A STORY ABOUT COMMITTING TO GROWTH
My dad was an electrician when our family bought Caldwell Hardware in 1979. At the time, it was just an 800-square-foot store, and he saw it as a way to support his electrical business while also serving the community. I was just 10 years old then but I grew up in the aisles. Dad continued wiring houses while my mom ran the store, learning the business and building relationships in the community.
As Hot Springs expanded, we worked hard to expand with it. I took on more responsibility as a teenager, and over the years we’ve continually looked for ways to better serve our customers—whether retirees moving into the area, weekend DIYers or contractors who depend on us. Today, Caldwell Hardware is about 22,000 square feet. Recently, we added 6,500 square feet, completed major resets and invested in modernizing the operation. Those efforts have resulted in double-digit sales growth and renewed energy throughout the business.
Our long-standing relationship with Orgill has played a meaningful role in that success. Since the early 1980s, they’ve provided not just products, but tools to help us grow. Smart Start assortments allow us to fine-tune categories for our market. Their competitive pricing helps us maintain our margins. The FanBuilder loyalty program helps us connect with customers in new ways. And having a dedicated sales partner who understands our business gives us clarity and confidence.
With that foundation—and partners who share our commitment—we’re well positioned to keep building on 40+ years of steady growth.
Phillip Taylor Owner | Caldwell Hardware | Hot Springs, Arkansas
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2026 Field Guide to Decking
It’s here: HBSDealer’s 2026 Field Guide to Decking, a digital, interactive, video-rich resource for the decking business. HBSDealer turns to experts and industry leaders for their takes on sales-boosting trends and innovations. Visit HBSDealer.com
Tech Talk Tuesday
The biweekly roundup of news, trends and developments in e-commerce, arti cial intelligence, digital innovation and all things at the intersection of technology and hardware & building supply. Sign up for free at HBSDealer.com/newsletter.
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From the Editor
Calling all experts
It’s commonly known that a 2x4 actually measures 1.5” x 3.5,” and a 2x6 actually measures 1.5” x 5.5.”
That’s basic building knowledge. But what about a 2x8?
Now we’re entering a new dimension of lumber awareness. Instead of shaving a half-inch off the width of the board, the forest products industy has shaved a full three-quarters of an inch. A 2x8 actually measures 1.5” by 7.25”.
To ght against the dreaded imposter syndrome, I carry this fact about dimensional lumber—and a few other facts about building products and home improvement—in the back pocket of my mind at all times. It’s saved there along with the boiling point of propane*, and the chemical name of gypsum.**
But when the situation calls for a deeper understanding, we at HBSDealer turn to the experts. And that’s exactly what we did with our cover story, “Traders and Treaties.”
The feature story starts on page 20 and is based on interviews with industry leaders who really know their business.
Which brings us to your expertise.
HBSDealer is turning to you, dear reader, for your expertise to nominate honorees for our second annual NextGen Leaders in LBM program.
Last year, we introduced the program at our ProDealer Industry Summit in Louisville. This year, we’re taking it to a higher level in Chicago, Oct. 5-7, because when it comes to shaping the future of the industry, there is no time to waste.
Our NextGen Symposium will showcase future leaders who exemplify the
Ken Clark, Editor-in-Chief
right stuff: including expertise. And you can submit candidates (including yourself) for recognition until June 5.
And while you’re at it, our Top Women in Hardware & Building Supply event is returning to Chicago Nov. 2-3.
This event, approaching its seventh year, has steadily built momentum. The year-round mission of the program is to support and encourage women to advance in their careers. And along the way, the industry as a whole is lifted.
We’re not about to take our foot off the gas when it comes to building this program better each year. (See our Top Women pro le series on page 32.)
Whether you see a Rising Star or Business Excellence stalwart in your midst, our nominations for Top Women will be open through May 22.
An immutable law of any relationship in business is the simple phrase: Good people know good people. No one is more of an expert on good people in the hardware and building supply industry than you, our valued reader. Help us help the industry.
* Negative 43.6 degrees Fahrenheit
** Calcium sulfate dihydrate
kclark@ensembleiq.com
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Neal DeLowery, Store Projects and Merchandise Manager, Aubuchon Co.
Virginia Lewis, President, Tart Lumber Co. Joe Kallen, CEO, Busy Beaver Building Centers
Tom Cost, Owner, Killingworth True Value
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With unmatched depth and breadth in this category, over 1,500 SKUs across 15 RSCs, and exclusive vendor partnerships, we are committed to working with you to grow your grilling department!
Everything you need to build your department including a best-in-class BBQ program:
At BFS, a modular experiment
Off-site manufacturing is a big part of Builders FirstSource’s revenue stream. About 48 percent of the company’s business derives from making things—like trusses, pre-hung doors, off-site millwork packages—in a factory environment.
But building a full-blown modular home is another kettle of sh. And that’s why there’s keen interest in BFS’ acquisition in November of Pleasant Vally Homes, the Pine Grove, Pennsylvania-based wholesale modular home producer that operates in 10 states and builds about 400 houses a year.
During the company’s recent fourth-quarter earnings call, BFS described the acquisition as “an expansion of our prefabricated component strategy to address challenges facing the homebuilding industry, such as affordability and access to labor with a cost-competitive factory-built option, which reduces builder cycle times.”
In an interview with HBSDealer, CEO Peter Jackson described the move less as an embrace of the modular-home mindset and more as an experiment in
manufacturing ef ciencies and as a potential solution for its builder customers.
Pleasant Valley will continue sales, but the BFS vision is to nd partnerships with builders. BFS says it has no interest in becoming a traditional modular home seller.
“I love home buyers, but they’re not my customer,” Jackson told HBSDealer. “So my job here is to come up with a solution that meets the needs of the home builders to be able to bring solutions to the job site and to turn that into an occupied home as quickly and as ef ciently as possible.”
BFS says it will speci cally, at rst, use new factory capacity to offer modular plans to existing home builder customers. And more generally, as time goes on, learn how to partner with home builders to give them what they want.
