Merchant Magazine June 2025

Trust the experts with 10 years of experience selling AZEK and TimberTech.

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Kim Drew, Aaron Geiger, Matt Gibson, David Mellstrom, Nicholas Ritchie, Emily Thornhill

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Postage paid at Santa Ana, CA, and additional post offices. It is an independently-owned publication for the retail, wholesale and distribution levels of the lumber and building products markets in 13 western states. Copyright®2025 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.

Volume 104 • Number 6

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.

Digital

Navigating the supply chain maze: Strategies for last-mile delivery excellence

Tech upgrade: How a

Same old software, same old results. Is it time for something new?

LMC

Orgill executives share tactics for coping with tariffs, supply and pricing issues

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CHARACTER

------------ BY PATRICK ADAMS

THERE ARE COUNTLESS ways to measure people, companies—even countries. As I shared last month, my daughter—and by extension, our family—has been surrounded by people and situations that have worn us down. It jades your outlook when those who call themselves “friends” turn out not to be, when companies that advertise being “there for you” prove the opposite. And as for countries… let’s just say that’s a bigger topic for another day.

Recently, a friend sent me a book that couldn’t have come at a better time—On Character: Choices That Define Life by General Stan McChrystal. I honestly believe it was divine timing—God offering a little perspective. This friend, along with many others I know, served under General McChrystal. His leadership is the stuff of legends: he leads from the front, speaks hard truths, and holds firm that character is more important than anything else.

Character, he says, “is what God and angels know of us.” It’s not inherited. It doesn’t come with a degree, a title, or experience. Instead, it’s forged through a long chain of decisions—some monumental, most mundane—that reveal our true capacity for virtue. In a world full of talk, character is what you do. It’s what you’re known for when the noise dies down.

We used to hold character as a cornerstone of life. Now, it feels like image matters more than action. But it’s our actions—especially when no one’s watching—that define us. True character demands consistent discipline through even the most ordinary moments. It’s not easy. It’s not flashy. But it matters more than ever.

My daughter has been targeted by girls she’s known since kindergarten. What started as childhood friendships has devolved into cruelty. It seems like a contest to see

who can be more hurtful. The school hasn’t acted, claiming there isn’t enough “proof.” The parents of these girls, shockingly, have joined the campaign of meanness. It’s heartbreaking—and exhausting.

In a moment of raw honesty, I asked my daughter if she wished those girls would be punished. I reminded her how awful their actions have been—how they’ve ruined her last year at this school, and how much they deserve consequences. I’ll admit, there’s a vengeful side of me that awakens when I see someone I love being wronged.

After some silence, she answered. What she said floored me:

“No, Dad. I don’t want them punished because of me. If I try to get them punished, I’m no better than them. It wouldn’t make me happy, and it wouldn’t change what they did. They have to live with themselves—and maybe one day, they’ll realize they should have been better.”

Fourteen years old. That kind of wisdom broke me. I don’t know how much credit my wife and I can take for the young woman she’s becoming—but on that day, I learned something from her.

I encourage you to pick up General McChrystal’s book and spend some time reflecting on character. In this industry, I’ve seen so many people lead with quiet strength and deep integrity. That character is what makes our community strong—and what will carry us through anything.

As always, I am humbled by the privilege of serving this great industry.

PATRICK S. ADAMS, Publisher/President padams@526mediagroup.com

DIGITAL MERCHANDISING

LEVERAGING ONLINE TOOLS TO DRIVE IN-STORE SALES

BY MATT GIBSON

IN ALL LIKELIHOOD, most of your in-store sales start online. Whether your customers are reviewing your inventory, comparing prices, confirming store hours, or mapping directions, people—especially new customers—are taking advantage of digital tools before ever stepping foot in your store.

The point of these tools is not to replace the service you offer in-store. On the contrary, you’re extending your customer service by enhancing your digital presence. You’re meeting people where they’re already looking—on social media, search engines, and your own website—to help them get the information, education and guidance they need. Put differently, you’re telling your customers what kind of service they can expect from you when they arrive.

Here’s how your business can guide customers along a journey that begins online and ends at your sales counter.

1. Get Your Digital House in Order

To drive in-store traffic from your online presence, you need to make sure your basic online presence is accurate and up to date. Customers are searching for

store details, and if your listings are missing or outdated, they may never walk through your doors.

Start with a Google Business Profile: ensure your store address, hours, contact information, and storefront images are current. Then, check your website for mobile-friendliness, straightforward navigation, and accurate product listings. Even minor improvements—like optimizing for local keywords, updating photos, removing discontinued products, or adding FAQs—can improve search visibility and customer confidence.

Tip: Run a search for your business from a customer’s perspective. Can you find your location easily? Are the right products showing up? This exercise often reveals where to focus your efforts.

2. Tie Digital Content to In-Store Promotions

Digital merchandising works best when it points customers back to your location. Promote limited-time offers, showroom-only product lines, or personalized service as reasons to visit your store. Even a simple message like, “Want to see this in person? Visit our showroom today,” can turn digital curiosity into physical foot traffic.

DIGITAL TOOLS like the Ply Gem Home Design Visualizer help to engage customers, providing a hands-on digital experience that can inspire design ideas, allow them to explore product options and ultimately arrive in-store more educated.

Tip: Build engagement by rewarding followers with exclusive in-store promotions.

3. Use Social Media to Showcase Real-Life Applications

Social media isn’t just for brand awareness; it can be a powerful pre-sales tool. Platforms like Instagram, Facebook, and YouTube give dealers a chance to showcase what’s in stock and how products look in real homes. Not everything has to be high-quality photography; you can use your phone to capture before-andafter transformations, video tours of your store, installation tips, and new product arrivals.

Tip: Ask your sales reps to capture finished project shots or incentivize homeowners to send before and after photos. Include product details, like style and series, to help educate along the way.

4. Share Educational Content Year-Round

Whether it’s through social media or your website blog, sharing content—like demo videos, maintenance advice or product highlights—can help build trust with customers before they stop in to look around. You can make it promotional and share testimonials, or you can lean more informative and share tips like which materials hold up best in the local climate.

Showcasing your expertise not only positions your team as helpful, but it can also prompt a store visit when customers realize they need expert support or new solutions.

Tip: Think like your customers. What questions are they asking each season? What are the most common reasons for replacing products? Build content around those moments and link them to products or promotions in your store.

5. Simplify Before They Visit

With so many material options, customers can get overwhelmed by choices for building materials. Simplify the selection process by offering a good, better, best selling approach with an emphasis on performance, aesthetics, and comfort levels. You can explain what ‘good, better, best’ entails for each category.

Take windows and doors, for example. By demystifying features like glazing, glass coatings, and gas fill types online, you can speed up and inform the inperson decision-making process. Customers who arrive at your store after engaging with these tools are often more confident and ready to buy.

Tip: Embed detailed graphics, product videos or interactive elements on your website’s most-visited pages to increase engagement.

6. Bring Digital Tools into the Showroom

Once your customers arrive, make sure your showroom reflects the digital professionalism you’ve worked hard to build online. For example, have a large monitor connected to a computer, tablet, or smartphone that allows you to walk customers through product options, features, and visuals in real time.

Make sure the tools work reliably and that your team is confident in using them. Organize your content ahead of time—whether that’s bookmarked webpages, product videos, or a simple presentation—so it’s easy to navigate during conversations.

Tip: A well-prepared digital setup not only adds credibility but also helps address questions on the spot, keeping customers engaged and moving toward a purchase decision.

Convenience Is Key

The world will always need showrooms where customers can get hands-on access. Digital tools only amplify the trusted relationships and knowledgeable service you provide in-store.

By using online tactics to showcase your products, educate your customers, and build early engagement, you can increase foot traffic, shorten the sales cycle, and grow customer loyalty. Brick-and-mortar retailers that embrace digital evolution will continue to thrive, both online and on the ground. MM

MATT GIBSON

Matt Gibson is director of marketing for Cornerstone Building Brands, Aperture Solutions — U.S. (www. cornerstonebuildingbrands.com). Their window and door brands include Ply Gem, Simonton, Silver Line, North Star, Atrium, Cascade, Prime, Harvey, Thermo-Tech, and SoftLite.

FROM PRODUCT tips to project inspiration, content like that featured on the Ply Gem blog helps build trust and educate customers year-round, turning online engagement into in-store foot traffic.

NAVIGATING THE SUPPLY CHAIN MAZE STRATEGIES FOR LAST-MILE DELIVERY

BY AARON GEIGER

SUPPLY CHAIN optimization has become a critical factor in maintaining a competitive edge. However, many building material distributors and home centers still struggle to effectively implement AI-powered solutions for their supply chain.

The disconnect often stems from a misalignment between C-level decision-makers and operational teams, leading to suboptimal results and missed opportunities for true optimization.

These are important decisions because a growing number of logistics professionals admit they aren’t optimized enough in their operations. Over half of respondents (52%) in a recent survey rated their organization’s current last-mile delivery planning effectiveness as below “excellent” or “good.” Additionally, the survey found that nearly 40% need to adjust delivery routes multiple times per day due to unexpected delays, emphasizing the pressing need for innovative solutions in logistics.

Understanding the Role of Software Optimization

One of the primary challenges in implementing AI and software solutions is the lack of a holistic view of the supply chain. Many building material distributors and home centers focus solely on individual components, such as warehouse management or transportation lo-

EXCELLENCE

gistics, without considering how these elements interact within the broader ecosystem. This siloed approach often leads to inefficiencies and missed opportunities for optimization across the entire supply chain.

Data quality and integration pose additional challenges. AI and machine learning algorithms rely heavily on accurate, comprehensive data to generate meaningful insights and recommendations. However, many distributors and home centers struggle with data silos, inconsistent data formats, and outdated information, which undermine the effectiveness of even the most sophisticated software solutions.

Smarter Load Optimization

Moving beyond these implementation challenges, let’s examine the critical area of load optimization in warehouses and distribution centers. Many building material distributors and home centers today are utilizing optimization software that focuses solely on downstream processes at the warehouse level. Even though the approach yields some benefits, it significantly limits flexibility and responsiveness to changing market conditions.

Forward-thinking distributors and home centers are recognizing the need for more sophisticated software solutions that allow for upstream optimization. This

MORE THAN HALF of distributors surveyed admit their last-mile delivery planning leaves significant room for improvement.

strategy enables companies to make last-minute changes to orders, responding dynamically to shifts in demand or supply chain disruptions. By optimizing loading upstream, distributors and home centers can better align their operations with real-time market conditions, improving efficiency and customer satisfaction while minimizing waste.

A key component is the ability to perform dynamic builds, reconfiguring truckloads with proper “stackability” to ensure each axle is weight-optimized while also considering the unique temperature control requirements of different products. These capabilities allow distributors and home centers to maximize the number of pallets loaded onto trucks without risking fines during road checks or compromising material integrity.

Many industries, including building materials, face unique challenges in load optimization due to the diverse weight distributions and material handling requirements in a truck. Traditional loading strategies based on the order of customer drops often result in inefficiencies, requiring the removal of several pallets at each stop to reach the necessary materials or equipment. These strategies not only increase delivery times but also risk damaging sensitive construction materials, such as prefabricated components or specialty adhesives.

Today’s more advanced load optimization software strategically orchestrates the loading of the trailer to address these challenges. These solutions consider product compatibility, determining which items should be safely stacked on top of each other in a pallet and within the truck. They also optimize the placement of building materials, minimizing the need to remove non-customerspecific pallets at each stop.

By implementing these advanced optimization techniques, building material distributors and home centers reduce the number of pallets that need to be moved at each delivery point. Industry observers believe this not only improves efficiency but also reduces the risk of damage to high-value materials. The result is a more streamlined delivery process that maintains product quality while reducing operational costs.

Is Your Routing Truly Dynamic?

The final piece of the puzzle in supply chain optimization is dynamic routing. Many building material distributors and home centers still rely on static routing methods, which lack the flexibility and agility required in today’s fast-paced business environment. The limitations of static routing become particularly apparent in the face of unexpected events, such as traffic disruptions, weather conditions, or last-minute order changes, all of which significantly impact the delivery of building materials, tools, or equipment.

Dynamic routing offers a solution to these challenges by continuously optimizing delivery routes based on real-time data and changing conditions. This is particularly crucial in industries, where factors such as traffic, weather, and site access impact delivery schedules. Dynamic route optimization leverages advanced algorithms and real-time data to create the most efficient delivery routes, considering factors such as traffic patterns, delivery time windows, vehicle capacities, road conditions, and the specific handling requirements of different materials.

