners across the City of Lackawanna, Erie County, and the State of New York were instrumental in bringing this project to life. We’re proud to build something meaningful together,” Kemp said.
Deckorators is a brand of UFP Retail Solutions, LLC, a UFP Industries company.
Westbury Lumber, Red Creek, N.Y., submitted the winning bid to acquire the former 200-acre site of the Butler Correctional Facility to use as a storage facility for its hardwood milling operations.
Red Mill Lumber, Casco, Me., has closed. The mill’s entire operation, including mat drill and rolling stock, was scheduled to be auctioned off on July 30.
Vytex, Laurel, Md., has acquired fellow vinyl window & door manufacturer Vinyl Kraft, New Boston, Oh.
ABC Supply opened new branches in Laredo, Tx. (Javier Puerta, mgr.); Mesquite, Tx. (Kevin Culwell, mgr.); and Wisconsin Rapids, Wi. (Tyler Jensen , mgr.).
ABC Supply also recently acquired the assets of roofing distributor Koch Building Products, Sandusky, Oh. Jill Hartley, who leads Koch and is the daughter of owner Randy Koch, will remain with the business during the transition.
White Cap agreed to purchase concrete accessories distributor Gierke Robinson Co., with locations in Davenport, Bettendorf, Dubuque and Waterloo, Ia.
Bennett Supply Co., Cheswick, Pa., will distribute the full line of Tando Composites products, including Beach House Shake, throughout western Pennsylvania, western Maryland, and northern West Virginia.
Fencing Supply Group, with more than 80 locations in 30 states, is now the exclusive national distributor for Trex Fencing. Divisions include Merchants Metals, ADC Manufacturing, Hartford Fencing Supply, Binford Supply, Specialty Fence Wholesale, Capitol Wholesale Fence, Pro Access Systems, Vinyl by Design, B&B Wholesale Fence, Sharon Fence Distributors, Fence Supply Inc., and Atlantic Fence Supply.
Ferguson Lumber Corp., Veedersburg, In., was named the 2026 National Lumber & Building Material Dealers Association Independent ProDealer of the Year.
ROCKY’S BUYS KENNEBUNK ACE OF MAINE
Rocky’s Ace Hardware has acquired Kennebunk Ace Hardware, Kennebunk, Me., which will soon become Rocky’s 52nd store and its second in Maine, joining a location in Bath.
Kennebunk Ace Hardware has been owned and operated by the Oddy family, including John Oddy III, who passed away on Oct. 21, 2025. His wife, Diane Oddy, continues to work at the store alongside family members Sean Oddy, Michelle Oddy and Kaitlyn Silke.
“This is a truly special moment for Rocky’s,” said Rocco Falcone, president of Rocky’s Ace Hardware. “Kennebunk Ace Hardware represents everything we value: a family foundation, deep community roots and a commitment to helping neighbors. We are excited to continue the Oddy family’s legacy and to be a dependable and charitable resource for the greater Kennebunk area.”
DECKORATORS hosted a ribbon cutting June 25 at its new manufacturing facility in Lackawanna, N.Y.
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MOVERS & SHAKERS
Ryan Reese, ex-US LBM, has joined Builders FirstSource, Irving, Tx., as senior buyer-commodity wood products.
Dan Myers, ex-Novo Building Products, is new to EWP sales for Boise Cascade, Rochelle, Il.
Dave Anderson, president and CEO, Mead Lumber, Omaha, Ne., will retire on Nov. 30. Jon Cohen has been named president and will add the role of CEO on Dec. 1.
Jenny Culbertson, ex-Atlantic Forest Products, joined SilvaStar, as an Austin, Tx.-based product specialist.
John Dietel, ex-W.B. Mason Co., is a new territory mgr. at BlueLinx, Bellingham, Ma. Josef Steinhilber has transitioned into a territory mgr. role at BlueLinx in Wausau, Wi.
Gabe Dalton, ex-Exterior Wholesale Supply, has rejoined Dixie Plywood & Lumber Co., Nashville, Tn., as a product development representative.
Lee Rahn has transferred internally from Spenard Builders Supply in Alaska to Builders FirstSource, Rapid City, S.D., as sales mgr.
Mary Killoran, ex-Milwaukee Tool, is now national accounts coordinator with Coastal Forest Products, Bow, N.H.
Justin Olczak has joined Charles Grey, Clemmons, N.C., as territory mgr. covering the North and South Carolina Coastal Region. Carter Phillips is the new territory mgr. for upstate South Carolina and western North Carolina.
Grayson Taylor, ex-Ace Hardware Corp., has returned to his family’s Lanier Hardware, Lexington, N.C., as store mgr.
Ronnie Horton has been promoted to Tennessee Division president of Southeast Building Supply Interests, overseeing Wallace Building Supply, Indian Mound, Tn., and Builders Supply Co., Tullahoma, Tn. Sara Kincaid is transitioning into a financial planning & analysis role. Glenn Hoy, Division President – North Carolina, South Carolina, and Georgia, has added oversight of Henson Building Materials, Perry, Ga., as well as the company’s Installed Sales initiative and Outdoor Living strategy. Rob Eaton, while continuing to oversee Alpha Building Supply, Montgomery, Al., and Buettner Brothers Lumber, Cullman, Al., is now VP of operations & technology, expanding his leadership to SBSI’s Information Technology organization.
Brandon Kitkowski, ex-Lumbermen’s, has moved to the outside sales team at Specialty Building Products (US Lumber), Indianapolis, In.
Mitchell Setliff, ex-84 Lumber, has joined US Lumber Brokers, Austin, Tx., as general mgr. in training.
Alyssa Richter has been promoted to commercial operations mgr. for Bliffert Lumber & Hardware, Milwaukee, Wi.
David Salas is now branch mgr. of Alamo Lumber, George West, Tx.
Dave Campbell has officially retired as CEO of Benjamin Obdyke, Horsham, Pa., after 46 years with the company. He remains chairman of the board. President George Caruso added the title of CEO.