Several ideas combined together to encourage BFS down the path to acquire Pleasant Valley Homes. One is the BFS’s con dence in its ability to run manufacturing plants. Another is its expectation that the homebuilding industry will continually move toward off-site manufacturing in ways that make sense for builders. Another is the industry’s near-universal
Weekes and Snavely evolve to ‘WS’
Weekes Forest Products and Snavely Forest Products announced they are formally uniting under a single enterprise brand: WS Building Materials.
The company is a 100% employee-owned subsidiary of MacArthur Company. As part of the transition, the organization has rolled out a uni ed visual brand identity that will be re ected across facilities, communications and digital platforms.
The announcement follows several years of increased collaboration between Pittsburgh-based Snavely Forest Products and St. Paul, Minnesota-based Weekes. Collaboration includes systems alignment, shared strategic planning and cross-functional integration. The move responds directly to customer and supplier feedback requesting a more uni ed enterprise structure.
“This is an evolution, not a revolution,” said Scott Gardner, who previously held the title of VP at Weekes Forest Products
drive toward affordability.
“Affordability is the prime enemy for all,” said Jackson. “And I think builders are very interested. We intend to experiment. And if we can come up with a formula, maybe we’ll expand to more markets. But for the time being it’s an experiment.”
and will now serve as president of WS Building Materials. “Our customers and supplier partners have asked us to operate as a single enterprise rather than regional distributors. WS Building Materials strengthens our ability to align strategy, execution, and investment across our footprint.”
A new LBM entity is born.
Gardner added, “Our ESOP ownership culture, commitment to safety and customer- rst mindset remain unchanged. WS Building Materials re ects who we already are: one aligned organization with a long-term vision.”
A sample of the modular models made by Pleasant Valley Homes, now a BFS company.
Manufacturers & Services Directory
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HVAC marks the spot
SRS ADDS $100B VERTICAL IN LATEST PRO-FOCUS EXPANSION
Add another vertical to Home Depot’s growing collection. This time it’s HVAC.
SRS Distribution Inc., a subsidiary of The Home Depot, agreed to acquire Mingledorff’s, Inc., a wholesale distributor of heating, ventilation and air conditioning equipment, as well as parts and supplies, serving residential and commercial customers through 42 locations in ve states across the southeastern U.S.
The move brings a new specialized business to Home Depot’s growing portfolio of niches. And with HVAC distribution’s total addressable market of about $100 billion, Home Depot’s TAM expands to $1.2 trillion, with a ’t.’
“The momentum we’ve seen in the SRS business is a testament to its strong customer value proposition and execution,” said Ted Decker, chair, president and CEO of Atlanta-based The Home Depot. “SRS is a growth engine for The Home Depot, and we continue to drive signi cant synergies that enable us to bring more innovation and value to our Pro customers. The addition of Mingledorff’s will give us an incredible opportunity to build an enterprise-wide platform in HVAC equipment, replacement parts and supplies, creating another entry point into the broader distribution space.”
Mingledorff’s leadership team, including David Kesterton, president and CEO, will continue to lead Mingledorff’s as part of the SRS organization. Mingledorff’s is based in Peachtree Corners, Georgia.
“Joining forces with SRS and The Home Depot marks an incredible new chapter in our company’s history and gives us a powerful platform to broaden our reach and impact,” said Kesterton. “As a family-owned business with a long-standing heritage of service, we have always prioritized deep partnerships and an unwavering commitment to our customers’ success. We’re excited to expand our service- rst mission while becoming an integral part of the premier destination for Pros in the industry.”
In the late March announcement, The Home Depot said it is building differentiated offerings and capabilities to better serve Pro customers. Through its subsidiary SRS, the company points to a leading position in specialty trade distribution across multiple verticals, including roo ng and building products, interior and construction products, landscape and pool.
Lowe’s is making house calls
INTRODUCING SUBSCRIPTION-BASED HOMECARE+
Lowe’s has introduced a new “associatepowered” annual subscription offering to its MyLowe’s Rewards loyalty members called HomeCare+.
At a price tag of $99 per year, Lowe’s is offering seven in-home services that make it easier for homeowners to manage essential up-keep tasks on a regular basis. Lowe’s says the program will be available across more than 75% of homes across the U.S.
The subscription includes two in-home visits per year, with up to seven home maintenance services performed at each appointment by local Lowe’s store associates.
Here are the seven services offered:
Electric dryer vent cleaning
HVAC air lter replacement
Refrigerator water lter replacement
Electric water heater ush
Garage door lubrication
Smoke and carbon monoxide detector battery replacement
Light bulb replacement
Lowe’s says the idea behind HomeCare+ is simplicity for the homeowner.
“We know home maintenance can feel overwhelming, whether you’re a rst-time homeowner, a busy parent or someone who’s simply uncomfortable climbing ladders around the home,” said Amanda Bailey, Lowe’s vice president of customer marketing and loyalty. “We consistently hear from customers that small tasks around the house quickly turn into a long to-do list. HomeCare+ is the result of listening intently to what our customers care about most to deliver on our brand promise.”
Home Depot says its total addressable market is now $1.2 trillion.
Lowe’s new service aims to simplify basic home maintenance.
INNOVATION REQUIRES ACTION
ANYTHING ELSE IS NOISE
Hype RESULTS
Mandates MENUS
Salespeople GROWTH PARTNERS
Someday TODAY
A Ring’s End subsidiary makes a splash
JOHNSON PAINT GETS A FRESH COAT OF COLLABORATION
Johnson Paint, A Ring’s End Brand, acquired Somerset Paint, with locations in Swansea and North Dartmouth, Mass.
As part of this transition, Johnson Paint will move its New Bedford, Mass., operations from 1193 Ashley Blvd to 668 State Road, Dartmouth, Mass. According to Connecticut-based Ring’s End, the locations in Swansea and North Dartmouth provide Johnson Paint with better access to “premium coastal markets.”
“The Somerset locations strengthen our ability to serve several great communities while enhancing our support for commercial contractors,” said Mike Burkhart, President & CEO of Ring’s End. “This expansion deepens our presence in the South Coast region and represents an important step in our long-term growth strategy, building on our legacy of delivering premium products and unmatched expertise.”
England coastline and enables us to better support customers in premium coastal markets across Massachusetts and Rhode Island that were previously beyond our service range.”