However, simply investing in dynamic routing software is not enough for distributors and home centers. They need to build the right strategy to adopt and implement the technology effectively, which is where the disconnect between C-level executives and operational teams often becomes most apparent. While C-suite leaders may be eager to invest in cutting-edge routing software, operational teams need support in refining their processes before the software is truly effective.

By combining AI-driven insights with human expertise, LBM distributors and dealers will be positioned to make more informed decisions about customer service levels. Sometimes, this might mean adjusting delivery frequencies based on a comprehensive analysis of costs and benefits. For example, a distributor might decide to reduce deliveries to certain customers from four or five times a week to three, based on factors such as order volume, product mix, and delivery costs. The strategic approach to routing optimization leads to greater cost savings and improved overall efficiency without compromising product quality or customer satisfaction.

The logistics industry faces unique challenges in supply chain optimization, particularly in areas such as load efficiency and route planning. However, by leveraging advanced technologies and strategic thinking, building material distributors and home centers can overcome these challenges and achieve significant improvements in their operations.

As the logistics industry continues to evolve, those that successfully implement these advanced optimization strategies will be best positioned to thrive in an increasingly competitive and complex marketplace. MM

AARON GEIGER

DELIVERY SOFTWARE such as ORTEC’s Load Building and Final Mile Optimization Suite leverage advanced analytics and algorithms to improve efficiency and reduce costs.

Aaron Geiger is the managing director of manufacturing and CPG/retail for ORTEC, a leading provider of advanced analytics and optimization solutions (www.ortec.com/en-us).

FROM TRADITIONAL TO TRANSFORMATIONAL HOW NORTH CAROLINA YARD GREW PROFITS BY 400%

EMILY THORNHILL

FOR MORE THAN a century, Fitch Lumber & Hardware has been a cornerstone of North Carolina’s building industry. Founded in 1907 and based in Carrboro, this fourth-generation, family-owned business, now run by brothers Miles, David, and John Fitch, has upheld its reputation for supplying high-quality materials to custom homebuilders. Despite its deep roots, Fitch Lumber wasn’t afraid to embrace change. In 2020, a strategic investment in business management software transformed their operations, leading to a 400% increase in profits.

The Need for Change

For many years, Fitch Lumber utilized Advantage software from ECI Software Solutions, and when ECI announced its discontinuation in favor of more advanced solutions, the Fitch brothers knew it was time to grow with ECI. They decided to embrace solutions with remote access, improvements to inventory management, and streamlined financial operations.

“Our goal was to allow any of our users to work from any location without losing functionality,” says Miles Fitch, treasurer. Additionally, manual inventory tracking and a cumbersome accounts receivable (AR) process were slowing cash flow. Payments took nearly two months to process, and the company was spending $500 monthly on postage for invoices.

A new system had to address these inefficiencies while supporting continued growth.

Embracing Digital Transformation

After evaluating multiple options, the Fitch brothers chose ECI Spruce, a cloud-based, industry-focused enterprise resource planning (ERP) solution. Implementing Spruce, alongside an upgrade to Microsoft 365, took a year but transformed operations. The most immediate benefit was flexibility. Fitch Lumber’s team could access critical business data from anywhere. “This shift helped us serve our customers better and operate more efficiently,” Miles explains.

Inventory management also improved dramatically. Previously, employees relied on experience to locate materials across four warehouses. Now, digital tracking enables even newcomers to find products quickly, reducing waste and increasing productivity.

Financial Gains and Operational Efficiencies

Fitch Lumber’s efficiency gains drove revenue from $11 million to $20 million and profits up 400%, with just a 10% payroll increase. AR improved as customers paid invoices online, cutting the payment cycle from 55 to 35 days. The company also saved $500 monthly on postage, freeing AR staff for higher-value tasks.

For Miles, another game-changer was real-time analytics. “In less than five minutes, I can see everything I need to run the business effectively,” he says.

Investing in the Future

The Fitch brothers reinvested profits into infrastruc-

CENTURY-OLD Fitch Lumber, Carrboro, N.C., has seen profits quadruple after upgrading its software system.

Sierra Pacific to Acquire Seneca

cally reject such an offer. As a result, the buyers face ‘adverse selection’—the only sellers who will accept $750 are those unloading lemons.

Sierra Pacific Industries, Anderson, Ca., has agreed to acquire Seneca, Eugene, Or., and affiliates, combining two complementary, family-owned forest products businesses with strong historical roots on the West Coast.

“Smart buyers foresee this problem. Knowing they could be buying a lemon, they offer only $500. Sellers of the lemons end up with the same price they would have received were there no ambiguity. But the peaches all stay in the garage. “Information asymmetry” kills the market for good cars.”

Structural wood panel buyers rely upon qualified inspection and testing agencies like the APA to routinely test and certify the quality of the products they buy. This creates an incentive for individual panel producers to “push” the standard. A passage from Ackerloff’s famous paper:

Founded in 1953, Seneca operates a 175,000-acre sustainably-managed tree farm, sawmills, and a biomass plant in Oregon. SPI, a leading lumber producer that manages over 2.1 million acres of timberland in California and Washington, as well as manufactures millwork, windows, and renewable energy. The combination of two highly complementary businesses with deep expertise in forest products will result in increased efficiency and significant benefits to employees and customers.

THIRD-GENERATION: Three brothers (left to right)—president David, treasurer Miles, and vice president John Fitch—now head the 118-year-old lumber business.

“Aaron Jones and Red Emmerson are both icons of the wood products industry. They were also friends and had a deep mutual respect for each other as industry leaders,” said Seneca CEO Todd Payne. “This proposed transfer makes so much sense given the companies provide complementary products, and have shared family values and company culture.”

ture, additional vehicles, new equipment, and a new window and door division. Employees also benefited with higher wages, better benefits, and a fourfold increase in profit-sharing, reaching $100,000 last year.

“There are many markets in which buyers use some market statistic to judge the quality of prospective purchases. In this case there is an incentive for sellers to market poor quality merchandise, since the returns for good quality accrue mainly to the entire group whose statistic is affected rather than to the individual seller. As a result there tends to be a reduction in the average quality of goods and also the size of the market.”

long, frigid winter climate, coupled with a short summer season, produces hardwoods with very tight growth rings. This creates lumber with outstanding color and fine texture, which is ideal for applications ranging from furniture, cabinetry and doors to flooring, paneling and more.

A Personal Connection

This region supplies nine primary, widely used species, including: ash, basswood, cherry, hickory, hard maple, red oak, soft maple, white oak and walnut.

Appalachian Region: Superior Quality

Both SPI and Seneca have a strong focus on sustainable tree management, also managing their timberland for thriving wildlife, healthy watersheds and soils, and world-class recreation. As Payne explained, “At Seneca, we grow more than we harvest annually. We have 92% more timber on our land today than we had 25 years ago. SPI also grows more than they harvest. Under their forest management plan they expect to have more large trees on their timberlands 100 years from now than they have today.”

Spanning several states, including Ohio, Pennsylvania, North Carolina, Virginia and West Virginia, the Appalachian region produces a wide range of hardwoods species—all with one thing in common: superior quality.

Overcoming the Market for Lemons

While the financial and operational benefits of Spruce have been profound, one of its most meaningful impacts came during a family crisis. In March 2021, president David Fitch’s 10-year-old son, Lee, suffered a traumatic brain injury after being hit by a car while riding his bike. He spent two weeks in intensive care at UNC Hospitals before transferring to an inpatient rehabilitation clinic in Atlanta for three months.

The companies also share a company culture that recognizes employees as their most valuable asset, values the support of the communities they operate in and serve, and

Thanks to the region’s climate conditions—warm summers that assist with tree growth, and cooler spring

When the industry is young, industry production technologies vary little and raw materials are relatively homogeneous (e.g., OSB), this isn’t a major problem. But it is a serious problem when the inspection and testing agencies find it difficult or impossible to keep up with a very rapidly changing industry. An example would be today’s overlaid Douglas fir plywood industry. There are rapid changes underway on both the demand side (e.g., much higher alkalinity concrete mixes are now essentially “pulping” conform panels) and on the supply side (e.g., much reduced

During this difficult time, David managed Fitch Lumber remotely, using Spruce and Microsoft 365 from the hospital, therapy centers, and even a friend’s home. “Just 18 months earlier, with our old system, this would have been impossible,” Miles reflects. “Having the ability to stay connected to the business gave David a much-needed sense of normalcy.”

gives back by being dedicated to education and administering scholarship programs.

supplies of small-knot, dense, Douglas fir veneers). The “market for lemons” is likely having a major effect on the size of this market today.

and fall seasons with cold winters, which allow that growth to be gradual—hardwoods from the Appalachian region feature tight growth rings, strong fibers, and consistent colors and grain textures. This leads to strength, durability and beauty in the lumber, in addition to excellent width and long length characteristics.

How can individual panel producers overcome this “lemons market” problem, their industry’s “race to the bottom,” and depressed industry sales levels? They can offer company-specific product performance guarantees

Primary species include ash, cherry, hard maple, red oak, soft maple, white oak, basswood, beech, birch, walnut, poplar and hickory, which are great for high-end furniture, millwork, cabinetry, doors, flooring and paneling, and more.

“Seneca is known for its commitment to its people and communities, sustainable forest management, innovation in manufacturing and quality wood products,” said SPI president George Emmerson. “As a family-owned forest products company with similar values, SPI appreciates the opportunity to continue the legacy started by Aaron Jones and carried on by the Jones sisters. Seneca’s culture and operations are a natural complement to Sierra Pacific. We look forward to bringing together our shared expertise which will result in increased efficiency and benefits to employees and customers.”

The transaction is expected to finalized by the end of the third quarter.

No matter the region they come from, there are many North American hardwoods species to choose from. The decision as to which one to use comes down to the application and overall quality and look of the project.

Fortunately, Lee made a full recovery and has returned to playing sports. The Fitch family’s experience, however, inspired a new mission. Teaming up with UNC Hospitals and UNC football coach Mack Brown and his wife, Sally, Fitch Lumber is now working to raise $20 million to build a dedicated pediatric rehabilitation center in North Carolina—ensuring that children like Lee can receive specialized care close to home.

Another approach is to more aggressively brand products. In either case, the mill’s products need to be clearly differentiated from their competitors’; as we discovered earlier, industry-wide, third-party quality certification is important but not sufficient. Like car buyers, panel buyers won’t chance paying peach prices when they may actually be buying a “dressed up” lemon.

– Don Barton is vice president of sales and marketing for Northwest Hardwoods, Tacoma, Wa. (northwesthardwoods.com).

Ganahl Breaks Ground at Long Last

Looking Ahead

For some structural panel producers, product differentiation requires a major change in company culture. For instance, it is very difficult to produce innovative, differentiated products for the end use market if the company doesn’t also adapt a different supplier-buyer mindset. Supplierpartners are often critical to the structural wood panel producer’s differentiation.

Ganahl Lumber Co., Anaheim, Ca., expected to begin construction in August on a new hardware store and lumberyard in San Juan Capistrano, Ca. The facility will replace its nearby Capistrano Beach location.

Fitch Lumber’s transformation is a testament to the power of embracing technology while staying true to family values. By modernizing their operations, the company has secured its future in a competitive industry. More importantly, they’ve turned their success into an opportunity to give back to their community.

Escrow on the 17-acre Lower Rosan Ranch property, which Ganahl Lumber purchased from the city for $5 million, closed in late spring, following more than four years of planning, negotiations and applications. Ganahl portion will use about nine acres of the site for its new store and yard.

As industry competition comes to focus more and more upon only one of the “4P’s of marketing”—price— “lemons” tend to proliferate and industry sales volume tends to decline.

“Technology gave us the tools to grow,” Miles says. “But at the end of the day, it’s about what you do with that success that really matters.” MM

General manager Alex Uniack said the journey has been “a challenging and complex process to get to this point, and we are excited to move the project into the construction phase.”

– Emily Thornhill is global product marketing manager, LBM Division, ECI Software Solutions (www.ecisolutions.com).

Home Depot, among others, had spent nearly 15 years attempting to purchase the property before the city zeroed in on Ganahl in 2017.

–Roy Nott is president of Surfactor Americas LLC, Aberdeen, Wa., a German-owned producer of overlays, glue films, and press cleaning films for the global wood panel industry, with manufacturing operations in Finland, Germany and Malaysia. Reach him at roy.nott@surfactor.com.

is among the major hardwoods of the Appalachian Region.

The beauty of the forest is yours to sell

HARD MAPLE is popular throughout the Glacial Region.