Ryan Daniels has been named senior vice president, wood products for Rayonier, Inc., Wildlight, Fl.
Enrico Batelli has been appointed chief financial officer for US LBM, Atlanta, Ga.
Dylan Boland, ex-Kreofsky Building Systems, has rejoined QXO, Rochester, Mn., as assistant branch mgr. Cody Barron, ex-Carter Lumber, is a new account executive with QXO in Nashville, Tn.
Alec Spickler has transferred from ABC Supply, Hazelwood, Mo., to manage the Rockford, Il., branch.
Kate Kaptrosky has joined LP Building Solutions as territory sales rep in Charlotte, N.C.
Jesse G. Singh has been appointed CEO and a board of directors member with Fortune Brand Innovations, Deerfield, Il.
Alexander Armendariz is new to Ace Hardware Corp., Oak Brook, Il., as a replenishment planner.
Sarah Haenel, ex-Armacell, has been named as Chicagobased Eastern U.S. area mgr. for Pollmeier Massivholz.
Travis Villez has been promoted to business systems & automation mgr. at Sherwood Lumber, Melville, N.Y.
Madisen Albert is a new trade sales development rep at Pella Windows & Doors, Greensburg, Pa. R.J. Brescia is new to retail/replacement sales at Pella in Plymouth Meeting, Pa.
Rob Friend has joined Arbor Wood Co., as Atlanta, Ga.based architectural sales mgr. for the Southeast.
Alondra Rivera is new to the inside cabinet sales team at Millard Lumber, Omaha, Ne.
Howard Rhine has been named chief people officer for Fabuwood, Newark, N.J. Scott Davies, ex-Dacor, has joined the company as VP of marketing.
Eric Flores is a new TruFast roofing technical sales representative with Altenloh, Brinck & Co., Bryan, Oh.
Chee Min Hong has been appointed vice president of product management, ecommerce & brand marketing for Arrow Tool Group, Saddle Brook, N.J.
Katherine Collins and Lori J. Ryerkerk have been elected to the board of directors for International Paper, Memphis, Tn., effective Oct. 1.
Tina Cannedy, director of business development–architecture in the Roof and Wall Insulation division of Atlas Roofing Corp., Atlanta, Ga., has been named the first ever female president of the Texas Lathing & Plastering Contractors Association.
Courtney Johnson-Woods has been appointed executive director of the Empire State Forest Products Association. She succeeds John Bartow, who has retired after 11 years at the post.
Drew P. Eyelids is working the graveyard shift at Mungus-Fungus Forest Products, Climax, Nv., report co-owners Hugh Mungus and Freddy Fungus
APA RELEASES 2026 PANEL/EWP YEARBOOK
Elevated tariff rates, a frozen housing market and the sharpest slowdown in U.S. net immigration in decades are converging to constrain demand for engineered wood products in 2026. What those forces mean for the engineered wood industry is examined in depth in the 2026 Structural Panel & Engineered Wood Yearbook, prepared by APA’s vice president of economic analysis and market research Jennifer Coskren. The yearbook analyzes the key economic and market factors driving demand for engineered wood products in North America.
Updated information in the 2026 Yearbook includes:
• Historical and current production statistics for structural panels (OSB and plywood).
• North American product import and export levels.
• U.S. and Canadian nonresidential and industrial construction statistics.
• Demand and production for glulam, I-joists and LVL.
The U.S. economy achieved 2.1% real GDP growth in 2025 and carried that momentum into the first quarter of 2026, despite significant volatility driven by tariff front-loading, a government shutdown, and rising energy costs tied to the ongoing conflict in the Middle East. The Federal Reserve’s ability to bring down long-term rates has been more constrained in this cycle than in prior ones, complicating monetary policy in ways that historical comparisons do not fully capture. These headwinds have weighed heavily on housing. Mortgage rates averaged 6.8% in 2025, and while showing some improvement in early 2026, rates resumed their climb on renewed energy and inflation concerns. Homebuying sentiment sits at historically low levels, and while the prime-aged homebuyer population remains large, it is beginning to roll over from its demographic peak. Affordability constraints and elevated rates continue to suppress buying activity, and vacancy rates— while gradually improving—remain lean by historical standards.
Against that backdrop, singlefamily construction is forecast to decline again in 2026, averaging 910,000 units for the year. It is not
surprising, then, that engineered wood markets, which are largely driven by residential construction, face a difficult environment. Structural panel production is forecast to fall to 31.6 billion sq. ft. in 2026. Meanwhile, I-joist and LVL production are each expected to grow just 1.0%, while glulam and cross-laminated timber should see a modest lift from continued growth in nonresidential applications.
The entire 2026 market forecast, including all market segments
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and production outlook, as well as statistical data, is included in APA’s 2026 Structural Panel & Engineered Wood Yearbook, Form E191. The yearbook can be purchased for $1,290 at shop.apawood.org.
Founded in 1933 and based in Tacoma, Wa., APA represents about 175 plywood, OSB, glulam, wood I-joist, rim board, CLT and structural composite lumber mills throughout North America. Its primary functions are quality auditing and testing, applied research, and market support and development.
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WHEELER ADDS NEW POLE TREATING LINE
IWT-Moldrup has installed a modern new pole treating facility at Wheeler Lumber, Whitewood, S.D. Wheeler, a pole and bridge timber treater that uses QNAP, doubled its capacity by adding a second cylinder next to its existing line.
IWT-Moldrup (Innovative Wood Technology) is a Danish owned company. Its plant equipment is sold and marketed in North America by American Wood Technology, Jefferson Ga.
“IWT-Moldrup is feeling very proud of this 130-yearold company having faith in buying our modern treatment plant,” said Claus Staalner, president of AWT. “Wheeler is part of a new group of treating clients who have all taken the step into the modern pressure treatment technologies by choosing IWT-Moldrup as their treating plant supplier. The group of companies are now all benefiting from using newest technology available.”