“The North Dartmouth location gives our team the space and strategic proximity needed to deliver an exceptional experience to customers we currently serve in New Bedford,” said Scott Herling, Vice President of Paint Operations at Ring’s End.
“Expanding into Swansea continues our growth along the New
Ring’s End was founded in Darien, Conn., in 1902, originally supplying feed and fuel before shifting its product focus to lumber, building materials and paint. The company now has eight full-service lumberyards, along with 26 free-standing paint centers, four full-service industrial wood coatings facilities, a custom millwork shop, two regional distribution centers, and an education center.
Openings, closings and acquisitions
Regularly updated, the HBSDealer News Map draws from press releases, external media coverage and original reporting to provide timely industry insights.
Recent updates include 12 forthcoming Home Depot stores opening in 2026, including four in Texas and two in Florida.
Other recent highlights include acquisitions: Mill Creek Lumber acquired Tulsa Fireplace Supply based in Broken Arrow, Okla.; and Decks & Docks acquired Pro Deck Supply in Minneapolis.
Closings on the map include Harpeth Hardware in Franklin, Tenn., and Blossom True Value in Mountain View, Calif.
Meanwhile, Floor & Decor opened its second New York City store and its rst on Staten Island.
Explore the interactive News Map at HBSDealer.com/map
Johnson Paint’s Boston location. The brand recently expanded through acquisition.
Traders and treaties
NAVIGATING THE ART AND SCIENCE OF THE LUMBER BUSINESS
It starts with lumber, the basic building material on the ground floor of the vast majority of housing starts and home remodels. But before it gets to the lumber dealer, it goes through the lumber trader, one of the unsung heroes of the hardware and building supply industry.
HBSDealer reached out to a handful of industry pros with a front row seat on the behind-the-scenes activities of traders. And what jumps out is a reverence for the law of supply and demand, supplemented with uber technical knowledge and strong people skills.
Risk management
Sherwood Lumber is a wholesale distributor based in Melville, New York. Promotional copy for the company’s Lumber Number newsletter explains the concept relative prices and under-valued items.
“If you are right, you fi ll up the sack,” it says. “If you are wrong, you get a chance to get out with your shirt.”
While the above might sound like an ad for Caesars Sportsbook, Kyle Little, COO of Sherwood Lumber, pushed back on the idea that lumber trading is a variant of roll-thedice gambling.
“Lumber trading isn’t really about buying at the cheapest price all the time,” Little told HBSDealer. “It’s about positioning. At the right time, making sure that you have more of something when it’s undervalued and there’s more
opportunity to go up — and having less of something when it’s overvalued with more risk to the downside.”
“We’re not gambling,” said Tim Johnson, VP of forest products at LBM Advantage. “We’re making educated decisions.”
He added that the members of the co-op know what their needs are going to be, and it’s the trader’s job to understand what the member needs and help cover them “in a way that brings the most value to the member at that point in time in the market.”
Skills of the trade
Chris Ford began his career as an LMC lumber trader in 2005. Now, he’s the leader of LMC’s lumber and logistics team with about 30 traders under his direction, each with a specialized focus on the various species — Douglas fi r, southern yellow pine, European spruce, etc.
“Our thinking is that we like you to specialize in a certain species, rather than try to be an expert in all of them,” Ford told HBSDealer. “Because each one has its own dynamics.”
But in addition to technical knowledge, lumber trading is a relationship-driven business, and Ford says LMC looks for strong people skills when hiring. On the other end of the phone, businesses are “relying on us to know the lumber market. They’re usually putting a lot of stock into what
we’re telling them. Our team is dialed in. They all sit next to each to other and overhear each other — it’s constant communication throughout the day.”
At LBM Advantage, Tim Johnson describes a similar mindset.
Canadian Imports: Point-Counterpoint
The U.S. Lumber Coalition says Canadian imports are being replaced by U.S. production — a direct result of U.S. trade law enforcement and the section 232 tariffs.
The USLC pointed to the following stats: Canada’s softwood lumber market share in the U.S. declined from 32 percent in 2016 to an average of 18.6 percent over the most recent quarter of available data.
Moreover, according to the USLC, Canada’s massive excess lumber capacity continues to be the engine of Canada’s harmful dumping practices, and Canada’s multi-billion dollar federal and provincial subsidy schemes are maintaining Canada’s excess lumber capacity.
According to analysts Russ Taylor and David Elstone, from Russ Taylor Global and Spar Tree Group, respectively, it’s not that simple.
The analysts countered that since October 2025, combined U.S. duties and tariffs (averaging 45.6%) during at periods of U.S. demand coupled with low prices has meant that Canadian mills cannot compete until prices move higher. Consequently, it was inevitable that the highest cost producing regions in Canada would reduce shipments to the U.S.
Other con icting points made by the groups: Point: “The latest Canadian market share data demonstrates that Canadian imports can and should
Random lengths framing composite price index, in ation adjusted (2021 US$). 2024 Fastmarkets.
“No matter what you’re selling or trading, you have to know your product,” Johnson said.
Border control
That communication is even more vital in turbulent times.
Howard O’Neal traded lumber for 20 years at Do it Best, where he was divisional manager for the lumber division. He’s now director of forest products for Fort Wayne, Ind.-based Continental Supply. He told HBSDealer with the exception of the Covid years, the year 2025 was historically challenging from a trader’s perspective.
The mills and futures markets were nervous about big tari s, so they raised their prices on anticipated costs as
Continues
be replaced by U.S. production,” said Zoltan van Heyningen, executive director of the U.S. Lumber Coalition.
Counterpoint: Over the last 50 years, U.S. lumber producers been not able to fully supply the U.S. market demand. The huge gap between U.S. production and consumption has ranged from a low of 12.0 billion board feet in 1990 to a high of 23.6 billion board feet in 2005 and was 12.7 billion board feet in 2025.
Point: Canada must address its harmful and disruptive massive excess lumber capacity by downsizing its lumber industry, says the USLC. Canada consumes about 7 billion board feet of lumber but has the capacity to produce close to 27 billion board feet of lumber.