CHERRY

SAME OLD SOFTWARE, SAME OLD RESULTS

FOR DECADES, legacy ERP systems have been the go-to for lumberyards, building materials suppliers, and hardware stores. At one time, they represented innovation—a way to bring order to the chaos of paper tickets, price books, and inventory blind spots. But that time has passed, and businesses using these old systems end up hamstrung by outdated technology, clunky interfaces, and expensive customizations that are required to tailor the system to their unique needs. Let’s not even get into a discussion about customer support.

Ask your GM about their experience on your legacy software and the story is familiar: confusing workflows that make training new employees a nightmare, poor reporting (unless you’re a tech wizard and expert at writing SQL queries), and painfully slow load speeds. Salespeople struggle to find products, jump through hoops to process special orders, and play phone tag with dispatchers to schedule deliveries. Dispatchers juggle whiteboards, spreadsheets, and paper delivery tickets because your yard team and drivers can’t access a delivery system on their phones. Owners are left in the dark with half-baked, static reports that don’t reflect what’s happening in real-time.

Worst of all, these systems aren’t built for the way LBM businesses need to run to survive and thrive—mobile, customer-driven, and data-centric.

------------ BY DAVID MELLSTROM

GIVE CUSTOMERS the convenience that businesses outside our industry provide, such as online and mobile access to view invoices, make payments, and track orders.

This is where a modern operating system changes the game. Modern platforms built for building materials suppliers—we’re not talking about old retrofitted accounting packages—pro-

vide intuitive, integrated workflows that empower new hires to hit the ground running.

Equipped with smart search that makes find SKUs and customers simple, user-friendly custom reporting, and AR & AP automation to eliminate cumbersome back-office work, the modern operating system drives higher productivity and profit across the company.

Sales reps quote faster and process special orders more efficiently. Dispatch teams coordinate and track deliveries in real-time on any device, and owners can monitor performance metrics across locations from a single dashboard—whether they’re in the office or on the go.

Give your customers the convenience they’re accustomed to with other businesses—online and mobile access to view invoices, make payments, and track orders. Set up automated notifications for order updates, deliveries, and payment reminders that keep customers in the loop without tying up staff.

The reality is clear: LBM suppliers stuck with legacy software are falling behind. If you want to free up your team to serve more customers, provide best-in-class customer service, and maximize margins, it’s time to modernize. MM

– David Mellstrom is the founder and CEO of Flitch (www.flitch.com).

ONCE WE HAVE built trust with a customer, the sales process becomes easier. When the customer knows that we have their best interest as our goal, that we are working for them as a partner, the sales process is more free flowing. So the question is “How do Master Sellers build trust?” In addition, “What can we do to make that happen faster?”

The First Call

The Master seller is friendly, warm, calm and confident on the first call. Many sellers are nervous and disorganized. Others talk too fast or are too aggressive. Some try to sell too soon sending the message that they are only on the call for the order.

Master Sellers are relaxed and organized. They send the message that they are on the call to understand the customer and their needs. They are not in a hurry to get an order. For example:

Customer: “So what’s your price on 2x4 16’s?”

Master seller: “I’d love to sell you something today, but that really isn’t the reason for my call. Let’s first talk about the products you buy on a regular basis—what kind of stock you prefer and other specifics and when we are done I will gladly work you up a professional quote on 16’s.”

At the end of the call, the Master Seller sets the expectation for the relationship:

Master seller: “Okay, Judy, when I hang up I will send you an introductory email telling you a little bit more about me and my company. I will send you offerings twice a week and follow up with phone calls. I will send you a quote

TRUST

------------ BY JAMES OLSEN

on the 16’s and will follow up with you tomorrow. What is a good time?”

Persistent and Consistent

At the beginning of our relationship with our potential customer, they are testing us. They want to see if we will hang in there even without orders. The Master Seller's calls are consistent. They don’t robo-dial the customer, but do call them on a regular basis.

Sell the Entire Account

Most sellers are only charming and friendly with the buyer. They are not rude to the receptionist, but they treat them like furniture or with a perfunctory casualness. This sends a message of insincerity or falseness. These sellers are only nice in order to get an order. The Master Seller understands that everyone at the account has a vote. They are warm and friendly with everyone at the account. This sends the message of sincerity which is much easier to trust.

Market Calls

Most sellers do not provide market information. Many are so intent on selling, and that is all they do on each call sending the message that they are only in the relationship for the order. Others are afraid of being wrong.

Master Sellers, on the other hand, provides market information. They tell the customer to hold off if they can when the market is coming off and nudge them to buy a bit more when the market is trending upward. Telling the customer to wait is something almost no sellers do. Is the Master Seller always right on their market calls? No. But in my experience they are right 80% of the time, which brings and ton of value to the customer and builds trust.

Details

This may seem obvious, but many sellers do not have answers to simple questions: “Has our last order shipped?” “Can you change the tally?” “Can you hold the shipment?” “Are there any other options?” These sellers are in the “let me check” business. This is tedious and time-consuming for the customer. Master Sellers anticipate customer questions. They have done the work before the call to be ready to help the customer—which builds trust.

Late Shipments and Claims

Master Seller don’t hide when shipments are late. They let the customer know right away and have options to fill in for the late shipment. They solve claims quickly and professionally. They are not pushovers but are not afraid to take some short-term pain in order to maintain the long-term relationship.

Do What You Say You Are Going to Do

This should go without saying, but it is much rarer than you would think and is a huge competitive advantage for the Master Seller and builds trust. MM

JAMES OLSEN

SMOOTH TRANSITION. PROVEN RESULTS.

Switching suppliers can make any retailer uneasy especially when it means replacing brands your customers have trusted for decades. However, for C.C. Gibbs and his team at Gibbs Hardware the decision to partner with a new supplier turned out to be one of their best.

Thanks to Orgill’s broad product range, customi able assortments, and reliable supply chain, the Gibbs team made a smooth, confident transition and the results speak for themselves.

Discover what Orgill can do for your business at Orgill.com/opportunity.

“One of our biggest concerns was switching from the distributor branded paint line we’d supported for years. It had been a staple in our rural town, and we were one of the top paint buyers through our previous distributor. But the change went better than we imagined—our customers embraced the new line, and we didn’t miss a beat. Sales have kept climbing ever since.”

C.C. Gibbs Owner of Gibbs Hardware Grayson, Kentucky

PRIORITIZING MENTAL HEALTH IN THE WORKPLACE

BY NICHOLAS RITCHIE

MAY IS MENTAL Health Awareness Month, a time to spotlight the importance of mental well-being in the workplace. For business and HR leaders, it isn’t just a once-peryear conversation. Workplace mental health and wellness impact all aspects of your business: performance, culture, retention, and the bottom line. Additionally, the company's reputation and employer value proposition (EVP) are built over years, sometimes decades, yet can be easily damaged in minutes if employee well-being is neglected. In today’s landscape, prioritizing employee mental health isn’t just a “people issue.” It’s a business necessity.

The workforce is making a statement that mental health matters. Employees value workplaces that make them feel seen, safe, and supported, allowing them to speak up without fear of judgment. The shift presents a challenge for HR leaders and employers, but also a great opportunity. By prioritizing employee mental health and well-being, organizations can enhance their reputations, foster a strong internal culture, and secure a lasting competitive advantage in the labor market.

The Workforce’s Expectations

Conversations around employee/workplace mental health have become far more prevalent in recent years, and expectations have grown. The workforce places significant value on mental health support and a strong culture.

According to the American Psychological Association’s 2022 Work and Well-Being Survey:

• 81% of individuals said they look for workplaces that support mental health when seeking future job opportunities.

• 30% of workers strongly agreed that employer support for mental health will factor into their future job decisions.

These results show that employees view mental health support as a dealbreaker. It isn’t a perk or benefit; it is critical to recruiting and retaining top talent.

The Business Case

There’s no doubt that mental health is a deeply personal and sensitive subject for many people. That said, it is also a business issue. When mental health struggles in the workplace go unaddressed and employees don’t feel supported, the impacts can be significant. While the bottom line is the most critical measure of performance, it is essential to look deeper. Absenteeism, disengagement, and burnout aren’t isolated issues. They are symptoms of larger problems that affect performance, productivity, retention, and ultimately, the bottom line.

On the other side, companies that invest in their employees and support their mental health are likely to see long-term, tangible returns. According to Deloitte’s article on ROI in workplace mental health programs, organizations that proactively address mental health see reduced turnover and improvements in job satisfaction.

It is essential to acknowledge, however, that supporting employee mental health is not straightforward. Programs are most successful and more likely to achieve a positive ROI when they support employees across the entire spectrum of mental health. This includes promoting overall well-being, providing early intervention and access to care, offering time off when needed, and identifying and eliminating workplace hazards that could cause psychological harm to employees.

Mental Health as a Core of the Employer Value Proposition

The organizational stance on mental health is more than just an internal issue; it becomes part of your ex-

ternal brand. Candidates and employees pay attention to how companies treat their employees, and mental health policies are becoming a critical part of the employer value proposition (EVP). Companies that lead and innovate in this area will find it easier to attract and retain top talent, particularly the younger generation, which constitutes the largest segment of the labor force. More recent entrants into the workforce value work-life balance, company values, and culture over salary alone. When your value proposition reflects a genuine, well-rounded commitment to supporting employees, your brand becomes stronger, more authentic, and more attractive to the labor market.

The Challenge for HR and Managers

As mentioned, mental health has a direct impact on employee retention. For HR leaders, the challenge becomes twofold, with the added responsibility of recruiting new talent. In today’s competitive labor market, benefits that support employee well-being, such as mental health support, leadership coaching, and flexible working environments and scheduling, can serve as key differentiators from the competition.

Equally important are front-line managers, who are often the first point of contact for employees struggling with mental health issues. These managers must be equipped with the proper training and resources, enabling them to lead with empathy and offer the support their team members need, while also understanding the importance of confidentiality.

Actionable Steps: What Employers Can Do

Creating and maintaining a supportive and healthy workplace isn’t just about remaining compliant and checking boxes with surface-level programs.

Here is where employers and HR leaders can start today:

• Normalize the conversation around employee mental health: Leadership and front-line managers should speak openly about mental health in the workplace and encourage employees to do the same in appropriate settings while not pressuring anyone to share more than they feel comfortable. Creating an environment where these conversations are welcomed is a crucial step toward fostering a strong and supportive culture.

• Promote and protect PTO: Encourage employees to take their paid time off and fully disconnect from work during that time. Leaders should avoid off-hours communication and respect the boundaries between their personal and professional lives. This is especially important in remote and hybrid work environments, where the distinction between work and home can become easily blurred. Supporting actual time off helps prevent burnout and reinforces a culture of well-being.

• Expand mental health and wellness benefits: Go beyond the traditional Employee Assistance Program (EAP) by offering access to creative and impactful wellness benefits, such as mindfulness training, stress management programs, mental health hours, and in-person or virtual counseling services. Broadening your range of benefits in this area can provide a strong and sustainable competitive advantage.

Q . We have 55 employees across multiple states, with some working remotely. However, we do not have 50 employees in one location. What are our FMLA obligations?

A. Under the Family and Medical Leave Act (FMLA), any employer with 50 or more employees must notify their employees of their potential right to FMLA. This is done by posting the required notice and including an FMLA policy in your handbook. You would also need to process each employee going out on leave for FMLA, notifying them if they are eligible or not, within five days of learning of their need for leave.

One of the criteria to be eligible for FMLA is that the employee must work in a location with 50 or more employees within a 75-mile radius. While reviewing their eligibility, you must calculate the number of employees within that radius of their workplace.

In the past couple of years, guidance has been issued that remote employees count toward the office they report to and receive their assignments from. For example, if an employee works 75 or more miles away from anyone else but reports to the company headquarters with 49 or more people, they would be eligible for FMLA (if they meet the other service and reason for leave criteria).

Your best course of action is to process everyone for FMLA in a timely manner once you have reached 50 total employees and account for their work location properly.

• Listen to what your people are saying: Provide opportunities for peer connection and open dialogue, recognizing that employees are your most valuable source of insight when it comes to improving mental health support. Listen without bias, and seek to understand challenges and impacts from the employee’s perspective. Creating a culture where feedback is not only welcomed but also acted upon is key to building that trust.

Looking Ahead

Mental Health Awareness Month is an excellent opportunity to renew a meaningful conversation. Mental health struggles don’t begin and end in May, and neither should your efforts to create a supportive environment for all employees. By prioritizing mental health, you foster a workplace where both your employees and your business can thrive. Bottom line: when you take care of your employees, they take care of you. As always, The Workplace Advisors is here to support you and your organization with whatever comes your way. MM

NICHOLAS RITCHIE

Nicholas Ritchie is recruiting coordinator with The Workplace Advisors. Reach him at (contact@theworkplaceadvisors.com.