LP PLANS SMARTSIDE PLANT IN MINNESOTA
LP Building Solutions broke ground June 23 on a new LP SmartSide ExpertFinish Trim & Siding manufacturing facility in North Branch, Mn. The approximately 350,000-sq. ft. facility will be built on a recently acquired 120-acre site. It is expected to create 125 jobs at full capacity and is slated to begin production in the first quarter of 2028.
“This investment reflects the strong momentum behind the LP SmartSide ExpertFinish portfolio and our confidence in its future,” said Jason Ringblom, CEO of LP. “The North Branch facility expands our manufacturing network, strengthens our ability to serve customers, and reinforces our long-term commitment to Minnesota.”
The North Branch facility will be the largest and most efficient ExpertFinish site in LP’s network, reflecting the scale of investment and continued demand for the product. It will be LP’s fourth ExpertFinish manufacturing location and the second one purpose-built for ExpertFinish production, following the opening of LP New York in 2023.
Located near key new construction and repair
and remodeling markets in the Midwest, the facility will help support growing demand for LP SmartSide ExpertFinish products. Siding will be manufactured and primed at LP siding mills before being shipped to North Branch, where team members will apply one of 22 prefinished colors to create ready-to-install exterior siding products that help eliminate the need for painting after installation.
This investment builds on LP’s long history in Minnesota, where it has operated since opening its Two Harbors siding mill in 1985. Once complete, North Branch will become LP’s 12th siding facility and 22nd manufacturing facility across North and South America.
HOOD SHUTTERING WIGGINS PLYWOOD MILL
Hood Industries will permanently close its plywood manufacturing operation in Wiggins, Ms., a decision that will affect approximately 260 employees.
Facility-wide meetings were held with employees to share the news and explain that the decision followed a comprehensive assessment of the extensive damage caused by Tropical Storm Arthur.
“After a thorough assessment, we determined that the damage caused by the recent storms, combined with the age of our 56-year-old facility, would require an investment that is not economically feasible. As difficult as this decision is, repairing and restoring the mill is not a sustainable option,” Hood Industries president Jay Galloway told employees. “We have made the decision to close the mill.”
The Wiggins plywood mill was originally built in 1970 and was acquired by Hood Industries in 1984, becoming the company’s second and largest plywood manufacturing operation.
Operations are expected to conclude after the remaining inventory is processed, with the mill anticipated to cease manufacturing operations by the end of August.
Hood Industries, Inc. is a blend of wood manufacturing and distribution concerns that include two plywood and three lumber manufacturing plants, as well as 23 specialty wood product distribution operations located across 18 states serving the Northeast, Southeast and Southwest U.S.
SOUTH DAKOTA treater Wheeler Lumber installed a new IWT-Moldrup line alongside its existing cylinder, doubling capacity.
HAMMOND LUMBER Co. moved its Skowhegan, Me., location into a new building on the same property. Inside the new retail store is an updated showroom for millwork, kitchen & bath, doors and windows.
NEW JERSEY
DEALER UNVEILS
Woodhaven Design Center officially opened the doors to its new showroom and design center in Freehold, N.J., creating a one-ofa-kind destination for homeowners, builders, contractors, architects and designers navigating the home building and renovation process.
The Freehold location is Woodhaven Lumber & Millwork’s second stand-alone design center, in addition to design centers at each of its three New Jersey lumberyards.
The new 5,000-sq. ft. showroom brings together an extensive selection of products for kitchens, baths, closets, flooring, windows, doors, decking, stairs, railings, moulding, countertops, tile and more—all under one roof. Designed to make the selection and decision-making process easier, more convenient, and more enjoyable, the showroom offers customers the ability to coordinate multiple aspects of their projects in one visit.
Woodhaven’s in-house design professionals work closely with customers to guide them through product selections, layouts and finishes, while installation services are also available for many products.
“Folks often underestimate the number of design choices they need to make during a project, whether a small renovation or a new home build. It can be time-consuming and overwhelming. Our
5TH DESIGN CENTER
goal with the new design center is to create a one-stop shop where you can work with our team to make many of those decisions in one seamless experience,” said VP David A. Robinson, vice president.
Unlike warehouse-style showrooms, the Woodhaven Design Center was intentionally curated to offer a broad range of styles, tastes and budgets without creating decision fatigue. Customers can explore options ranging from classic and timeless designs to sleek contemporary aesthetics in an approachable, inspiring environment.
The showroom is designed to support a wide variety of customers and project types. Homeowners managing their own renovations can work directly with Woodhaven’s team, while builders and contractors can streamline the design process by sending clients to the showroom to make selections with expert guidance. The center also serves as a valuable resource for interior designers and architects seeking collaborative support and coordinated product solutions.
“We wanted to create an elevated experience that feels sophisticated yet approachable, where homeowners and professionals can make confident design decisions in a collaborative and inspiring environment,” said Julianna Welker, marketing director at Woodhaven.
In addition to serving consumers, the showroom was built to strengthen collaboration with professionals by helping simplify project coordination and reduce the burden of managing selections across multiple vendors and locations.
“This Design Center was built to make life easier for builders, contractors and their clients. Instead of managing selections across multiple vendors and locations, they can rely on one team and one showroom to help coordinate the process, streamline decision-making, and keep projects moving forward efficiently,” said Paul Glinn, sales manager.
GMS ACQUIRES DISTRIBUTOR CENTRAL MATERIALS OF TEXAS
GMS Inc., Atlanta, Ga., has purchased the assets of Central Materials, a leading distributor of stucco, EIFS, stone, masonry and related cladding products with two locations serving South Texas’ Rio Grande Valley.
John C. Turner, Jr., president and CEO of GMS, said, “Central Materials and their strong vendor relationships in stucco, EIFS and cladding products will help unlock access to an expanded product portfolio throughout South Texas.”