Counterpoint: It is dif cult to project U.S. supply rising signi cantly in the short term when it takes time to build sawmills, it is dif cult to nd skilled workers, and log supply requires signi cant increases to the U.S. public land harvest, say Elstone and Taylor. As a result, the U.S. still needs lumber imports from Canada and other countries – especially when U.S. lumber
consumption starts to rise again. (It has increased only marginally since 2016.)
Point: Strict trade law enforcement and President Trump’s Section 232 tariffs are forcing Canada to reduce its U.S. market share. “We must continue on this track and force Canadian market share into the low single digits in order to eliminate its unfair trade practices,” said van Heyningen.
Counterpoint: The U.S. and Canada should work together to grow their collective share of wood products in the North American market and not to push for short-term, non-market duties and tariffs that will have potentially longterm consequences that will penalize consumers. Efforts to promote wood over steel and concrete are a much better longer-term strategy, according to Elstone and Taylor.
The downward path of Canadian imports. Source: WWPA.
opposed to what was actually happening, O’Neal said. At times, dealers faced intense price vulnerability as swings of, say, 20 percent were here one week, gone the next.
“It was very di cult to navigate,” he said, “especially if you were a business that absolutely needed the product,” when it was priced arbitrarily high.
At LBM Advantage, Johnson said the fi rst half of 2025 was particular treacherous to navigate. “It was all about uncertainty because we didn’t know from tweet to tweet what the tari was going to be and on what products.”
In the second half of the year, the challenge shifted to managing for mill curtailments and closures, as the tari s and duties started hitting Canadian suppliers.
According to Sherwood Lumber’s Little, this year is looking better, from a lumber trader’s perspective, despite concerns over war, energy prices and immigration issues.
It all has a big impact on the price of lumber.
Historically, 20 percent to 30 percent of the delivered price of lumber is actually freight, Little said. And the immigration crackdown has led to a decline in drivers for fl atbed trucking.
“If we did not have this war right now, the marketplace overall would be pleasantly surprising,” he said in an early April interview. January and February “stunk,” he said, but March improved dramatically.
“And I am optimistic for this year still,” he added.
Talent and technology
Industry experts share thoughts on a variety of lumber topics
KYLE LITTLE COO, Sherwood Lumber
HOWARD O’NEAL Director of forest products, Continental Supply
CHRIS FORD Vice president of lumber division, LMC
On what makes a good trader
TIM JOHNSON Vice president of forest products, LBM Advantage
Johnson: “We’re in a commodity market where you have to be fast, you have to be nimble, you have to be paying attention. You have to be up on the market, and it changes by the minute. And like the weatherman, we have to have an opinion and be willing to share it.”
Ford: “People like to do business with people they trust. Establishing a rapport and connection and a relationship drives everything. That’s the starting point. Then, you have to have the expertise, the technical knowledge of the markets.“
O’Neal: “A good lumber trader has an understanding of the lumber account that he’s dealing with. With all the volatility, that buyer is looking for somebody he can trust. And once you establish that relationship, the next point is to deliver on it.”
On international trade
Little: As duties and tariffs have impacted Canadian suppliers, (see sidebar) the U.S. saw a 20 percent decline of Canadian shipments to the U.S. in 2025. And that gure declined in the rst quarter of 2026, said Little. Meanwhile the situation north of the border may have produced a new market south of the border. “One area that I think probably was the biggest winner in regard to forest products is Brazil,” he said.
Ford: The on-again off-again nature of tariffs required constant vigilance and communication with buyers.“The anti-dumping and countervailing duty rates will be readjusted again at the end of the summer. And those by all indications should be coming down.” As for the tariffs, “I don’t know that we’ve got a whole lot of insight into changes to tariffs.”
On the emergence of digital pricing services to replace the status quo of manual surveys
Little: “While we are in a relationship business, I think there are going to be ways to automate processes that will allow us to be more productive.”
O’Neal: “The theory behind pricing automation all makes sense. Maybe at some point it will happen, but this industry is so entrenched in that personal relationship it just hasn’t been able to take hold.”
Johnson: “We all want the correct market information, and want it to be as close to the source, meaning the mills, as possible. At the end of the day, if the mills continue to use the legacy company, it’s going to be hard for the rest of the industry to make a change.”
House-Hasson Hardware Report
No time to waste
Normally, new CEOs like to get settled in for a few weeks, or even months, before granting interviews with the trade press.
But eight days into his new job, House-Hasson Hardware CEO Jeff Land is on the other end of a video call talking about challenges and opportunities and taking questions from a reporter.
You can read that as a signal that Land is ready to get to work.
Land joins Knoxville, Tennesseebased House-Hasson from Northern Tool & Equipment, where he was senior vice president of merchandising, inventory management, product management, and global sourcing. All of those disciplines described in his title will factor into his leadership role at House-Hasson, which operates in 27 states across the eastern United States, as well as the Caribbean.
CEO JEFF LAND OUTLINES HIS VISION FOR THE 120-YEAR-OLD DISTRIBUTOR
The new CEO is well aware that he’s entering a leadership role at a time of intense retail turbulence. He’s also aware of the power of independent retailers to compete and win in their local markets.
Land spoke with HBSDealer on a variety of business topics.
HBSDealer: Your background includes the retailers Harbor Freight and Northern Tool and Equipment. Now you’re stepping into a role where the stores are all individually owned and operated. How do you feel about that?
Jeff Land: I’m excited. I’ve always found a lot of value in what the independent dealers and hardware stores have done for their communities. What they do for their customers in a very unique way. It’s very hard to replicate.
Beyond that, there’s the legacy and the history of HouseHasson. We will cross our 120-year milestone in August. That by itself is very, very special. So, the opportunity to help our dealers grow in their communities is a fantastic thing for me.
HBSDealer: Will there be any strategies or tactics that can be transferred to House-Hasson from your previous experience with national retailers?
Jeff Land: The private label side of the business has been a big part of my background. So, providing the value of a private label offering can be something that we can expand for our customers.
And the word “value” can mean many different things. You must have the right product at the right price at the right time to meet the expectation of the Pro, which Northern Tool does very well. And that’s something that we’ll certainly be doing here to help our customers.