A TURNING POINT IN FIRE MANAGEMENT

THE YELLOWSTONE FIRES OF 1988

BY NELMA

IN THE SUMMER of 1988, Yellowstone National Park became the center of the most significant wildfire event in its history, forever changing how land managers approach wildland fires. That year, a combination of natural and human factors ignited and sustained a series of wildfires that ultimately consumed approximately 793,880 acres—around 36% of the park. These fires not only tested the capabilities of the U.S. firefighting system, but also reshaped public understanding and fire management policies nationwide.

How It Began

The 1988 fire season began under what initially seemed like manageable conditions. Spring had been wet. Early summer followed historical patterns of weather and precipitation. Park managers and fire behavior specialists, adhering to their fire management plan, allowed 18 lightning-caused fires to burn naturally. This approach was based on the belief that fire plays a vital ecological role by clearing old growth, stimulating new plant life, and maintaining healthy forest systems. Eleven of the initial fires were self-extinguished, much like previous natural fires in the park. However, by mid-July, it became clear 1988 would not be a typical fire season. The expected rains never arrived, and an intense drought gripped the entire region. Recognizing the danger, park officials halted the natural fire policy on July 15, suppressing all new fires except those clearly merging with existing ones. By July 21, even those exceptions were no longer tolerated; every fire, regardless of cause, was now targeted for suppression.

Unstoppable Fire

Despite the efforts, the fires rapidly expanded. Within a single week in mid-July 1988, fire acreage doubled, and the crisis quickly escalated into the largest wildfire suppression operation the U.S. had ever seen at the time. The extreme weather, combined with decades of fuel accumulation (dry trees, underbrush, and other flammable material), made suppression efforts extraordinarily difficult.

More than 10,000 personnel were eventually deployed, and over $120 million was spent fighting the fires. Yet even with all this manpower and funding, officials admitted that only significant weather changes could halt the blazes. This prediction came true when a light snowfall on Sept. 11—measuring just a quarter inch—finally stopped the fires’ advance. Earlier, on Sept. 8, Yellowstone National Park had been closed to all non-emergency personnel for the first time in its history.

In total, 51 fires (42 caused by lightning, nine by humans) were recorded in Yellowstone in 1988. Of the 793,880 acres affected, about 63% of the burned area originated from fires that started outside the park and spread inward. The North Fork Fire, which burned over 410,000 acres, was the largest and was accidentally started outside the park.

The fires also had a direct impact on wildlife, with about 300 large mammals dying, including 246 elk and nine bison. Most animals fled or sought refuge in unburned areas.

A Shift in Perspective

The 1988 fires sparked nationwide debates about fire management in national parks. Critics questioned whether allowing natural fires to burn had been a mistake, while ecologists emphasized the importance of fire in forest regeneration. As a result, a national policy review team reexamined fire management strategies. Rather than abandoning the policy of allowing natural fires to burn, the team concluded the approach was fundamentally sound but required refinement. By 1990, these recommendations were incorporated into the National Park Service’s fire policy. Yellowstone adopted a revised fire management plan in 1992.

Lessons Learned, Lasting Changes

An important takeaway from the 1988 fires is understanding fire is not solely destructive; it’s also a vital natural process. Ecosystems like Yellowstone’s rely on periodic fires to regenerate and remain healthy. The revised fire policies emphasized a more measured approach: allowing naturally ignited fires to burn when safe and within defined parameters, while aggressively suppressing human-caused fires.

Fire monitoring has become more sophisticated since then, utilizing both ground-based and aerial reconnaissance to assess each fire’s behavior, size and threat. Hazardous fuel removal around critical infrastructure has become standard practice. Meanwhile, interagency collaboration has increased through the National Interagency Fire Center, ensuring better coordination across federal and state levels.

Perhaps most significantly, the public’s perception of wildfire has shifted. Where fire was once seen only as a threat, it is now increasingly viewed as an ecological necessity when properly managed.

The 1988 fires marked a pivotal moment in U.S. land management. Though they were devastating in scope and cost, they ultimately deepened our understanding of fire’s complex role in nature and laid the foundation for more resilient, science-informed fire policies that endure to this day. MM

Fresh ideas for home improvement.

Strength and selection go together with Outdoor Accents ® decorative hardware from Simpson Strong-Tie. We’re always expanding our Mission Collection ® and Avant Collection lines with new products and accessories, making it easy to enhance outdoor structures and living spaces. Both feature an innovative hex-head washer and fastener combo that looks like a bolted connection but installs as simply as a screw. It’s the only approved fastening solution for Outdoor Accents connectors. Plus, our code-listed connectors and fasteners are rigorously tested for performance. So whether your customers are building a planter box or a pavilion, it will be strong, safe and beautiful for years to come.

To see our complete lines of Outdoor Accents decorative hardware, visit go.strongtie.com/outdooraccents or call (800) 999-5099.

Mission Avant

© 2024 Simpson Strong-Tie Company Inc. M-C-OA23-D

US LBM RENAMES COLORADO LOCATIONS

US LBM has renamed its Breckenridge and Edwards Building Centers, Gregory Door & Window, and the Colorado locations of Foxworth-Galbraith Lumber as Colorado Building Supply.

Travis Barton, Colorado Building Supply president, said, “These companies have had a strong partnership for years, and this merger is a strategic business decision designed to enhance the products and services we offer. Each of these organizations has a reputation for

excellence with a culture that puts customers first.”

According to US LBM, by combining the strengths, resources and expertise of these locations, they are able to offer even greater value, improved efficiencies, and a stronger foundation for long-term success of itself and its customers.

Colorado Building Supply now operates lumberyards in Breckenridge, Colorado Springs, Edwards and Henderson; a truss and wall component plant in Colorado

THAT’S WHERE WE CAME IN.

Before the ink was even dry on their latest land purchase, Carter Lumber, VP of Operations, Pat Norton, knew exactly who to call to bring their new site to life. The result? Five new buildings and rack systems executed by CT Darnell and Sunbelt Rack—from design to final construction.

Springs; a door and window shop in Breckenridge; and a home improvement center in Woodland Park.

Weber LLC signed an exclusive deal making Ace Hardware and its wholesale subsidiary, Emery Jensen Distribution, its exclusive distribution partners within the independent home improvement channel, starting in January. The announcement came days after Weber combined with Blackstone Products to form a new entity, Weber Blackstone.

Home Depot opened a new store May 22 in Moscow, Id.

Ganahl Lumber, Anaheim, Ca., is now offering GMX’s Maximo Thermowood at its 10 Southern California locations.

QXO Inc. completed its purchase of Beacon Roofing Supply for approximately $11 billion.

Builders FirstSource’s board authorized the repurchase of up to $500 million of its outstanding shares of common stock.

SPAX Engineered Fasteners has received an official Evaluation Report from the International Code Council Evaluation Service (ICC-ES) for its structural fasteners in mass timber applications.

Formica Corp. rebranded its DecoMetal Laminates line to Homapal, German manufacturer of real metal laminates and magnetic laminates.

Combilift celebrated the 10th anniversary of its OEM Engineering Traineeship—a collaborative initiative between Combilift and the Cavan and Monaghan Education and Training Board (CMETB).

Feeney, Inc., Oakland, Ca., is celebrating its 75th anniversary.

Re Reddwwood i ood is

thrives in some of the most productive timberlands in the world. Redwood is known for its timeless durability without the use of chemicals. Due to its flawless formation, there has never been a Redwood recall. There is a grade of Redwood for every application, every budget, and every customer.

“Growing beyond measure.”

Call or visit us today. Our family of Redwood timberland owners will continue to be your reputable and reliable source of Redwood.

84 CONTINUES PUSH INTO COLORADO

84 Lumber has added two new locations in Colorado, with two more on the way.

The company has opened an 18,324-sq. ft. store north of Denver in Greeley, Co. The new store, which includes a lumberyard, sits on 9.8 total acres and has seven acres of rail service. The new lumberyard in Greeley will pair with the Denver lumberyard in servicing the Denver metro, the southern Denver area, and northern Colorado. This location will stock core homebuilding materials—similar to the Denver lumberyard’s inventory and services.

In addition, 84 Lumber has opened a new component plant in Fort Collins, Co. This state-of-the-art, 59,400sq. ft. plant will further expand 84 Lumber’s capacity to service customers in the market with custom-engineered trusses.

84 Lumber is also working on opening another component plant in Fort Lupton, as well as a store in Colorado Springs.

“We are excited to return to the area and are committed to expanding our presence in the western United States,” said 84 Lumber’s divisional vice president Jorge Espinoza, who oversees all stores in the western United States, including all Colorado facilities. “The four Colorado locations are designed to work in conjunction, allowing 84 Lumber to offer a comprehensive range of products and services, from basic building materials to specialized engineered wood products, custom doors, and now, precision-manufactured trusses.”

The new store and new component plant join other

locations that 84 Lumber has established in the last two years to serve the Denver market. An 84,000-sq. ft. door shop in Commerce City, that opened in November 2023, specializes in supplying doors to the market, enhancing 84 Lumber’s ability to meet custom and standard door needs for contractors and homebuilders across the region.

The company also operates a 6.8-acre, full-service lumberyard offering a wide range of building materials, including core homebuilding products, such as lumber, concrete siding, and laminated veneer lumber (LVLs). This location also provides engineered wood products (EWP) design and cut service, producing floors with long-span possibilities. Elsewhere in the state, 84 Lumber has been operating a store in Grand Junction, Co., since 1979.

84 Lumber currently operates more than 320 facilities in 34 states.

WESTLAKE ACE HARDWARE ACQUIRES DALE HARDWARE IN FREMONT

Westlake Ace Hardware has agreed to acquire Dale Hardware, Inc., a family-owned Ace retailer in Fremont, Ca. The acquisition will be completed on July 28.

Dale Hardware will be rebranded as Ace Hardware of Fremont after the acquisition is finalized. Renovations to the space will begin in early 2026. The terms of the sale assure that the transition will be smooth, with minimal disruption to day-to-day operations.

“After careful consideration, we believe that Westlake Ace Hardware is well-positioned to take the company to new heights, introduce innovations and growth opportunities, and continue the 70-year legacy we’ve built,” said Dale Hardware owners Garth and Kyle Smith. “It has been a rewarding journey, and the decision to sell opens exciting possibilities for both the future of the business and for the residents of Fremont and the greater Bay Area.”

They added, “We also want to thank the dedicated Dale Hardware team. Our employees are the foundation of our success, and we want to assure them, our customers, and partners that they can expect a seamless continuation of the high standards we’re known for.”

“We look forward to carrying on the tradition of service, excellence, and community support that Dale Hardware began more than 70 years ago,” said Joe Jeffries, president and CEO of Ace Retail Holdings, the parent company of Westlake Ace Hardware. “Most importantly, we are eager to show our new friends, neighbors and customers in Fremont and the surrounding area how we live the Ace Helpful Promise every day.”

Westlake Ace currently owns and operates 20 stores in California, including 10 in the northern part of the state: Chico, Northeast Fresno, Livermore, Mountain View, Pinole, Pleasant Hill, San Jose, Santa Rosa (Guerneville Fulton Ace Hardware), Turlock, and Woodland. Two additional Northern California locations are slated to open soon in San Leandro (summer 2025) and Sacramento/Land Park (early 2026). Nationally, Westlake Ace Hardware has more than 175 stores in 13 states.

Founded in 1955 by Harry “Bill” and Elinor “Dede” Smith, Dale Hardware has grown into a trusted provider of hardware products and services to the Bay Area.

Stronger

Celebrating 90 Years of Building Business Together.

In 1935, a group of independent lumber dealers—including J.C. Snavely & Sons—came together with one goal: build strength through unity. That vision became LMC, a cooperative rooted in shared values, common purpose, and the belief that together, we can do more.

Since then, J.C. Snavely has grown from a 19th-century family business into a modern supplier of millwork, lumber, and building materials—powered in part by a partnership that’s lasted six generations.

“When you’re a stockholder in your supply company, you're not just a customer—you’re an owner.”

— Steve Snavely, President, J.C. Snavely & Sons

From reliable supply and technology to coast-to-coast networking and trusted advice, LMC helps dealers like J.C. Snavely compete—and thrive—through generations, challenges, and change.

Founding Members. Lifelong Partners. Discover the LMC Difference. www.lmcdifference.com

LMC GIVES BACK FOR 90TH ANNIVERSARY

IN CELEBRATION of its 90th anniversary, LMC partnered with Habitat for Humanity of Delaware and Montgomery Counties for a day of service. On April 24, 10 LMC staff members volunteered at a residential building site in Pottstown, Pa., to support the community.