Cesar Guzman and Alejandro Barrera, Central’s founding partners, added, “We are very excited to see how something we started almost 15 years ago is ready for this next step. We feel that GMS shares our values and will be able to make Central Materials grow even more!”
Central Materials and its team will continue operating under their current name and branding, while Cesar and Alejandro will continue managing the business for the foreseeable future, operating in close collaboration with GMS’s Southwest Division leadership.
Founded in 1971, GMS operates a network of more than 320 distribution centers offering wallboard, ceilings, steel framing, and complementary products. GMS also has nearly 100 tool sales, rental and service centers, providing a comprehensive selection of building products and solutions for residential and commercial contractors.
GMS is a subsidiary of SRS Distribution, a wholly owned subsidiary of The Home Depot.
WOODHAVEN Design Center in Freehold, N.J., was envisioned as a one-stop shop for remodeling kitchens, baths, closets, floors, windows, doors, millwork, outdoor spaces, and more.
SELL SIDING AND DECKING AS A SYSTEM
BY SARA GRAVES
AS OUTDOOR LIVING projects become larger and more sophisticated, the line between decking, siding, trim and other exterior products continues to blur. What were once separate product categories are increasingly being sold and installed as part of a unified exterior system.
According to Joe Ciaraldi, co-president of Professional Building Services, Salem, N.H., covered decks, screened porches, sunrooms and major exterior renovations all create situations where decking and siding must work together. Contractors no longer evaluate them independently. Instead, they are looking for solutions that work together aesthetically and functionally.
Homeowners, meanwhile, are seeking cohesive designs that incorporate complementary colors, coordinated trim details, and consistent architectural styling across multiple product categories. “The goal is to make the space feel intentional and integrated— not added on,” Ciaraldi says.
This shift creates opportunities for manufacturers, distributors and dealers to position products as part of a complete exterior solution rather than as individual components. Projects that bundle decking and siding often deliver benefits beyond appearance, including simplified project management, improved accountability, and greater overall value.
Low-maintenance, warrantied products are becoming especially important as homeowners invest more heavily in comprehensive exterior renovations. Products that reduce ongoing upkeep while supporting longterm durability align with homeowner expectations for outdoor living spaces designed to perform for decades.
The performance connection between product categories is particularly evident in moisture management. Flashing details, clearances, trim integration, and proper installation all play a role in protecting the home envelope. If one component fails, the
performance of adjacent systems can be compromised as well.
Co-president Jordan Ciaraldi explains that in the Northeast where she lives, they have to shovel their decks during the winter. So, even though products such as LP SmartSide call for clearance, contractors will frequently install a larger water table to keep the siding safely above the deck. That not only improves water management, but also helps protect the siding from getting damaged during snow removal.
As exterior projects become more complex, education is also taking on greater importance. Contractors expanding beyond traditional decking applications into siding, trim or covered structures must understand code requirements, installation specifications, and system integration principles. Manufacturer training programs, such as LP’s Certified Installer program, can help bridge knowledge gaps while giving homeowners added confidence in the contractor’s expertise.
Communication remains a defining factor in successful projects. Contractors, manufacturers, suppliers and homeowners all play a role in ensuring that multiple exterior systems function together as intended.
“There is so much consideration across all of these exterior products,” says Jordan. “When homeowners are transforming the exterior of their house, they are dealing with trim, decking, siding and other systems all at once.”
Looking ahead, Joe believes manufacturers and contractors alike will continue moving toward a more integrated approach to exterior design. For dealers and distributors, the message is clear: the future of outdoor living may not belong to individual product categories, but to how effectively those categories are sold together. BPD ------------
EXTERIOR BUILDING products are increasingly being sold as part of a unified system. (Photo by LP)
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BETTER, DIFFERENT, DISTINCTIVE HOW DEALERS WIN THE MILLWORK SPEC
------------
BY MEREDITH OPIE
HOMEOWNERS DON’T walk in asking for a crosshead. They walk in with a dream. They’re chasing a feeling their home will create when they pull into the driveway or walk through the front door.
They want their home to feel more polished, more timeless, more farmhouse, more custom, more them. And today, there are seemingly more options than ever before: More profiles. More styles. More brochures. As a result, homeowners are looking to their dealer, builder or remodeler to help them make sense of it all.
The challenge isn’t a lack of options. It’s the avalanche of them. What separates the pros winning this category isn’t how much they carry. It’s how quickly and clearly they turn “I want it to feel like this” into a confident spec.
Variety used to be the edge. Now, translation is. Most homeowners are chasing one of three outcomes. They want their home to look more defined, different or distinctive. Once you hear which one they’re really asking for, the assortment stops feeling overwhelming and starts feeling like a toolkit. Focusing on adding accents and architectural details to windows and doors is the fastest way to add curb appeal to a home.
Defined: “I want my home to look better.”
This is one of the largest customer groups in the category. They know something’s off but can’t always name it. They might say, “I want more curb appeal,” “I want it to feel finished,” or “It just needs something.”
The win here is speed and confidence. Shutters, crossheads, louvers and trim accents frame the areas people notice first: windows, doors, gables, and entries. Louvered shutters lean classic, while Shaker-style shutters feel cleaner and more relaxed. And no matter the home style, any entry can be completely transformed with a single, well-placed crosshead. This customer doesn’t need to see 40 options. They need one strong recommendation that makes them say, “Yes, that.”
In this case, fewer, better-fitting choices beat an open catalog every time.
Different: “I want my home to feel like a different style.”
This customer isn’t just upgrading their home. They’re trying to shift its identity. They may want a farmhouse exterior, a cleaner modern entry, or a more classic architectural presence. They can describe the feeling, but they can’t always describe the products. Bridging that gap is where dealers add real value.
Column wraps are the fastest lever here. A tapered profile instantly reads Craftsman, while a square, woodgrained wrap reads farmhouse before the paint is even dry. Pilasters, whether plain, fluted, double panel, half round, or arch, add vertical definition around entries, windows and garages, and pair with crossheads and trim to formalize the look.