HBSDealer: The Pro is a much sought after customer, and theres’ a lot of big players chasing that market. To what extent can House-Hasson grow the Pro?
HOUSEKEEPING FACTS
House-Hasson Hardware
Headquarters: Knoxville, Tenn.
Distribution centers: 4
Jeff Land: I think it’s a major growth opportunity for us. A very signi cant portion of our revenue comes from the DIY customer, but we’ll be helping our dealers grow into the Pro. They’re very valuable customers, very consistent customers, and they’re not as sensitive to the economic volatility.
Founded: 1906
Employees: 600
Footprint: 27 states + the Caribbean SKUs: Over 70,000 Sales force: 70 representatives
Of course, the Pro is a different beast. They also need quality, speed and reliability. And they need specialized assortments. And those are fundamental things that we’re going to be driving after.
CEO Jeff Land comes to the distributor from Northern Tool & Equipment.
The Knoxville-based distributor is celebrating its 120th anniversary in 2026.
Buying momentum
NEW VENDORS HELP DRIVE DEALER PROFITABILITY IN NASHVILLE.
The show must go on. And it did. A massive winter storm trimmed one day from the latest House-Hasson Hardware Buying Market, held early in 2026. But the two-day event still delivered “strong dealer attendance, an energized show oor, and meaningful buying opportunities for independent hardware stores across the region,” the company said.
The market, held at the Gaylord Opryland Convention Center in Nashville, Tennessee, featured more than 600 vendors in attendance, including over 30 new vendors showcasing products and programs designed to help dealers differentiate their stores and drive pro tability.
House-Hasson says dealer turnout exceeded expectations. “The traf c on the oor was outstanding,” said Dave Doering, senior VP of sales at House-Hasson.
“The strength of this market really came from the depth and quality of the vendor lineup,” said Matthew Patti, VP of purchasing at HouseHasson. “We brought together the vendors our dealers rely on most, along with a strong group of new vendors and product offerings. Between show specials and new assortments, dealers had real opportunities to make decisions that support their stores both now and throughout the year.”
House-Hasson’s next in-person market is scheduled for August 6-8, 2026, in Sevierville, Tennessee.
HBSDealer: What have been your rst steps in your new role?
Jeff Land: It’s pretty simple. I just need to learn. I need to listen. We have some people who have been here for more than 40 years, and that kind of knowledge and experience is extremely important.
Our people and our customers are the foundation of everything we do. And that will always hold true, no matter how much the industry or technology evolve.
HBSDealer: Speaking of turbulence, how do you manage through challenges like tariffs and low housing turnover?
Jeff Land: There are things you can control and things you can’t control, But for House-Hasson — and really for everybody — it’s very important that you create a level of agility and exibility. Depending on how tariffs and how other things move and how quickly, you have the agility and the exibility in your supply chain to serve the customer.
HBSDealer: One of the big stories for many years has been the competition between the big boxes, which are getting bigger and bigger, and the independents. How would you describe the competition?
Jeff Land: It’s very admirable what Home Depot and Lowe’s and all these very big big box guys have been able to do and will continue to do for a long time. But there are so many things that local dealers can do that the big boxes can’t do. The big boxes can’t be as connected to their customers or as connected to their communities.
HBSDealer: You’ll experience your rst House-Hasson market in August. What will be your message?
Jeff Land: The rst thing is for us to continue to be a reliable and trusted partner to help them grow. That’s the foundation of who we are, and that will not change. So that’s number one.
Number two is for us to be able provide the most current and relevant assortments to deliver the most value to their customers as possible.
And a third point is our investments we’ll be making in technology on our end, to help them evolve on their end. Technology in retail is evolving at the fastest pace ever, and it’s incumbent upon us to help them evolve as well.
House-Hasson dealers and vendors brought energy to Nashville.
JW Hardware of Lake Charles, Louisiana, represents the close-to-thecustomer strength of the independent hardware store.
Regulatory Update
Dealers do D.C.
NLBMDA TACKLES SWIPE FEES AND HOUSING SHORTAGES
WASHINGTON, D.C.—Chalk one up for bipartisan cooperation.
The scene at the Washington Brie ng Breakfast during the National Lumber & Building Material Dealers Association’s recent legislative conference featured representatives from both sides of the aisle who are coming together to support trades education.
Representatives Juan Ciscomani (R-Ariz.) and Marie Gluesenkamp Perez (D-Wash.) had good things to say about each other, as well as the CONSTRUCTS Act, which was one of the priority issues of the NLBMDA at the conference.
“It’s a great piece of legislation,” said Gluesenkamp Perez, who lamented that shop classes are often the rst thing cut in dwindling school budgets. “We’ve got to elevate the trades all the way through.”
The NLBMDA conference armed lumber dealers with talking points on a variety of issues:
The CONSTRUCTS Act
As 200,000 plus construction jobs go un lled each month, this bill expands capacity at community colleges and technical schools to provide training. The NAHB, which supports the the act, said, “By supporting funding for building and construction trades education, this legislation would bolster the housing workforce and directly address the shortage of skilled construction workers.”
Credit Card Competition Act
and credit card swipe fee reform. At more than 100 meetings, NLBMDA’s members illustrated the local impact of policies being shaped in Washington and advanced legislative proposals that would strengthen the LBM industry. While our members return home and back to their businesses, NLBMDA remains in Washington, advocating on behalf of the industry year-round to ensure our priorities continue to be heard on Capitol Hill.”
“Our day of advocacy on Capitol Hill was a powerful demonstration of the LBM industry’s collective voice, “ said Paine. “By visiting over 100 of ces representing 12 states, our members moved beyond policy theory to provide legislators with rsthand, local perspectives on how federal decisions impact their businesses and communities.”
Another major piece of legislation hanging over the event is the 21st Century ROAD to Housing Act, which ran into a roadblock after it was passed in the Senate (by a vote of 89 to 10) and sent back to the House.
Credit card swipe fees have more than doubled over the past decade, soaring to a record $187 billion in 2024 (up from $172 billion in 2023). This bill seeks to introduce competition into credit card routing and promises to save businesses and consumers more than $1 billion annually.