From its humble beginnings with 35 lumberyards, LMC has grown into the nation’s leading forest products and building materials buying group, with over 430 members and 1,800 locations across all 50 states. In 2025, LMC celebrates 90 years of strength through initiatives that honor its history, recognize members, and gives back.

A key element in fulfilling LMC’s goal of giving back was by partnering with Habitat MontDelco for a build day, where LMC staff members volunteered to support the construction of safe, affordable housing. Through this effort, LMC has been able to pay tribute to its heritage, while holding true to its values of “Building Business Together.”

Sean Tighe, senior VP of purchasing, said, “Spending part of the day volunteering with Habitat for Humanity affords our team a chance to step away from their desks and make a real, tangible impact. It’s a meaningful break that fuels personal growth, builds empathy, and reminds us all of the power we have to help others.”

At the construction site, LMC volunteers got to work on a variety of tasks. Their efforts supported the construction of a safe, affordable home for a local family, reinforcing Habitat MontDelco’s mission of bringing people together to build homes, communities, and hope.

Grace Gothard, volunteer outreach coordinator at Habitat MontDelco, noted, “The team from LMC was so productive today as they helped with removing old siding from the exterior of the building, demolishing old walls, and replacing old joists. The work they completed is essential to building a safe, high-quality home to be enjoyed for generations to come.”

Jack Regan, LMC’s OSB department manager, who participated on the build, said, “Getting out to the build site with my fellow coworkers was a fantastic opportunity to develop relationships and gain relevant knowledge while simultaneously impacting our local community in a positive way.”

While this was the first partnership between LMC and Habitat MontDelco, LMC previously participated in a women’s build with the Philadelphia Chapter of the organization in 2024. LMC’s family-owned dealers and Habitat’s focus on affordable housing share a common commitment to strengthening communities.

LMC is a leading forest products and building materials buying group owned by independent lumber and building material dealers.

“Building Business Together” is LMC’s philosophy, rooted in a history of working together and standing the test of time since 1935. MM

HONORING LMC’s 90th anniversary, 10 LMC team members gave back to the community by assisting in a Habitat for Humanity project.

------------| MOVERS & SHAKERS

Laurie Creech has retired after four decades in the lumber industry, including the last seven years with the Mendocino Cos., Washougal, Wa., and Santa Rosa, Ca., most recently as executive VP, supply chain.

Susan Fuller has been named president of Valley Lumber & Rental, Victor, Id., a division of Kodiak Building Partners.

Matt Close, ex-Weyerhaeuser, has joined Roseburg Forest Products, Springfield, Or., as territory sales mgr.-EWP.

Jeremiah Grinvalds, ex-OrePac Building Products, is now with Boise Cascade, Portland, Or., as a sales & marketing coordinator.

Chris Transue has been promoted to general mgr. of Builders FirstSource (formerly Alpine Lumber), Aurora, Co.

Andrew Arena has been appointed territory sales mgr. for Minot Builders Supply, Bozeman, Mt.

Bishop Miller has hired on at Canby Builders Supply, Canby, Or., as pro sales coordinator.

Jake Spurzem, ex-Cali Floors, has joined the outside sales team at Ganahl Lumber, San Juan Capistrano, Ca.

Edward Padilla has been promoted to West Coast general mgr. at ECMD, Ontario, Ca.

Terry Hames has been named CEO of Oregon Tool, Inc., Milwaukie, Or., succeeding Elliot Zimmer, who has left the company.

Paul Rust has been promoted to millwork e-commerce mgr. at Boise Cascade, Bigfork, Mt.

Steven Ashley and Max Heller, both ex-Pelican Bay, are now wholesale lumber traders for start-up Lumber Runner Trading, LLC, Seattle, Wa.

Lumber Trader John Paige, ex-OrePac Building Products, has moved to Wayne Dalton, as district sales mgr. in Sacramento, Ca.

Jeffrey Johnson, ex-Southern Carlson, is now based in Phoenix, Az., as a dealer sales rep for Weyerhaeuser. Lindsey Wooley, ex-Rio Tinto, is the new safety mgr. for Weyerhaeuser’s MDF mill in Columbia Falls, Mt.

James Scott has been promoted to national sales mgr. for Vista Railings, Maple Ridge, B.C. Carol Mussi is now marketing mgr.

Michelle Hendricks has been named director of marketing for Deckorators, a division of UFP, Grand Rapids, Mi.

Christopher Kelly Wall was appointed senior vice president, chief financial officer, and treasurer of BlueLinx.

Shane Burnworth, Do it Best Group, Fort Wayne, In., has been promoted to True Value divisional merchandise mgr. Marianne Thompson was appointed executive VP of transformation & integration, leading the next phase of integration for True Value and United Hardware into the Do it Best organization.

Jeremy Neill has been appointed director of hardware for LMC, Wayne, Pa. He succeeds Mike Connolly, who retired on April 23 after a 35 years with LMC.

Carlos Palma, ex-West Fraser, has moved to Centurion Lumber, Vancouver, B.C., as a lumber trader.

Rachel Marcon has been named president of Owens Corning’s Doors business, succeeding Chris Ball, who resigned to pursue another opportunity.

Christian Chinsio has been appointed director of codes, standards & research for The Gypsum Association, Silver Spring, Md. Patti Wax now heads the knick-knack and housewares department at Mungus-Fungus Forest Products, Climax, Nv., report owners Hugh Mungus and Freddy Fungus.

CENTURY-OLD SAN FRANCISCO HARDWARE STORE CLOSES

After 118 years, Pacific Heights Hardware, San Francisco, Ca., permanently closed at the end of May.

The decision to close was blamed on massive chains like Home Depot and Walmart, as well as online giant Amazon.

To quickly clear out inventory, the store began offering deep discounts in April, including half-price on numerous products and a “buy one, get one free” promotion on other items.

WEYERHAEUSER SELLING BC MILL

Weyerhaeuser Co., Seattle, Wa., has reached an agreement to sell its lumber mill in Princeton, B.C., to the Gorman Group, owners of Gorman Bros. Lumber Ltd., a family-owned wood products manufacturer headquartered in West Kelowna, B.C.

The purchase price is approximately $93 million U.S. in cash, which includes Weyerhaeuser’s manufacturing facility, all associated timber license assets in British Columbia and the value of working capital, which will be subject to customary purchase price adjustments at closing.

Weyerhaeuser and Gorman Group have a long-standing relationship in Canada. Gorman Bros. Lumber is currently the Princeton mill’s largest customer, and Gorman Group has operated in Canada for more than 75 years, with offices and facilities in B.C. and Washington state.

“We are grateful to all the dedicated employees who contributed to the success of our Princeton operations over the years,” says Devin W. Stockfish, president and chief executive officer for Weyerhaeuser. “The community has always been

incredibly welcoming and supportive of our mill and people, and it was important for us to sell to a local buyer with deep roots in the region. Gorman has been a great customer and strategic partner, and we believe this will be a seamless transition that will position the mill for future success in a challenging operating environment—providing long-term certainty for the mill and the broader community.”

“Weyerhaeuser’s Princeton operation will be a natural fit with the Gorman Group,” said Nick Arkle, CEO. “We’ve had a strong connec-

tion to the Princeton operation for many years, and we know firsthand the skill, commitment and quality that define its team. We’re delighted to welcome this mill and its people into the Gorman Group family.”

The sale of the mill is expected to be completed in third quarter 2025, and the forest tenures to follow over the ensuing months. Weyerhaeuser’s other operations in Canada will not be affected by this transaction, and the company will continue to operate the Princeton mill independently of the Gorman Group until the transaction closes.

ORGILL EXECS PROVIDE INSIGHTS ON WEATHERING MARKET VOLATILITY

EVERY WEEK it seems there are new headlines about how global economic shifts, tariffs or other supply chain challenges could impact retailers. To help better understand the realities of what’s going on in the hardlines supply chain and how retailers can best prepare for any market uncertainties, we sat down with three members of Orgill’s executive team to hear their insights.

Orgill is the largest independent hardlines distributor in the world, with thousands of retail customers throughout the U.S., Canada and in more than 50 countries globally.

Here’s what they had to say about the current market for home improvement products, tariffs and the potential impacts these conditions may have on the industry.

David Mobley, executive vice president of sales

What would you say is the smartest guidance retailers should consider right now with all the news about tariffs and their potential impact on sales and operations?

Mobley: First off, I’d say don’t panic—but be prepared. Tariffs may or may not hit in a big way, but either way, retailers need to have a robust process for both staying on top of how the market is shifting and then handling price changes in a timely and effective way. That’s absolutely critical. The days of slowly updating tags around the store

are over. You’ve got to respond fast and accurately to protect margins.

So how does a retailer best stay on top of the market with it shifting as rapidly as it is?

Mobley: Well, for most retailers, I would suggest making sure you stay in regular contact with your distributor’s sales representatives and merchandising team as well as any vendors you might deal with directly. These are all resources for you, and they offer you another set of eyes and ears that may be one step closer to recognizing and identifying market shifts.

At Orgill, we have the industry’s largest sales team and our directive to them is that they be consultative with their customers. This means helping them identify potential issues and helping them develop solutions that will best suit their business, so our team is very responsive to issues like price changes and can help any retailer better navigate this landscape. For example, if a product like an air compressor from China suddenly has a 145% tariff, our team can advise you as to whether you should stick with it or look at alternatives from countries like Vietnam? This is one example of how our team helps retailers find those alternatives quickly.

You also talk about retailers having a plan in place for handling a higher volume of price changes, how does a retailer actively address building this kind of plan?

(Continued on page 34)

DAVID MOBLEY

TARIFFS and other global issues affect your product supply, sourcing and pricing. Orgill executives recently shared coping tactics.

sponsorship.nawla.org/traders-market

Mobley: A good part of being prepared to deal with a higher volume of price changes is to have a plan in place at the store level. If you are used to having one employee process price changes and that system is built around a regular volume of changes, this might not be adequate if that volume increases to three or four times what’s typical.

In addition to an internal system, another one of the first things retailers should do is to take advantage of whatever tools they have at their disposal that might make this process easier. Again, this is all about utilizing any resources you have to get better information.

If you are doing business with Orgill, we have just such a tool with our PREP program (Profitable Retail Enhancement Package). We already have thousands of retailers who use PREP, but we really think it is something that every retailer could be helped by. Especially, during the more volatile times like we are facing. If you have access to another system that works—great. But if not, this is the time to adopt one. It helps retailers quickly adjust pricing and stay competitive.

For many retailers, the memories of supply chain challenges during the pandemic are still fresh. During that time, price changes and scarcity of product caused a lot of concern, do you see this as a similar situation?

Mobley: There are some similarities but it is also very different. One thing we all learned during those times is that you need to be agile. I wouldn’t encourage anyone to do any panic buying across the board or anything like that because, what if you stock up right now and then the tariffs don’t materialize? Are you then stuck with a lot of

products when the prices might go down?

I would advise retailers to be opportunistic, not overzealous. If there are strong buying opportunities for essential products that sell consistently, it might make sense to buy ahead. Still, stay nimble.

Should retailers look at promotional buying opportunities any differently when there are looming tariffs?

Mobley: Promotional buying is another area where we’ve shifted at Orgill and we think the strategy we are taking will be particularly helpful in today’s markets. Traditionally, promotional buying for most retailers would be focused on two times a year—fall markets and spring markets. But instead of forcing retailers into this pattern that isn’t the most conducive to the way they do business, we switched to multiple buying events each year that are more in line with the seasonal retail patterns.

We offer four seasonal promotional buying events and because we have this increased frequency, it doesn’t create a “pig into a python” scenario where retailers are forced to order more product than they might need because of limited opportunities. Our buying cadence, we think reduces risk, aligns closer to actual sales cycles, and gives better terms and discounts. It’s a more measured, modern approach.

How important is it right now that a retailer has a solid relationship with their suppliers?

Mobley: It’s huge. It’s always huge, but right now retailers need to know their distributor is vetting price increases and not just passing them along. We work to

validate every change in the market before pushing it to our partners. We don’t claim to know everything, but we’re transparent about what we do know.

JOHN DILLON

John Dillon, senior VP of pricing

From your perspective, what’s the most important thing retailers should be doing right now?

Dillon: I would have to support what David mentioned, the biggest thing is having a disciplined process in place for implementing price changes. Tariffs create a resource strain, and you can’t rely on one person doing manual updates. Retailers need to have a scalable system to manage those changes rapidly and consistently.

From your position on the pricing side, how does Orgill approach supplier cost increases caused by tariffs?