Then bring in the connective tissue: knee braces, rafter tails, dentil blocks. Those details keep a transformation from feeling like a collection of upgrades and make it feel like one home, with one point of view.
This is where the pro becomes a translator, turning the words customers already use—farmhouse, coastal, Crafts-
DECORATIVE MILLWORK can transform a home. Dealers just need to discover what feeling the homeowner is chasing.
man, or modern—into the products that give those styles a pulse.
Distinctive: “I want my home to stand out and feel custom.”
This homeowner already has a strong vision, and often the budget to match. They’re not updating. They’re creating.
Decorative millwork is especially powerful here. Gable pediments, brackets and corbels create the architectural focal points that used to require full custom fabrication, without the lead time or complexity. Layer them with intention and the home’s design language really sings.
Interior details finish the story. Polyurethane beams are the hero: the warmth and character of real wood without the weight, cost or upkeep. That’s what finally makes rustic, farmhouse and Craftsman ceilings pencil out for real homeowners. Beam mantels carry that warmth to the fireplace, and medallions add character overhead. For this customer, the product was never really the point. It’s the impression their home makes when someone walks in.
Merchandise to the Vision, Not the Category
The same framework that guides the customer conversation can reshape how we merchandise. When displays, lookbooks and digital guides are organized simply by product categories, customers are left to translate their vision on their own. Rows of shutters. Rows of brackets. Rows of columns. It’s an inventory list instead of a shopping experience.
Flip it. Organize around outcomes, like curb appeal, style shift, and custom character, and the path gets simpler for the homeowner and the pro standing next to them. Customers can more easily self-identify the goal, narrow the field, and specify with confidence. Here, clarity is the competitive advantage.
At the end of the day, this category isn’t about millwork alone. It’s about helping someone pull into the driveway of that home in their dreams, a home they love. The dealers, builders and remodelers who understand that don’t just win the spec. They win the next project, and the one after that. BPD
– Meredith Opie is associate product manager for Fypon, leading manufacturer of polyurethan decorative millwork (www. fypon.com).
THE LBM SUPPLY companies that win are the ones that seamlessly bridge the gap between the customer’s vision and simplified product specification. (All photos by Fypon)
BEAMS CAN make any interior feel bespoke. Polyurethane beams deliver the warmth and character of real wood without the weight, cost or upkeep
ADDING ACCENTS and architectural details to windows and doors is the fastest way to add curb appeal.
BEYOND THE SURFACE
WHY MOISTURE MANAGEMENT IS CRITICAL TO CLADDING PERFORMANCE
------------ BY TED WINSLOW
WHEN EVALUATING sidings and other modern claddings, the focus tends to be on appearance, durability, color or in some cases maintenance requirements while many of the factors that determine long-term performance are hidden behind the finished exterior. Modern wall assemblies are required to manage more than just weather exposure—they must also manage moisture, airflow/ventilation, drying potential, and durability—in increasingly complex designs and assemblies due to more and more progressive building codes and techniques. Understanding the science behind these systems helps architects, builders and owners make better decisions.
As building codes evolve and wall systems become increasingly airtight and energy efficient, moisture management behind cladding has become more important than ever. Some of the latest changes are pushing the industry towards smarter, more resilient wall assemblies that prioritize one key approach to building design— enhanced drying. For years, building codes were largely driven by energy efficiency needs (for good reasons), but these increased levels of airtightness and insulation have only enhanced the need to ensure proper moisture management starts at the source of most moisture challenges—from the outside in. Many buildings are not as efficient at drying when leaks occur (and they will occur) and now building codes are beginning to shift to address this growing need for durability and resilience.
While the visible cladding receives most of the attention, long-term building performance often depends on what happens behind the surface. By understanding drainage, ventilation and drying mechanisms, building professionals can create wall systems that better withstand weather, protect materials and support durability for decades. This starts by understanding and employing three fundamental principles in today’s construction methodologies: (1) airflow + drainage = durability, (2) capillary breaks matter and (3) rainscreen design principles are becoming standard practice.
In modern construction, designing successful cladding systems isn’t simply about keeping water out—it’s about managing the moisture that finds its way in. This bulk exterior moisture is known to account for over 90% of most moisture-related issues which further highlights the importance of addressing it at the exterior of the assembly—what comes in, must come out. This is where rainscreen walls excel over other systems as they are able to create a capillary break that provides a buffer between the cladding and the wall structure to not only efficiently drain this moisture, but create a means for it to continuously dry out.
When incorporating a rainscreen system, it’s important to understand the components of the basic rainscreen wall: (1) cladding layer, (2) air space, (3) water-resistive barrier (WRB), and (4) backup wall structure. The air gap (capillary break) is the most important part of the systems as this is the layer that is the foundation for why these systems are able to perform so effectively. This layer can be incorporated into the assembly in a variety of ways including strapping (wood furring) as well as more modern solutions such as entangled mats, engineered furring and dimpled sheets. One of the advantages of these more modern solutions is that they are able to provide continuous airflow in multiple directions. They are also able to be attached using common construction tools that are used for installing house wraps and building papers.
Building codes keep evolving—and some of the latest changes are pushing our industry towards smarter, more resilient wall assemblies that prioritize enhanced drying. With our evolving codes, we need to employ evolving techniques, practices and solutions that are able to address the challenges our buildings are facing when it comes to moisture and managing it effectively to preserve this integrity and durability for years to come. BPD
– Ted Winslow is director of product & technical sales for Advanced Building Products, Inc. (advancedbuildingproducts.com).
EVOLVING BUILDING codes and more energy-efficient wall systems make moisture management behind cladding more important than ever. (Photo by Advanced Building Products)
TREX-FRIENDLY FASTENERS
FastenMaster expanded its Cortex Hidden Fastening System to support Trex’s new PVC decking collection, Trex Refuge, in both new colors—Point Reyes and Martis Valley. With perfect match plugs made directly from the decking boards, no pre-drilling required, and full Cortex system compatibility, pros can install Trex Refuge with the speed, confidence and finished look they expect from FastenMaster.