The Neighborhood Homes Investment Act
This bipartisan legislation would create a targeted federal tax credit to support the construction and rehabilitation of single-family homes in communities where development costs exceed market values. Key fact: the median age of rst-time home buyers is at a record high.
“NLBMDA was proud to once again host members from across the country in Washington, D.C., for our annual Spring Meeting and Legislative Conference,” said NLBMDA President & CEO Jonathan Paine. “As industry leaders, our members bring a critical prospective to lawmakers in Washington as Congress actively considers legislation on housing policy, workforce development,
While there is momentum in D.C. for action on housing affordability, passage of the ROAD (Renewing Opportunities in the American Dream) legislation is complicated by a late add-on provision— build-to-rent communities with fewer than three attached units are subject to a disposal requirement within seven years of construction.
Mike Kingsella from the advocacy group Up for Growth described the late provision as a “de facto ban on build-to-rent communities,” which is quite disconnected from the intent of the act, he told the conference.
Among the 20 other provisions is the Accelerating Home Building Act, which provides Housing and Urban Development dollars for builders that use “pattern books” to simplify and mitigate bureaucratic unpredictability in approval processes.
Also part of the ROAD act, the Housing Supply Expansion Act would create a national building code for offsite building codes, preventing bottlenecks of delivery. “We think this is a game-changer to increase the speed of homes into markets,” Kingsella said.
Pointing to stats that show a shortage of 4 million houses across the U.S., Kingsella described the housing problem as a major issue that has nally attracted the attention of lawmakers.
The ROAD to Housing Act marks a change of direction to begin to resolve the housing shortage. “The problem is policy,” Kingsella said. “This is a problem of our own making.”
From left: PLM’s Stephone Oakley and Dave Adams meet with Abi Jimenez, legislative assistant for Pennsylvania Senator John Fetterman.
Legislative Conference delegates prepare for their lobbying efforts on Capitol Hill.
Product Central
Spring Cleaning
A
s a erce winter yields to warmer weather, a spring cleaning frenzy often follows.
Whether for inside or outside the home, the HBSDealer team highlights fresh products poised to spruce up sales.
Greenworks’ next-gen AiMowbot
The C Series, which includes the AiMowbot C20 and AiMowbot C40, is designed for mostly at residential yards. Both equipped to handle slopes up to 45%, the C20 mows up to ½ acre, while the C40 covers up to one acre.
The G Series, featuring the AiMowbot G20AWD and AiMowbot G40AWD, introduces all-wheel drive traction and stability to go up, down and across uneven terrain and steep slopes up to 80%.
Powered by Greenworks’ new RTKVision system, the robotic mowers integrate multi-camera sensing, precision mapping and AI-assisted object detection and avoidance. The system can recognize and avoid more than 200 objects, helping protect pets, property and unexpected yard obstacles.
The new models feature ToF depth cameras, stereo vision and QR-code wire-free docking to increase cut accuracy.
Wood Defender’s 200 Series Aerosol Stain & Seal
Standard Paints, Inc. has launched Wood Defender 200 Series Aerosol Stain & Seal, a precision spray format that delivers the brand’s oil-based stain and seal formula without the setup, cleanup or tip failures often found in other aerosol stains.
The new aerosol was built speci cally for punch-list items: cut ends, gates, hardware areas and small repairs where hauling a sprayer isn’t practical. Because it matches Wood Defender’s Fence Stain & Seal and 200 Series liquid stain colors, contractors can maintain color continuity from large-scale applications through nal touchups.
Self-leveling application ensures even coverage without brush marks or lap lines, just like liquid stain.
New battery-powered edger from Makita
Makita U.S.A., Inc. has released the 40V max XGT Edger. It features the high torque level of a 31cc edger with none of the hassles of gas. It features an open guard design that reduces clogging, and an 8” blade that powers through dirt and debris for more de ned edges.
The Edger features a variable speed trigger to provide controlled cutting speed. It also features a steel drive shaft for less vibration and longer tool life. The new tool also features an adjustable wheel for quick and easy adjustment to desired cutting depth, a line-of-sight indicator mark that guides the user for cleaner, more precise cuts, and a skid plate that protects the gearbox from hard surfaces.
Purdy releases Spirex brush series
Purdy has launched the Purdy Spirex brush series— engineered to combine exceptional smoothness, versatility and productivity.
Featuring a new patent-pending formula powered by spiral-wound lament technology, the medium-stiff nylon and polyester Spirex laments offer 50% more coverage compared to Purdy XL brushes “when used with premium paints,” per the company.
The Spirex brush series launches with three sizes—2”, 2.5” and 3”—offering dependable performance for detailed trim work and broader coverage.
The Purdy Spirex brush series is available at Sherwin-Williams retail paint stores and online.
New wet and dry cleaner from Dyson
The Clean+Wash Hygiene micro ber roller is engineered for simpli ed, hygienic maintenance with less mess, and no bacteria or odor emission. It reduces water residues for a fast-drying, streak-free oor nish.
The hygienic waste system contains all dirt, debris and dirty water in the cleaner head, ensuring no dirt is drawn upward through the machine, so there is no sludge build-up, no clogging of the internal system and no messy internal pipes to clean.
Weighing just 8.4 pounds, it’s built for ease of use and maneuverability, while the hot-air drying dock with self-cleaning cycle keeps the roller clean, fresh and ready for the next use.
Ryobi debuts 18v hand vacuum
Ryobi has released its limited edition 18V ONE+ Performance Hand Vacuum, which the company says delivers “powerful suction for everything from quick daily cleanups to big messes.” Its sleek, ergonomic design weighs just 2.3 lbs, making it easy to use and take anywhere.
The crevice tool reaches tight spaces, while the dust brush gently cleans delicate surfaces. Plus, the large 2.5 cup capacity means fewer emptying trips, and with one-touch disposal, cleanup is effortless.
New sanding discs from CRL
CRL says its new Hook and Loop discs are easy to use, reusable and deliver smooth, precise nishes.
The unique design of the hook-and-loop backing on the pads and discs allows for easy attachment and removal of the
sanding disc. The sanding pad is compatible with most popular brands and models of sanding power tool that accepts a M8-1.25 male stud.