Dillon: We treat tariff-related increases the same as any cost change—whether it’s due to labor, materials or transportation. We vet the increases and do our research to ensure we’re not putting our customers at a competitive disadvantage with either the price we charge them for the product or the prices we are suggesting they charge the customers in their trading area. But this isn’t really any different than how we normally manage our pricing.

For pricing, we start at retail and look at what competitors are doing and then we use that information to establish pricing suggestions for our customers. Then, we work backward from that to arrive at our overall pricing. Making sure they can be competitive and profitable is at the heart of the entire process.

When you are seeing a high volume of price changes at the distribution level, how do you manage to push those out without overwhelming the retailers?

Dillon: We are definitely conscious of the fact that we can’t just swamp retailers with endless updates. Even if the market validates the increase, we still try not to overwhelm retailers with hundreds or thousands of SKUs changing at once. With some big lines or high SKUs counts, it’s unavoidable, but we do our best to meter them out.

Orgill uses a multi-tiered pricing matrix to help retailers with their variable pricing. Do rapid swings in costs or potential tariffs have an outsized impact on how this matrix works?

Dillon: Well, one thing that we think puts us at an advantage with the way we validate our retail pricing suggestions is that we closely monitor prices from competitors. Not only does this allow us to help our customers accurately price their inventories for maximum margin opportunities, it also allows us to look at that data and factor that into our conversations with vendors basically pushing back on any increases where we don’t see market validation.

Do you feel this kind of information helps Orgill’s relationship with vendors?

Dillon: We feel that the strong relationships we have with our vendor partners are extremely helpful in these kinds of environments. We are very transparent with them

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and they are very transparent with us. We’ve tracked every cost increase attributed to tariffs, and when tariffs are rolled back or expire, we know who to go back to for potential reductions. We did that successfully during the last round of tariff adjustments and we will continue to do this.

Clay Jackson, executive VP & COO

From Orgill’s perspective, what are you doing internally to prepare for and potentially mitigate any tariff-related impacts?

Jackson: We’re approaching it from two angles: how we are managing our Exclusively Orgill (private label) brands and how we are managing the relationships we have with independently branded vendors.

For the private-label side, we’ve already made significant shifts. About 50% of that product is no longer sourced from China, and we’re planning to get that down to 25% by year-end. We’re also exploring alternative sourcing opportunities across multiple countries and working closely with our factories and sourcing agents to identify efficiencies and share the fiscal responsibility—rather than pushing all the costs onto the retailer or eating them ourselves.

When it comes to how we are working to mitigate the impact of tariffs with our independently branded vendor partners, we are leaning into our relationship with them. It’s all about collaboration. When vendors bring cost increases, we ask them to walk our category management team through the specific SKUs, materials, and country-of-origin details. That gives us a transparent look at what’s changing and why. Then we can work with them on sourcing alternatives, operational synergies, or—when necessary—reassort the line altogether.

What about some categories or product lines that are primarily sourced from areas like China, where opportunities to move production may be more challenging?

Jackson: Great question. Holiday is a perfect example—80 to 90% of these products still come from China. You can’t just move that production overnight if at all. For those critical programs, the programs that are prebooked well in advance, we’ll of course, honor our commitments to customers on prices. If a customer booked at a spring market price, we’ll eat the incremental cost if necessary.

Are you seeing risks of product shortages as the year progresses?

Jackson: It certainly could happen but it’s not like what we saw coming out of the pandemic. What we might end up seeing is more about bottlenecks in the supply chain as opposed to raw shortages. It’s also important to note that if the impact of tariffs isn’t as great as some might say or if the tariffs ease and the market rebounds quickly, we could go from pause to full steam ahead pretty quickly.

That surge in demand might strain factories, ports and logistics infrastructure and that might be more like we saw post-COVID. But one big difference is that we are watching closely and monitoring the situation. We have the knowledge we gained during the pandemic and we can likely work around the kinds of strains we experienced back then.

We have seen some messaging promoting a, “buy now before the tariffs hit” strategy. What’s Orgill’s approach?

Jackson: We’re not trying to create a run on the bank. Our philosophy is to consult, not panic. We’re working with dealers to identify where promotional or preemptive buys make sense, but not just saying, “Buy truckloads now or miss out.” That’s not helpful long-term. And this is another area where we feel that we are at a bit of an advantage. So what are some of the advantages that you think Orgill offers in situations like this?

Jackson: I see three main tailwinds. First, we’re nimble—our volumes are large enough to matter but small enough to pivot. Second, with 80,000 SKUs, we offer plenty of opportunities for item substitution and transferability to products and assortments that aren’t as deeply impacted by tariffs. And third, we’ve proactively invested in inventory—running about $100 million higher than normal—to maintain high service levels and buffer against tariff-driven disruptions.

Is there any other advice that you would pass along to retailers?

Jackson: Stay informed. Use whatever tools your distributor, vendor partners or your POS partners might make available to you. But also, you can’t forget that you still need to focus on the in-store experience. In uncertain times, retailers can win by offering excellent customer service and personalization. That still matters—and sometimes it matters more than price alone. MM

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HPM OPENS OAHU DESIGN CENTERS

HPM Building Supply held a grand opening on May 4 at its newly renovated HPM Oahu Design Centers in Iwilei (Oahu), Hi.

“The grand opening of our Oahu Design Centers fulfills a long-anticipated dream,” said Jason Fujimoto, chairman, CEO and fifth-generation leader of HPM.

“Over the last century, HPM has been fortunate to grow from a lumber planing mill in Hilo to a full-service statewide building supplier, providing materials from foundation to roof and everything in between. Now, we’re thrilled to bring to Oahu the expert home design

services that have helped generations of kama‘aina build better and live better. Our vision is to be a one-stop home design destination for renovations, remodels and new builds, helping homeowners bring their inspiration to life.”

Spanning a combined 7,000+ sq. ft., the three showrooms are located at the Na Lama Kukui Lifestyle & Design Center. Two of the spaces were acquired two years ago with the acquisition of Honolulu-based interiors firm 87Zero and have now been rebranded, while the third is entirely new.

The first suite, which opened a year ago, is a design center featuring HPM Homes, where visitors can see displays of HPM’s signature cabinets, countertops and more, along with HPM Homes packages.

The second showroom, which soft-opened at the beginning of April, is a design center showcasing customizable, upgrade products.

The third showroom features high-end luxury Italian cabinetry from Ernestomeda.

“Every product we carry has been carefully chosen because it suits Hawai‘i’s unique climate, meets HPM’s high standards of quality, and elevates the aesthetic of a home,” said Kehau Amorin, vice president, HPM Homes & Design Centers. “Every team member at HPM is a part-owner of our 100% employee-owned company, meaning that everyone has a vested interest in delivering exceptional service and value to our customers. These traits define the HPM difference and drive our commitment to helping customers create homes that they love.”

Cantilever Rack T-Shed

HPM BUILDING SUPPLY’S new design center in Oahu, Hi., is the company’s first location in Honolulu.

The free grand opening event featured culinary demonstrations, premium refreshments, exclusive swag bags (given to the first 100 attendees), and the awarding of a $25,000 Thermador appliance package.

In addition to the three showrooms on Oahu, HPM also operates design centers on Hawaii Island, Kaua‘i and Maui, as well as lumberyards and retail stores throughout the state.

JELD-WEN SHUTTERS CHILOQUIN DOORS PLANT IN OREGON

Jeld-Wen is permanently closing its Chiloquin Doors plant in Chiloquin, Or., eliminating 128 positions.

Production will be moved to other Jeld-Wen facilities.

In line with required closure notices, over 100 production workers are anticipated to lose their jobs on June 30. Fourteen production and management personnel are expected to stay on until Dec. 1.

LP EXPANDS AMAZON STOREFRONT

LP Building Solutions, a leading manufacturer of high-performance building products, today announced that its Amazon Storefront has been expanded to include LP SmartSide ExpertFinish Trim & Siding accessories.

This includes J-Blocks and Mini-Splits, now available in both cedar and brushed smooth textures and offered in five of the brand’s best-selling colors: Snowscape White, Abyss Black, Midnight Shadow, Cavern Steel, and Tundra Gray.

“The addition of LP SmartSide ExpertFinish accessories to our Amazon storefront enhances both accessibility and convenience,” said LP president Jason Ringblom. “By leveraging Amazon’s platform, we are expanding availability and ensuring that customers can easily find the trusted products they need to complete their exterior projects.”

LP first launched its Amazon Storefront in 2023 with select LP Structural Solutions accessories, including LP Legacy Premium Sub-Floor Adhesive, LP Legacy Sub-Floor Adhesive Applicator, LP Legacy Polyurethane Foam Cleaner, LP WeatherLogic Seam & Flashing Tape, and LP WeatherLogic Seam & Flashing Sealant. C

FORKLIFT

German forklift manufacturer Hubtex has integrated U.S. importer Design Storage & Handling into its organization, creating Hubtex North America. The new subsidiary will be headed by newly named managing director Alexander Baumann.

For 30+ years, DSH sold Hubtex’s products in the North and Central America. Hubtex acquired a 50% share in DSH in 2021 and the remainder in 2024.

Hubtex has been working on a number of projects in the U.S. to open up new markets for its multidirectional trucks. This includes the

opening of a new distribution center in California, joining existing branches in Ohio and Virginia.

CALIFORNIA is home to Hubtex’s new DC.

ROSBORO UPGRADES DRY KILNS

Listings are often submitted months in advance. Always verify dates and locations with sponsor before making plans to attend.

Rosboro Company, LLC in Springfield, Or., recently converted four of its double-track kilns to USNR’s patented UniFlow continuous design. The changeover allowed Rosboro to exceed its initial production increase goals while keeping emission levels below emission cap requirements.

World Millwork Alliance – Oct. 8-12, convention & show, Indianapolis, In.; www.worldmillworkalliance.com.

Fastmarkets – Oct. 9-11, 38th annual Forest Products North America Conference, Hyatt Regency, Boston, Ma.; www.fastmarkets.com.

Sacramento Hoo-Hoo Club – Oct. 25, guest speaker meeting, The Officers Club, McClellan, Ca.; www.hoohoo109.org.

Western Wood Preservers Institute – Oct. 29-Nov. 1, annual meeting, Adero Scottsdale Resort at McCormick Ranch, Scottsdale, Az.; www. wwpinstitute.org.

Processing Technologies for the Forest & Biobased Products Industries Conference – Oct. 30-Nov. 1, King & Prince Bach & Golf Resort, St. Simons Island, Ga.; www.ptfbpi.com.

These conversions are part of a larger project to expand their glulam operation. By converting just four of their kilns, they were able to increase production by 10-40% and improve energy efficiency with more consistent steam use.

Pacific Northwest Assn. of Rail Shippers – Oct. 10-11, fall meeting, Seattle Marriott Waterfront, Seattle, Wa.; www.pnrailshippers.org.

Southern California Hoo-Hoo Club – Oct. 13, Don Gregson Memorial Golf Tournament, Los Serranos Country Club, Chino, Ca.; www. hoohoo117.org.

GlassBuild – America Oct. 31-Nov. 2, Georgia World Congress Center, Atlanta, Ga.; www.glassbuildamerica.com.

Western Building Material Association – Nov. 1-2, Build Your Competitive Advantage conference, Tulalip Resort, Marysville, Wa.; www.wbma.org.

ROSBORO replaced four of its double-track kilns with a new continuousdesign system from USNR.

Hardlines Conference – Oct. 16-18, Chateau Whistler, Whistler, B.C.; www.hardlines.ca.

North American Young Lumber Employees – Oct. 16-20, timber tour, Whitefish and Missoula, Mt.; www.nrla.org.

USNR’s UniFlow kilns significantly reduce the risk of sudden and unpredictable fluctuations in steam consumption and reduce demand on the boiler. The higher product volume is comprised of fiber that’s straighter, flatter and contains fewer checks and splits.

USNR’s patented UniFlow kiln uses the same automated approach to efficient lumber drying as the

West Coast Lumber & Building Material Assn. – Oct. 18-20, annual convention, Hard Rock Hotel, San Diego, Ca.; lumberassociation.org.

• Environmentally friendly manufacturing process

• Made from American hardwoods

• JEM™ (Joint End Matched) Machined End Joints

• Thermal modification stabilizes the wood, making it 7 times less likely to warp, check, bow, cup, twist, expand or contract

• Class 1 durability rating

West Coast Lumber & Building Material Association – Nov. 3, NorCal 2nd Growth Sporting Clays Shoot, Birds Landing Hunting Preserve, Birds Landing, Ca.; www.lumberassociation.org.