Cortex for Trex Refuge will be available in 100-lineal ft. and 400-sq. ft. kits with screws, plugs and setting tools. Additionally, collated plug packs are sold separately in 300 and 80 counts, for use with stainless steel screws, drillers for metal framing, and PAMFast collated auto-feed screws.
FASTENMASTER.COM (800) 518-3569
SMOOTH FIBER CEMENT SIDING
VintageWood Smooth architectural wall panels from Nichiha USA deliver a clean, grooved wood aesthetic with deep shadow lines and the durability of fiber cement, meaning no warping, rot or repainting. Featuring the classic look of lap siding, the 5/8"-thick panels are resistant to fire, wind, pests and moisture. They come in white, gray or custom colors.
NICHIHA.COM (866) 424-4421
GIVE CONCRETE A LIFT
HandiFoam has introduced a new high-density polyurethane foam solution engineered to lift, level and stabilize sunken concrete surfaces.
Designed for pro contractors, HandiFoam Concrete Lift Low Pressure Spray Polyurethane Foam fills gaps beneath slabs and delivers controlled lift with fast cure times and long-term structural support. It helps restore uneven concrete without the need for costly tear-out and replacement, minimizing downtime on the jobsite.
Ideal for sidewalks, driveways, patios and walkways, the foam expands to raise settled concrete while remaining lightweight, helping reduce additional stress on underlying soils. It is applied through a simple injection process using HandiFoam dispensing equipment.
HANDIFOAM.COM
(800) 321-5585
CONTROL MOISTURE, BOOST COMFORT
Advanced Building Products’ new ventilation solution, Insulair Rafter Vent Mat, protects homes and buildings from moisture build-up—improving year-round energy efficiency and comfort.
Insulair helps prevent condensation, mold growth, and moisture-related damage that can compromise building performance by providing a continuous 1" air space between the underside of the roof deck and the insulation layer below.
Designed to vent continuously from soffit to ridge, Insulair comes in 35-ft. rolls fitting both 16" OC and 24" OC rafters for a quick and easy install that minimizes seams and ensures unobstructed performance.
ADVANCEDBUILDINGPRODUCTS.COM (800) 252-2306
SLIDING CARGO SYSTEM
The Weather Guard Sliding Bed System gives contractors and fleet crews faster, safer access to tools and equipment at the tailgate.
With 100% slide extension, the sliding bed brings tools and materials directly to the tailgate, reducing climbing, awkward reaching, and repeated strain during loading and unloading.
The system is constructed from heavy-duty steel and rated for payloads up to 2,000 lbs., with highperformance steel rollers and a powder-coated finish for long-term durability and corrosion resistance.
Available in 65" and 75" models, the bed fits full-size domestic pickup trucks and integrates with Weather Guard truck boxes and racks. Eight adjustable tie-down points and an integrated c-channel help secure cargo.
WEATHERGUARD.COM (800) 456-7865
WIDER BOARD & BATTEN PROFILE
Westlake Royal Building Products introduced a new 9" wide vinyl Board & Batten profile, expanding its Royal and Exterior Portfolio lines and becoming the widest traditional vinyl Board & Batten profile on the market.
Designed for vertical siding applications, the new profile features a 9" overall panel width—with a 7" board width and 2" batten width—creating stronger architectural balance compared to narrower profiles. Built-in design details, including a 5/8" projection height, gently arched battens and batten accentuator beads, also reinforce depth, wall robustness, and strong vertical lines.
WESTLAKEROYALBUILDINGPRODUCTS.COM (800) 521-8486
PREMIUM DECK SCREWS
Woodgrain has launched Diamond Deck & Wood Screws, a premium fastening solution for decking, outdoor construction, and treated lumber applications.
Key features—such as patented TTX drive technology, Typhoon head with nibs, and DXAS coarse thread on the screw shank and point—work together to eliminate spin-out and wobble, and to reduce the amount of torque required during installation.
The screws feature a 2,000-hour Nano coating, are approved for exterior and ACQ-treated lumber applications, and are backed by a limited lifetime fastener warranty.
Diamond Deck & Wood Screws are available through Woodgrain distribution locations and Huttig-Grip fastener channels across the U.S.
HUTTIG-GRIP.COM (800) 325-4466
EXPANDED OUTDOOR ACCENTS
Simpson Strong-Tie is further expanding its Outdoor Accents Essentials collection of black powder-coated hardware with new post bases, joist hangers, screws and a deck tension tie.
Load-rated, easy to install and readily available, the collection provides a complete system of structural connections while ensuring a clean, architectural appearance for custom decks, fences, pergolas and other outdoor structures.
The connectors are made of ZMAX-galvanized steel for superior corrosion resistance and feature a stylish black powder-coat finish for added beauty. Colormatched screws ensure a seamless look.
New are ABA44PC/ABA66PC adjustable post bases, DTT1PC Deck Tension Tie, LUS26PC/LUS28PC/ LUS210PC light joist hangers, and SD9212DBB Outdoor Accents Connector screw.
STRONGTIE.COM (800) 999-5099
PREFINISHED MODIFIED WOOD
Maximo Pre-Finished combines thermal modification with advanced finishing technology to deliver a fully customizable solution for cladding, walls, and ceilings. Each board is processed under tightly controlled factory conditions, ensuring consistent color, refined texture, and long-term surface protection—eliminating the variability and limitations of on-site finishing.
It leverages automotive-grade polymer technology and refined coating systems to enhance durability, while significantly reducing maintenance requirements. It uses water-based, low-VOC finishes that meet California and international environmental standards.