InSinkErator’s LEDefense tackles disposal odors
InSinkErator’s LEDefense incorporates Vyv’s proprietary 405nm light technology to reduce odor-causing bacteria, keeping the disposal cleaner and reducing bacterial buildup. Engineering teams from both companies worked together to optimize the design.
Vyv’s 405nm technology operates within the visible light spectrum and is designed for continuous use around people, pets, and plants. Unlike traditional UV-based systems or chemical disinfectants, Vyv’s non-UV light technology is non-toxic, residue-free and engineered for everyday environments.
InSinkErator’s Evolution 0.75HP LED and 1.0HP LED disposals come with LEDefense. Consumers can also purchase LEDefense as a sink ange accessory compatible with ALL InSinkErator continuous feed garbage disposals.
AI-powered scrubber/dryer robots
Pudu Robotics has announced the launch of the PUDU BG1 Series, what it calls “the world’s rst AI-native large scrubber-dryer robots.”
The BG1 series, per the company, provides “comprehensive, intelligent oor care for expansive environments, including retail complexes, warehouses, industrial plants, and transportation hubs.”
The BG1 series was designed to integrate AI throughout the entire cycle of perception, decision-making and execution.
This intelligence is powered by a platform featuring a dual-chip architecture combined with an AI-enhanced processing unit. This hardware foundation allows the robot to break through the computational bottlenecks of traditional equipment, enabling millisecond-level responses for environmental recognition, mess assessment and operational adjustments based on massive data streams from its fused 3D perception system.
The Future of the Last Mile
AI, DELIVERY ENGAGEMENT AND THE NEW STANDARD FOR ‘ON TIME AND IN FULL.’
Every delivery team in building materials knows the reality of the job site. Conditions change, crews are waiting, and when materials arrive late, the entire day can fall off schedule.
For distributors, delivery is no longer just a logistics function. It is a core part of the customer experience and service level commitment. Contractors increasingly expect greater precision, visibility, and communication so they can plan work and keep projects moving without unnecessary downtime.
Advances in data-driven planning and delivery engagement are helping distributors build high-performing delivery networks that support:
Stronger service levels;
Better job site coordination; and
More reliable delivery experience
HBSDealer recently spoke with Descartes Systems Group’s Cyndi Brandt, VP of eet solutions, and Sergio Torres, senior VP of product management, on the ner point of all things OTIF. What follows is an edited transcript of HBSDealer’s online presentation (which you can nd at HBSDealer.com/.video).
HBSDealer: What are the immediate operational challenges to last mile delivery, and how are they changing?
Brandt: Most eet and last mile leaders are dealing with a combination of crazy cost pressures, labor challenges, and much higher customer expectations. And costs across the board right now are increasing, whether it’s fuel—especially fuel—insurance, equipment, and labor. This means that all of a sudden there’s inef ciencies that might have been tolerated a couple of years ago. But now they’re going to show up super fast within their existing margins.
And then on top of that, customers expect far more transparency and precision in delivery.
HBSDealer: Can you talk about the difference between planning deliveries, and what actually happens out on the road?
Brandt: There is a big gap that exists today. Even if you have that optimal plan, as soon as drivers hit the road, nine times out of 10, the plan goes out the window. It could have been because of traf c. It could have been because somebody wasn’t at the site to receive the product. Routing always kind of assumes ideal conditions, but that’s often not realistic. These eets that are closing the gap most effectively keep investing in tools so they can make adjustments proactively as opposed to reactively.
HBSDealer: What happens when modern tools are applied to the problem?
Torres: It starts with the data, which is the foundation of those modern tools to actually make them work. So, instead of assuming that every stop behaves the same way, the system begins to account for variables like a product mix that you have on the truck, the order size, the location characteristics, geography, delivery method, even a historical behavior in that customer. Modern tools are actually collecting all that data so that you can actually learn from it and readjust your plans and service times based on what you learned from what your drivers are actually experiencing every day.
HBSDealer: And this is leading us to AI. How is it helping today, and what are the real bene ts?
Brandt: The real value we’re seeing isn’t necessarily in ashy real-time routing changes.
A lot of the noise in the market around AI-based routing might suggest that, hey, we’re going to deliver stop 7 before stop 2. But actually, that’s not safe. And it’s often not practical.
Instead, we’re proposing that you use AI to approach the problem 100% differently. We believe you need to gather execution data, apply machine learning, which is a subset of arti cial intelligence, and use it in a planning tool to create far more accurate route plans. When you use AI or machine learning against the execution data, now you can better understand all the variables — because we all know that nothing in building supply is equal when it comes to taking it off a truck. Capturing that execution data is a gold mine to make your operations more effective and ef cient.
HBSDealer: You can invest in technologies, but how do you get the buy-in?
Torres: That’s a very current topic, and it happens on every single implementation that we face. We have to understand that technology alone doesn’t really improve operations — adoption does. So the eets that see the most success treat these systems as operational transformation tools, not just a software deployment. This is super important. It must involve at a very early stage all the different stakeholders: planners, dispatchers, management and drivers. We must make sure that the tools t into the real work ows and measurable outcomes — like on-time performance, raw productivity, and customer satisfaction. So, when the technology becomes really part of the decision-making, rather than something that sits along the sidelines, that’s when the bene ts really start to compound.
HBSDealer: Looking ahead, what are the tools and technologies that will separate the winners from the losers?
Brandt: I think over the next 12 to 18 months, the biggest separator won’t just be who has the newest technology. The real winner is gonna be who connects planning, execution, and learning into one continuous loop. And when I say learning, I mean getting the data and learning from that data. So many eets today still operate 100% in silos. Planning happens in one system, execution happens over here, and it gets changed on the road. But the insights from what actually happened rarely, if ever, make it the way back into the next day’s plan. So, I really think at the end of the day, the eets that will win won’t just be the ones with the smartest tech, they’ll be those ones that transform their daily operations.
HBSDealer: And the future role of AI, how would you describe it?
Torres: Looking ahead, AI will de nitely increasingly help eets move from reactive operations to more predictive operations as they gather that data so that we can anticipate issues before they happen.
And the most successful organizations will focus on augmentation rather than replacement.