Pomona Fall Home Show – Nov. 3-5, Pomona, Ca.; www.fairplex.com..

LMC – Nov. 6-8, LMC Expo, Philadelphia, Pa.; www.lmc.net.

Counter-Flow kiln, but with both lumber tracks moving in the same direction instead of opposite directions. This means higher throughput using an existing heat source with no loss of lumber quality.

North American Wholesale Lumber Association – Nov. 8-10, annual Traders Market, Greater Columbus Convention Center, Columbus, Oh.; www.nawla.org.

OSU BUYS WEYERHAEUSER TIMBERLAND

Mountain States Lumber & Building Material Dealers Association –Nov. 9, Build Your Competitive Advantage seminar; Nov. 10, annual Brewfest, Mile High Station, Denver, Co.; www.mslbmda.org.

Heart of the Valley Home & Garden Show – Nov. 10-12, Oregon State Fair & Exposition Center, Salem, Or.; www.oregonstateexpo.org.

Oregon State University is purchasing roughly 3,110 acres of forestland northwest of Portland, Or., from Weyerhaeuser Co. that the institution will manage as a research forest.

Bay Area Home Show – Nov. 11-12, Santa Clara Convention Center, Santa Clara, Ca.; www.homeshowsanjose.com.

Los Angeles Hardwood Lumberman’s Club – Dec. 2, holiday dinner, Zov’s, Tustin, Ca.; www.lahlc.net.

OSU is paying $27 million, all of it from federal and regional grants. The Tualatin Mountain Forest tract, which will become part of OSU’s new research forest, had been managed as a timber plantation, so most of its trees are no more than 35 years old.

OSU said that, under its ownership, the area will become more ecologically diverse. Its plan is to begin logging on the land in about a year, once a three-year management plan is completed. Then OSU will be able to research what effects different types of harvesting practices have on tree diseases, pests and fire resilience.

“Here’s this opportunity, starting with a young forest, to research activities around alternative management practices that build in complexity—both structural complexity, species complexity and fire resilience—in a forested landscape,” OSU Dean of Forestry Tom DeLuca told Oregon Public Broadcasting. “And in a forested landscape that’s accessible for recreation.”

DeLuca said the school will open up an existing network of mountain bike trails in the forest to the public and also plans to build new hiking trails.

After three years, he estimates that logging sales on the land will generate a net profit of about $90,000 a year, which will be placed into a contingency fund to help protect the forest.

SPI AWARDS SCHOLARSHIPS

The Sierra Pacific Foundation is awarding over $605,000 in scholarships to 202 students as they attend colleges, universities, and trade schools during the 2025-2026 school year.

“Our commitment to education is a commitment to a brighter future for all,” said Carolyn Emmerson Dietz, Sierra Pacific Foundation president. “The Foundation is proud to support these students as they broaden their learning and their training.”

The Sierra Pacific Foundation grants scholarships to qualified, dependent children of Sierra Pacific Industries’ employees. Recipients are eligible for the scholarship for four years, with some granted a fifth year based on their school and finalizing their undergraduate degree or their trade school program.

The Sierra Pacific Foundation is a philanthropic organization founded by the Emmerson family in 1979. Over those years, it has donated over $10.5 million in scholarships. In addition to scholarships, the foundation contributes to youth activities and other organizations in the communities where Sierra Pacific Industries operates. In 2024, the foundation contributed nearly $2 million to organizations in the local communities.

Sierra Pacific Industries is a third-generation, familyowned forest products company based in Anderson, Ca. The company is the largest private landowner in the U.S., owning and managing over 2.4 million acres of timberland in California, Washington, and Oregon. SPI is one of the largest U.S. lumber and millwork producers, as well as a manufacturer of windows, doors and biomass energy.

SILVARIS ADDS VALUE-ADDED SITES IN SOUTH

Distributor Silvaris Corp., Bellevue, Wa., is expanding its value-add capabilities with two new facilities in Alabama and Mississippi. The expansion supports the company’s long-term vision to grow its Silvaris Custom Services offering and deliver more flexible solutions to buyers and suppliers across North America.

The division offers customized solutions, from a cutto-size program to repackaging and custom-stenciling of company logos on bundles of plywood, OSB and lumber.

The first site—a 50,000-sq. ft. facility in Birmingham, Al.—will be operated in partnership with Solid Rock Services. It sits on five acres and includes office space and the capacity to process up to 150 trucks per month across all aspects of Silvaris Custom Services—including rewrapping, sorting, cutting, and reloading. Reloading operations began in late April, with full production launched by May 1.

“We’ve been looking for the right partner to grow this side of our business, and Solid Rock brings the operational expertise we need,” said Eric Miller, CEO of Silvaris. “These facilities let us meet demand faster, offer more tailored service, and strengthen the supply chain from both ends.”

The second facility, located in Benton, Ms., is a 45,000-sq. ft. space on four acres, with an additional 7,500 sq. ft. of storage being added. Operated in collaboration with Wood Resource Co., it will focus on the remanufacturing, cutting and sorting of both lumber and wood panel products. The site is expected to process 250–300 trucks annually and will be fully operational by July 1.

These new locations mark the beginning of a broader initiative to expand Silvaris Custom Services offering through new value-add hubs. Each facility supports Silvaris’ mission to build lasting relationships and offer smart material solutions for its suppliers and buyers.

Founded in 2000, Silvaris is a leading wholesale distributor specializing in surplus and downfall building materials, serving customers across North America.

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FirePro® brand re retardant treated wood is treated with a patented formulation that contains no phosphates and has been shown to exhibit exceptional re performance properties without compromising other critical engineering properties such as strength, durability, corrosivity, and hygroscopicity. FirePro treated wood is also backed by a 50 year limited warranty*.

Advance Guard® borate pressure treated lumber is recommended for sill plate, furring strips, joists, studs, roof trusses, blocking, rafters, beams, and other framing applications. Advance Guard is also recommended for fascia, trim, wall sheathing, roof sheathing, and sub- oors. Advance Guard borate pressure treated lumber is also backed by a lifetime limited warranty*.

SOUPED-UP WOOD SCREWS

FastenMaster has upgraded its popular HeadLOK Structural Wood Screws with the TORX ttap Drive System for enhanced installation performance.

TORX ttap is a premium drive system, which combines the ease of a TORX drive with a patented ttap stability button. This innovative design provides superior bit engagement for a stable, wobble-free installation, while preventing fastener strip-out during installation.

HeadLOK fasteners feature a large flat head design with chamfer for increased strength, a sharp point for faster installation, aggressive thread design for maximum engagement and holding strength, and a 3/16" diameter shank that offers higher design shear than 3/8" lag screws. The fasteners come in lengths of 2-7/8", 4-1/2", 6", 8" and 10", with additional lengths available for special order.

FASTENMASTER.COM (800) 518-3569

DESIGN TRACKER

Streamline your design process with Simpson Strong-Tie’s isDesignCenter—a cloud-based design team management application that logs and tracks information about incoming design requests.

Created specifically for the residential construction industry, isDesignCenter will maximize efficiency and output by tracking and reporting performance metrics for turn rates, design times, and square footage.

GO.STRONGTIE.COM (800) 999-5099

MULTIDIRECTIONAL SIDELOADERS

Hubtex is launching two new electric multidirectional sideloaders designed for indoor and outdoor use, particularly for wood processing companies.

Ideal for long transports outdoors, the MSL 50 offers a clear view of the load, enhancing safety and efficiency; ergonomic seating to ensure maximum comfort; and optimal viewing through a low-set front window and generous side window.

For demanding applications, the powerful 5-ton model, the MAXX 50, offers increased residual load capacity. It includes an ergonomic cabin, a lift mast precisely tailored to the load capacity, and optional 360° HX steering. With a ground clearance of 185 mm and a loadarm height of 535 mm, it offers the optimum tradeoff between maximum utilization of storage space and high flexibility outdoors. A powerful 7-kW electric motor ensures great performance—even on inclines.

HUBTEX.COM/EN-US (8004) 548-2839

DURABLE CONCRETE DRILL BIT

Bosch Power Tools has unveiled the world’s first 8-cutter SDS-plus concrete drill bit, offering workers up to four times longer life in concrete with rebar.

Compatible with all SDS-plus rotary hammers, the Bulldog Xtreme8 8-cutter SDS-plus concrete drill bit provides eight cutting edges to help withstand rebar hits, and to help prevent the bit from getting stuck. Its carbide head improves the strength of the bit tip, reducing breakage upon hitting rebar. A centering tip enhances the precision of hole placement, while an integrated wear mark indicates when the bit has been fully worn.

BOSCHTOOLS.COM (917) 421-7209

POCKET DOOR FRAME KIT

Johnson Hardware’s new Bypass Pocket Door Frame Kit is designed to wring the most efficiency from semiopen and closed layouts.

The 1562 Series Bypass Pocket Door Frame Kits carry two 1-3/8" heavy solid-core bypassing doors within a standard 2x6 timber or 6" steel-framed stud wall when leveraging the 1576PLBG 6" Steel Stud Adapter Kit. By installing the 1515 Ply Clip Set with any Johnson pocket door frame kit, the pocket wall can be reinforced, allowing it to support towel bars, tile, cabinetry and more. The hardware accepts standard door sizes up to 200 lbs.

JOHNSONHARDWARE.COM (574) 293-5664

NATURAL-TONED TRIM & SIDING

LP Building Solutions has launched the Naturals Collection, a new line of nature-inspired colors within the LP SmartSide ExpertFinish Trim & Siding portfolio.

The collection offers six versatile prefinished colors designed to capture the look of stained wood, available in both cedar and brushed smooth finishes. This marks the first specialized color palette introduced since the ExpertFinish product line launched in 2020.

The new palette includes Bonsai Black, Weathered Walnut, Aged Amber, Saffron Cedar, Smoky Slate, and Washed White. Each prefinished option is engineered for durability and backed by LP’s industry-leading 5/15/50-year limited warranty.

LPCORP.COM (800) 621-0991

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Our Dex line features premium, solid-sawn Vgroove products with an exposed face, carefully kiln-dried and heat-treated to a moisture content of or less Manufactured from top-grade Douglas-fir, these products are crafted to deliver exceptional quality Custom patterns and commercial grades available.

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BOARD & BATTEN METAL SIDING

Central States’ newest metal panel, Board & Batten, features a Galvalume base coated with a variety of beautiful finish options, including six of the most popular SMP paint colors in the market, six textured paint colors to create an organic appearance, and three high quality digitally-printed woodgrain options.

Steel Board & Batten is a cost-effective siding solution with superior durability, reportedly offering greater resilience to extreme weather, pests and rot than comparable wood or fiber cement systems.

CENTRALSTATESCO.COM (800) 651-1229

SOPHISTICATED PAVERS

With its refined, minimalist look, Belgard’s November line of porcelain pavers offers a durable, low-maintenance option for elegant outdoor living spaces. Its sophisticated design was inspired by nature to offer a clean, refined look that lends itself to modern, contemporary designs or a classic aesthetic.

The paver line comes in an efficient 24"x24" size for cost savings and faster installation time. It is stain- and scratch-resistant, non-slip and designed to retain its visual appeal through Colorfast Technology. It is available in four natural colors: Rain, Wind, Warm and Land.

BELGARD.COM (877) 235-4273

STUBBY SCREWDRIVER

Milwaukee Tool’s new 6-in-1 Stubby Multi-Bit Screwdriver includes four bits and two nut drivers for use in various fastening applications.

The driver’s 3” length delivers better access in tight spaces. Designed for all-day comfort, its durable tri-lobe handle delivers better grip and control. A removable, dual-sided bit holder keeps bits organized and allows for quick changes between sizes and types. Its chrome-plated bit holder withstands harsh jobsite conditions.

The tool is backed by a limited lifetime warranty.

MILWAUKEETOOL.COM (800) 729-3878

EXPANDED DECK PLUG LINE

In support of Trex’s latest deck board launch, FastenMaster now offers perfectly matched Collated Cortex plugs for three new colors in the Trex Select line: Millstone, Malted Barley, and Whiskey Barrel.

The new Cortex colors are available in a variety of packaging options, including 100-lineal ft. and 300-sq. ft. kits with screws, plugs and setting tools, fascia kits, and plug-only packs. They join previously released colors Cinnamon Cove (Trex Enhance) and Hatteras and Salt Flat (Trex Transcend Lineage), bringing the total number of Cortex for Trex decking and fascia to 30 colors—covering 100% of Trex boards.

Made from the same composite material as the decking, the plugs deliver a 100% color and texture match, backed by an exclusive ProjectLife warranty.