The collection comes in four thermally modified species (Thermo Ayous, Scandinavian Thermo, Thermo Clear Radiata, and Thermo Ash), five textures (including Rough Sawn, Wire Brushed, and Charred), and a collection of transparent finishes such as Teak, Oak, Ebony, Walnut, White Oak, Bangkirai, and Deep Black Opaque.
MAXIMOWOOD.COM (888) 987-2224
JACK FOR ALL TRADES
Raymond is introducing the lithium-ion-powered RBW45 Walkie Pallet Jack. With a compact design as well as motorized lift-lower and travel capabilities, the pallet jack allows operators to effortlessly handle loads up to 4,500 lbs. and support productivity in confined spaces and light- and medium- duty applications.
Keypad access enhances security by preventing unauthorized use, while a spare battery keeps operations up and running.
RAYMONDCORP.COM (800) 235-7200
BEAM-CUTTING BREAKTHROUGH
Engineered with the next generation of M18 FUEL motors, electronics and RedLithium Forge battery technology, Milwaukee Tool’s new 10-1/4" Rear Handle Circular Saw provides the industry’s most capable cordless beam-cutting solution.
Built to take on the toughest structural lumber, the saw allows users to cut 4x material in a single pass for fast, confident performance that surpasses all major competitors. It is also the lightest 10-1/4” circular saw on the market, weighing just 10.3 lbs. A compact footprint, well-balanced design, and removable auxiliary handle further improve control and comfort.
AutoStop Advanced Kickback Protection technology detects severe kickback events instantly, shutting the tool down faster than a human hand can react.
MILWAUKEETOOL.COM (800) 729-3878
SPIRAL FIREPLACE
Hearth & Home Technologies has introduced the Speira Spiral Fireplace from Stellar by Heat & Glo in new standard sizes. It is offered in four standard heights (4, 5, 6 and 7 ft.) in both single- and double-sided configurations.
The striking gas fire feature is engineered to serve as both a functional hearth and a defining architectural statement.
Featuring flames igniting at the floor and climbing in a spiral to the ceiling, it brings movement and warmth to a vertical space in a format unlike conventional fireplace designs.
STELLAR.HEATNGLO.COM (952) 224-4072
MISSISSIPPI CONVENTION ROCKS IN BILOXI
MISSISSIPPI LUMBER Manufacturers Association held its annual convention & trade show June 25-28 at the Beau Rivage Resort & Casino on the Mississippi Gulf Coast, continuing a tradition that began more than seven decades ago.
This year’s event welcomed more than 1,025 registrants. The trade show also reached a new milestone, featuring a record 105 exhibitor booths where attendees had the opportunity to connect with industry partners and learn about the latest products, services and innovations. Exhibitors enjoyed an appreciation luncheon sponsored by Taylor Machine Works and a cocktail reception during the show sponsored by several members, including USNR, Real Performance Machinery, COMACT, Forest City Trading Group, and Pierce Construction & Maintenance.
The meeting kicked off with the MLMA President’s Welcome Reception, bringing attendees together for networking while enjoying an excellent selection of food and beverages.
Throughout the week, attendees enjoyed a variety of social events and activities that provided opportunities to connect, build relationships, and celebrate the industry in a relaxed setting. The convention wound down with two signature events: the MLMA fishing tournament in Pass Christian, sponsored by Hankins, Inc., and the MLMA golf tournament at Preserve Golf Club in Vancleave, sponsored by Porter Engineering. Both offered participants an enjoyable and memorable conclusion to a successful week of networking and fellowship.
The ladies of MLMA enjoyed a delightful champagne brunch, sponsored by KDS Windsor and held at Coraline’s at the Beau Rivage. Inspired by the charm of New Orleans, the venue provided the perfect backdrop for a morning of fellowship, photo opportunities, and live entertainment by one-man band Gram Rea before attendees joined the afternoon pool party with fellow convention guests.
“We are incredibly grateful for the unwavering support of our board of directors, members, sponsors and volunteers, whose dedication and commitment make our convention & trade show possible year after year,” said Ellery Jones, executive director of MLMA.
When asked about MLMA, board president Jessica Atkins said, “The relationships we build here go far beyond business. They are built on trust, support, and a shared commitment to helping each other succeed. The MLMA convention is a reflection of that spirit.”
Today, MLMA proudly represents 27 mill members operating 32 mills across Mississippi, along with a strong network of more than 300 associate members.
The week concluded with the Closing Reception, sponsored by Nyle Dry Kilns and Idaho Forest Group, where attendees enjoyed live music, exceptional hors d’oeuvres and beverages, and one final opportunity to connect with colleagues and industry partners before the convention came to a close.
Conventioneers are already making plans to return to the Beau Rivage next year—June 24-27, 2027. BPD
MISSISSIPPI LUMBER Manufacturers Association recently held its annual convention & trade show in Biloxi, Ms. [1] Stefan Pittner, Vince Goodman, Robby Griffith, Michael Dorman, Brad Gibson. [2] Rodney Haas, Rick Brignac, Edward
Patton, Corey Chapman. [ 3 ] Alex Thykeson, Cody Burdette. [ 4] Barry Black, Dakota Brasher. [5] Lauren Bradley, Rylie Joachim, Ella Schlottman. (More photos on next page)
MLMA (continued from previous page) : [ 6 ] David Stewart, Daniel Hall, Gary Kellum, Kevin McLaughlin. [7] Bradley King, Hunter Huddleston, Aaron Shoup. [8] Derek Opperson, Jim Olson, Curt Allen, Daniel Santana. [9] Jake Godbey, Tricia Dauzat, Patrick Price, Kelly Matthews. [10] Randy Bonanni, Alex Bradford, Stuart Simpson, Brandon Lee, Ben Robbins, Derek Downing. [11] Matthew Scholl, Mark
Gillis, William Griffin. [12] Drew & Stephanie Homan, Starla & Bud Reaves. [13] Ray Beeson, Avett Beeson. [14] Jason Spangler, Tim Gardner. [15] Adam Duplisea, Jeremy Pitts. [16] George Hamilton. [17] Brent Gilbert, Kyle Davis. [18] Tanner Morgan, Jethro Jones. [ 19 ] Denise Sapp, Robert Foreman, A.J. Webb, Allison Schoendienst, Todd Nodine, Tracy Daniels. [20] William Pitts, Luke Mohney.