We’re not trying to replace people. We’re actually trying to make them more ef cient. So, technology can analyze massive amounts of operational data, and it generates smarter plans, faster. But human experience is also very critical.
Over time, I think AI will become just part of an operational fabric, and part of our everyday lives. It will basically help plan smarter, execute more consistently with better predictability and communicate with customers in ways that create a far more reliable delivery experience.
Cyndi Brandt
Sergio Torres
Standing up, standing out
SIMPSON STRONG-TIE’S ‘RISING STAR’ RACHEL BROOKS
In the hardware and building supply industry, women are in the minority.
But the gender imbalance is far more obvious where Rachel Brooks began her career — on the commercial construction job site as a laborer, and then as an apprentice pipe tter.
Brooks, a member of the 2025 class of Top Women “Rising Stars” and national accounts manager for Simpson Strong-Tie, looks back at those early years as a glass-half-full situation.
“A lot of time, I would be the only female on a job site,” she told HBSDealer. “And that comes with its own unique challenges. But also, it comes with a lot of wins. When you get paired with the right group and they give you opportunities — it’s not always bad to stand out.”
That attitude has served her well, along with the important inuences of her stepfather, an industrial arts teacher who played a major role in her interest in the world of machines and construction. A small slice of that in uence can be seen in samples of Brooks’ all-uppercase, architectural-style handwriting.
A major career milestone came two decades ago as she was applying for membership in the Plumbers and Pipe Fitters Union. She was eventually accepted, but while waiting for the process to run its course, she applied for a job at Simpson Strong-Tie’s facility in Columbus, Ohio. When the union’s acceptance letter nally arrived, she was already hooked.
“I decided to roll the dice on this Simpson thing,” she said.
The Simpson thing began on the shop oor in Columbus, labeling boxes. She worked her way through roles in scheduling, inventory control, sales administration, and data analysis, a role in which she worked directly for VP of National Accounts Nate Johnston.
When Brooks was passed over the rst time she applied for a sales position, Johnston assigned her accounts with builders and pro supply dealers.
It was a fork-in-the-road-of-life moment.
“He said he never again wanted me to be turned down for lack of experience,” she said. “Being in a situation where someone believes in you enough that they take a chance on you and they nd a way for you to grow is one of the biggest gifts that you can receive in your life.”
(Says Johnston: “Rachel is an amazing teammate, and an even better friend to everyone who works alongside her.”)
At Simpson, Brooks describes a culture where all voices are encouraged. Former CEO Karen Colonias served as a glass-ceiling breaker during her 11 years at the helm before retiring in 2023.
“There’s a history here of really strong women in key roles,” Brooks said. “I never felt that I was limited by being female.”
The industry has been rewarding in other ways — including great camaraderie among her team and her customers.
“The building industry has so many opportunities, and it’s a lot more than swinging a hammer,” she said. “Whatever you’re interested in, you can nd a path here and then nd your people who will support you and push you even in situations where you might even struggle to see yourself.”
“Being in a situation where someone believes in you enough that they take a chance on you and they find a way for you to grow is one of the biggest gifts that you can receive in your life.”
—Rachel Brooks, Simpson Strong-Tie
People in the
Buildxact named Sarah Abernethy as its new chief growth of cer. A six-year veteran of the company, Abernethy will lead growth operations across product, customer experience, data insights, sales and marketing, as well as AI and automation, bringing these functions together into a cohesive engine that supports sustainable growth.
At LBM Advantage, Justin Dishman has been named Forest Products Manager of the of ce in Conroe, Texas. He brings more than a decade of industry experience in the Texas market. He began his career in 2011 as a yard crewmember with McCoy’s Building Supply in Weimar, Texas, rising to a variety of roles of increasing responsibility.
Winchester, Virginia-based Trex Company appointed Adam D. Zambanini, Trex’s current executive VP and COO, as Trex’s next president and CEO and as a member of the board, effective April 28. He will replace Bryan H. Fairbanks, Trex’s president and CEO, who will retire from Trex after nearly 23 years with the company.
Belco Forest Products has named Brian Bunt as its new director of sales and marketing. Bunt brings more than 18 years of experience scaling national brands in the building products industry. Bunt joins Belco after nearly two decades at WindsorONE, where he held executive leadership roles, including VP of strategic initiatives and VP of marketing.
Jeske Hardware Distributors added Ameet Kular, of Bothell, Wash., to the team as the company’s new national accounts manager. Formerly with National Hardware, Kular will be responsible for managing corporate accounts, developing and strengthening Jeske’s relationships with numerous national customers.
RoMac Building Supply, based in Leesburg, Fla., has appointed James O’Mara as Chief Operating Of cer and a member of its executive leadership team. O’Mara also served for more than a decade in Army Special Operations as a Green Beret. Is his role as COO, RoMac says O’Mara will help lead operations and support RoMac’s continued smart growth initiatives, the company says.
Parksite’s Rich Calfa, commercial building product specialist, was named the 2025 Specialist of the Year for the DuPont Tyvek product line. Calfa, who works directly with architects, developers, builders, and contractors to deliver targeted product education, eld support, installation training, and specication assistance, was recognized this month at the DuPont Tyvek Specialist Conference in San Antonio.
The Home Depot has named Dr. Franziska “Fran” Bell as executive vice president (EVP) and chief technology of cer (CTO). As CTO, she will lead the strategy, development and alignment of technology, product management, data and AI offerings for the company. Most recently, Bell was chief data, AI and analytics of cer for Ford Motor Company.
Georgia-Paci c promoted David Duncan to president and CEO. He had been executive vice president of Georgia-Paci c’s consumer products group. Mark Luetters, executive vice president of parent company Koch, Inc., with responsibility overseeing several Koch companies, had temporarily served as president and CEO of Georgia-Paci c since 2025.
ECI Software Solutions has appointed Bob Cain as Industry President, Residential Home Construction. Cain will lead strategy, growth and customer engagement for ECI’s Residential Home Construction industry, bringing more than two decades of leadership experience in residential construction technology. He succeeds Scott Duman, who recently retired.
Abernethy
O’Mara
Dishman Calfa
Zambanini
Bell
Bunt
Duncan Kular Cain
SOURCE: COMMERCE DEPARTMENT
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