FASTENMASTER.COM (800) 518-3569

PERGOLA CONNECTORS

New hardware from Simpson Strong-Tie makes it easy for a DIYer to build a beautiful, modern pergola in a single afternoon.

At the heart of the Outdoor Accents Sage System are innovative open-top connectors that simplify installation, adapt to various build methods, and handle minor lumber variances. They are for both 4x and 6x lumber, and install easily with premium, color-matched Outdoor Accents connector screws (included). Corner connectors for post-to-beam connections and middle-T connectors for mid-span support also enable multi-bay structures. Rounding out the line are post bases with outside flanges for easy installation on concrete using DIY-friendly Titen Turbo screw anchors (included). A standoff tab inside the post bases helps prevent rot.

All connectors use ZMAX galvanized steel with a black powder coat for superior corrosion resistance.

Once the structure is complete, finish the look with a Sage System sunshade, available in 8'x8' and 10'x10' sizes in gray and tan colors.

GO.STRONGTIE.COM/SAGESYSTEM

(800) 999-5099

ELITE LBM SOFTWARE

Flitch software helps independent LBM suppliers to process orders more efficiently, eliminate hours of daily back-office work, and serve customers online. Built with best-in-class tools for inventory, sales, dispatch, accounting, reporting and integrations, the platform equips dealers with technology designed to boost productivity, profit, and provide customers with an industry-leading level of service and convenience.

FLITCH.COM (301) 712-8275

, QUICKER CONTAINER UNLOADING

Loading and unloading containers is now faster, more efficient, and safer with Combilift's Combi-CSS.

The Combi-CSS (Container Slip Sheet) enhances safety by eliminating the need for an operator to drive a forklift in and out of a container and, in turn, removing them from potential harm during the loading process. With a max capacity of 65,000 lbs., it is electro-hydraulically powered and can fully load a 40' container in under six minutes with just one operator. Once pre-loaded onto the platform, the load is moved into the container on a Hardox 500 steel sheet by a patented push-pull mechanism. Then, a hydraulic rear barrier gate, fixed to the end of the platform, secures the goods inside, while the metal sheet smoothly slides out during offloading.

COMBILIFT.COM (877) 266-2456

2ND GROWTH SALES TALK

Lumber & Building Material Association flew in a sales expert from New Orleans to speak at its 2nd Growth meeting May 15 in Anaheim, Ca. [

] Speaker Stephen Finch, sales enablement manager at Weyerhaeuser, discussed key drivers of customer loyalty and buyer influence roles. He described the issues, challenges, priorities and needs that LBM buyers are faced with in today’s selling landscape, then provided actionable steps they could put into practice to earn the respect and trust of clients to grow their business and better serve their customers. [2] Lisseth Torres, Chris Johnson. [3] Kevin Johnson, Matt Fink. [4] Marco Zuniga, Jana

WEST COAST

1

Baervoets.

[5] Mo Shearer, Chris McDonogh, Christine Taylor-Born. [6] Rick Deen, Keith Hitchcock. [7] Dustin Good, Troy York. [8] David Label, Dillon Fink. [9] Tyler Long, Brandon Box. [10] Daizee Sanchez, Wendy Arellano. [11] Jon Gauger, Johnny Martin . [ 12 ] Dan Delaney, Rick Deen, Gavin Morris . [ 13 ] Stephen Finch, Deonn DeFord . [ 14 ] Dori Lopez, Jacquelline Palazzolo . [ 15 ] Ray Dominguez, Don Zavadil, Lisseth Torres, Keith Hitchcock, Kevin Johnson

Listings are often submitted months in advance. Always verify dates and locations with sponsor before making plans to attend.

PCBC – June 11-12, Anaheim Convention Center, Anaheim, Ca.; pcbc.com.

Global DIY Summit – June 11-13, Rome, Italy; www.diysummit.org.

Peak Auctions – June 12-16, Midwest online LBM auction; www. peakauction.com.

Forest Products Society – June 15-20, joint convention with Society of Wood Science & Technology, Fort Collins, Co.; www.forestprod.org.

West Coast Lumber & Building Material Assn. – June 18-19, 2nd Growth mill tour, Oregon; June 19, Northern California golf tournament, Rancho Solano Golf Course, Fairfield, Ca.; lumberassociation.org.

Western Hardwood Association – June 19, Golf Classic, Riverside Golf Club, Chehalis, Wa.; www.westernhardwood.org.

World Conference on Timber Engineering – June 22-26, Brisbane, Australia; www.wcte2025.org.

Window & Door Manufacturers Association – June 24-26, technical & manufacturing conference, Minneapolis, Mn.; www.wdma.com.

OC Home & Backyard Show – June 25-27, Anaheim Convention Center, Anaheim, Ca.; www.expofp.com.

Portland Wholesale Lumber Association – June 27, annual golf tournament, Glendoveer Golf Course, Portland, Or.; www. portlandwholesalelumberassociation.org.

Inland Lumber Producers Assn. – July 10-11, annual golf tournament, Coeur d’Alene Resort, Coeur d’Alene, Id.; emily.scyphers@idfg.com.

MEMORIAM

James Ray Barbee, president of the Western Wood Products Association, Lake Oswego, Or., passed away on March 28 at the age of 77.

After graduating from UNC Chapel Hill, Ray earned an MBA from USC Columbia. He then relocated to Portland, Or., to enter the forest products industry. He joined Boise Cascade in 1978, rising to vice president of sales & marketing. He became VP-sales & marketing for Louisiana-Pacific in 1997 and for Roseburg Forest Products in 2001. In 2010, he was named senior VP and general manager for RISI’s wood products, timber and biomass business areas. He served as VP of sales & marketing with California Redwood Co. from 2013 to 2015, then came out of retirement in 2017 to head WWPA.

Ray had recently announced plans to retire in June, and the WWPA board had already begun recruitment efforts for his successor.

Raymond Gutierrez Sr., president and CEO of Commercial Lumber & Pallet, City of Industry, Ca., died on April 3.

Ray joined the yard crew at wholesaler Commercial Lumber in 1960, rising to sales. He became a partner in 1974 when the business expanded into milling as Commercial Lumber & Pallet. In time, he became sole owner. In 1999, he co-founded Priority Pallets, Beaumont, Ca., partnering with eldest son Raymond Jr. and longtime colleague Kathleen Dietrich. Ray remained a daily presence at the office until just a few weeks before his passing.

Larry Wayne Garoutte, 88, Oregon lumberman, passed away on May 13.

Larry began his career in high school, working nights at a plywood mill. After serving in the U.S. Air Force, he became a bookkeeper for Georgia-Pacific, followed by five

Maricopa County Home Show – July 11-13, State Farm Stadium, Glendale, Az.; www.maricopacountyhomeshows.com.

Riverside Home & Garden Show – July 11-13, Riverside Convention Center, Riverside, Ca.; www.homegardenshows.net.

Umpqua Valley Lumber Association – July 22-24, customer appreciation event, Roseburg, Or.; alexis@herbertlumber.com.

AWFS Fair – July 22-25, Las Vegas Convention Center, Las Vegas, Nv.; www.awfsfair.org.

Mountain States Lumber & Building Material Dealers Association –July 23, golf tournament, Fossil Trace Golf Club, Golden, Co.; www. mslbmda.org.

Independent Home Improvement Conference – July 30-31, JW Marriott Orlando Grande Lakes, Orlando, Fl.; www.ihiconference.org.

Annual Old Time Lumbermen’s BBQ – Aug. 2, Smokey Ridge Ranch, Healdsburg, Ca.; tturner@resawmill.com

Forest Products Machinery & Equipment Expo – Aug. 6-8, Music City Center, Nashville, Tn.; www.sfpaexpo.com.

Fastmarkets – Aug. 11-13, Forest Products Latin America Conference, Sao Paulo, Brazil; www.fastmarkets.com.

Ace Hardware – Aug. 12-14, fall convention, McCormick Place, Chicago, Il.; www.acehardware.com.

Mountain States Lumber & Building Material Dealers Association –Aug. 14, annual clay shoot, Colorado Clays Shooting Park, Brighton, Co.; www.mslbmda.org.

Western Hardwood Association – Aug. 18-20, annual convention, Heathman Lodge, Vancouver, Wa.; www.westernhardwood.org.

years as accounting manager for Jack Brandis in Albany, Or. He transferred to Coin Millworks, Prineville, Or., then spent three years as an accounting and sales manager for Brand S Corp.

In 1975, Larry formed his own wholesale brokerage, Wickiup Forest Products, Bend, Or. In the early 1980s, he relocated to Austin, Tx., and significantly expanded his business ventures, managing numerous companies, including a brokerage, fence company, and lumberyard.

He also served two years as president of the Paulina Hoo-Hoo Club in the early 1970s.

Glen C. Anderson, former vice president of Anderson Lumber, Ogden, Ut., passed away on April 23. He was 77.

A graduate of Weber State College, Glen worked for Boise Cascade before joining Anderson Lumber. He was promoted to vice president and general manager of Anderson’s northern division in 1993, and stayed on after the chain was acquired by Stock Building Supply in 2000.

John Vranizan, 89, former sales rep and general manager at Moore Dry Kiln Co., Portland, Or., died on April 30 of complications from congestive heart failure.

A graduate of Santa Clara University, John also held a management position at Coe Manufacturing. He later purchased consulting firm Carroll Hatch & Associates.

Michael Ray Sanford, 72, former Payless Cashways manager, died on April 22 due to complications from dementia and Parkinson’s disease.

Michael began his career working for Payless Cashways in Tempe, Az. In 1979, he was transferred to open a new location in Humble, Tx., where he served as manager.

Albert A. Argyle, 77, longtime salesman for Pool-Gardner Lumber Co., Hillsboro, Or., died on March 6. He retired from Pool-Gardner in 1998.

FLASHBACK: LUMBER ON TRIAL

EIGHTY-NINE YEARS ago, the August 15, 1936 edition of The California Lumber Merchant reported on a talk given during the weekly luncheon meeting of the San Francisco Lumbermen’s Club on how the lumber industry played a critical role in convicting the murderous kidnapper of the Lindbergh baby. The speaker was Arthur Koehler, chief of the Wood Identification Section of the U.S. Forest Products Laboratory in Madison, Wi.

Nearly 100 lumbermen and guests attended his presentation. As The Mer-

chant reported: “Mr. Koehler’s talk was illustrated with slides, and he held the close attention of his audience for more than an hour as he told the story of his investigations, which were brought out in his testimony at the trial.”

The case revolved around the international headline-making disappearance of famed aviator Charles Lindbergh’s 20-month-old son. On the evening of March 1, 1932, Lindbergh discovered the baby missing from his crib. He found a ransom note, impressions in the ground under the window of the boy’s room, broken fragments of a wooden ladder, and a baby’s blanket. Ten weeks later, a truck driver discovered the lad’s lifeless body on the side of a road.

Investigators brought in Koehler to examine the ladder found at the scene of the kidnapping. As an expert on forest products, Koehler noted that the ladder was built incorrectly, but by someone who had previous experience in construction and building with wood. He analyzed the types of wood used, the pattern made by nail holes in the ladder, and whether the ladder was made indoors or outdoors.

Over two years, these and other clues led police to the home of Richard Hauptmann, a German immigrant

The August 15, 1936 front cover spotlighted Port Orford cedar produced by Smith Wood Products, Coquille, Or. The mill was launched the year prior by New England lumber retailerturned-remanufacturer George Ulett. He would add a plywood plant later in 1936 and sell off all his holdings in 1946 after returning from serving in the U.S. Navy during the war.

carpenter. A search of the premises turned up a notebook containing a sketch of the construction of a ladder similar to the one used in the crime. In the attic, they found a section of wood that looked like the type used to build the ladder.

Koehler was again brought in to look at the wood. He noted that the scraps found at the Lindbergh home and at the Hauptmann residence were made of the same type of wood. He said they featured the same direction of pitch streaks, an identical number of growth rings, the same variation in width between the rings growth, and identical milling pattern, surface and grain. As well, the four nail holes in the ladder lined up perfectly with nail holes in joists in Hauptmann’s attic.

Koehler was even able to track down the exact mill—the National Lumber & Millwork Co. in the Bronx, which had a slightly defective planer that left a slight identifying mark on wood it processed—marks that he pointed out on the ladder and on wood found at the suspect’s home.

In great measure due to Koehler’s expert testimony, Hauptmann was convicted of first-degree murder and sentenced to death. MM

TESTIMONY by the Forest Products Laboratory’s Arthur Koehler sealed the defendant’s fate.

AVIATOR Charles Lindbergh took the stand at the trial of a carpenter accused of killing his young son.