Photos by BP D
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Alden J. Robbins, co-owner and vice president of sales at Robbins Lumber, Searsmont, Se., died on July 2 from injuries sustained in the May 15 explosion and fire at the company.
Alden received a degree in business from the University of Maine in 1997 and a master’s degree in business administration from Northern Arizona University in 1998. He then joined the family business full-time.
He also served as president of Georges River Energy, chairman of the Northeastern Lumber Manufacturers Association and of its Pine Species Subcommittee, executive committee member of the North American Wholesale Lumber Association and chair of NAWLA’s membership committee, past director of the Softwood Lumber Board, and a member of the Maine Retail Lumber Dealers Association board of directors.
Robbins is the third person to die from the May 15 explosion, following two firefighters.
Still continuing to battle injuries at Massachusetts General Hospital’s burn center are Alden’s brother, president James A. Robbins, and Alden’s 23-year-old daughter, Lily.
Dawson Taylor, patriarch of Taylor’s Do it Centers and Pleasants Hardware, Virginia Beach, Va., passed away on July 4 at the age of 103.
Dawson was appointed to the U.S. Naval Academy in 1942 and graduated in 1945 with an accelerated class. He served aboard the Hancock in the Third Fleet and was in Eniwetok when the first atomic bomb was dropped. He was aboard the Leyte Gulf when the second bomb was dropped, bringing World War II to an end. Dawson transferred to the Naval Reserve in 1947 and returned home to Virginia Beach. In 1951, during the Korean War, he returned to active duty and served aboard the Midway. He returned to inactive duty two years later and retired from the reserve in 1965 as a commander.
In 1947, Dawson joined Fuel Feed & Building Materials Corp., a single-location hardware and building materials retailer in which his father was a partner. In 1965, along with the sons of his father’s partners, Dawson helped launch a related enterprise, Fuel Feed Plaza Home Center, converting a 35,000-sq. ft. former steel fabrication plant into one of the country’s first indoor home improvement lumberyards. That same year, the new company joined True Value. By 1990, the company—known as Taylor’s Do it Centers—had grown to five locations, and Dawson switched to Hardware Wholesalers, Inc. (today’s Do it Best Group).
Dawson passed the reins of the business to his son Bob in 1990, while continuing to serve as chairman. Bob later left the business in 2001 and moved to Fort Wayne, In., to join Do it Best as president and CEO. Bob’s younger brother Joe succeeded him at Taylor’s Do it Centers and continues to lead the company today.
Over the years, Dawson’s three sons and five grandchildren joined him in the business, helping grow it into today’s Taylor’s Do it Centers and Pleasants Hardware, with 22 stores in Virginia and North Carolina. Dawson continued driving himself to the office for regular visits each week until he was 96.
Robert Hinkle, 76, owner of Hinkle Lumber Co., Inez, Ky., died on July 2.
FLASHBACK: ACCURATE PREDICTIONS
FORTY-THREE YEARS AGO this month, Building Products Digest looked into the future—and the predictions, amazingly, seem spot on. The forecast was made by Gary H. London, vice president of real estate firm The Goodkin Group, while speaking at the Wood Moulding & Millwork Producers Association’s annual meeting in San Diego, Ca.
London implored millwork firms that in order to successfully sell products to the housing industry in the future, they must keep abreast of the changing demographic, sociological and technological patterns occurring in the country at the time and the implications of those changes.
He recommended four courses of action for suppliers to the housing industry:
(1) Increase product and marketing emphasis to the repair and remodeling market, based on such factors as the return movement to older homes and the tendency of families to remain in the same house longer.
(2) Emphasize high-end, value-added products.
(3) Begin thinking about changing the design em-
phasis of some products. “With the advent of instant communications and electronic technology, the home of the future will be the office of the future,” he said. “And, as people spend more time at home, they will want amenities to enliven the environment in which they will be spending a major portion of their day.”
(4) Emphasize a commitment to improving the distribution and marketing of products, because consumers will be placing more emphasis on the ease and convenience with which they can procure products.
In other news of August 1983, 10 U.S. and Canadian pressure treating companies joined forces to conduct an educational campaign aimed at broadening knowledge among specifiers and users of the performance capabilities of treated wood.
The new group, the Chemonite Council, consisted of 10 treaters—including Domtar, MacMillan Bloedel, J.H. Baxter, and McFarland Cascade—that used the waterborne industrial preservative ACZA.
The council hoped to make known that certain (mostly western) hard-to-treat species do not effectively accept traditional petroleum-based creosote or pentachlorophenol, even when “treated to refusal.”
To ensure accepted standards of penetration and retention were achieved, Chemonite Council plants maintained quality control labs in which increment borings were finely ground, compressed and analyzed by modern laboratory techniques. In addition, quality of treatment was certified by the American Wood Preservers Bureau.
Through a broad-based advertising and public-relations drive, the council hoped to educate purchasers and specifiers that hard-to-treat woods are doomed to early failure with severe exposure to insects, decay or marine borers if treated with the wrong chemicals. BPD
August 1983 front cover marked Louisiana-Pacific’s entry into OSB with its introduction of L-P Waferwood.
, 1983 saw the release of the Dataline System 525 computer for small lumber dealers. Priced under $20,000, the system included a monitor, printer, computer, disk storage and software for inventory control, accounts receivable and sales analysis. Unlike comparable systems of the time, the 525 backed up to a removable hard drive rather than floppy disks. In 1996, Dataline merged with Enterprise Computer Systems, which in 2005 was purchased by Activant Solutions, which itself was then acquired by Epicor in 2011.
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