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The HBSDealer News Map
Field Guide to Fasteners
Home Depot opened in Forney, Texas. Great Lakes Ace added a store north of Detroit, and Preston Feather Building Centers made a deal in northern Michigan. These are but a few of the transactions covered on the HBSDealer News Map, plotting openings, closings and acquisitions across the hardware, home center, lumberyard and building supply industry. Visit HBSDealer.com/map. In this digital, interactive, videorich eld guide, HBSDealer turns to leaders in the fastener industry to describe their efforts to bring the right products to the right projects,
regardless of the industry’s headwinds. The 2025 Field Guide to Fasteners lives on our homepage at HBSDealer.com
From the Editor
“But yesterday, the word of Frank Blake could have stood against the world.”
Here are the biggest business stories of the year as measured in the blended metric of pageviews and billions of dollars.
There’s the Home Depot $5.5 billion acquisition of GMS in June, a blockbuster deal that’s a kind of curtain call and extension of Home Depot’s $18 billion acquisition of SRS Distribution in 2024.
And there’s Lowe’s $8.8 billion acquisition of Foundation Building Materials announced in August.
Together, they’re the latest in the decadeslong and continuing story of home improvement migration and conquest by the Wall Street-backed, warehouse-style home center chains.
Ken Clark, Editor-in-Chief
win-win-wins, let’s look back at another major moment in home center history, when focus triumphed over expansion.
It was 2007, and Home Depot CEO Frank Blake took over from previous CEO Bob Nardelli, who departed with a $210 million severance package.
Blake is widely credited with saving the bleeding-orange culture of the retailer, and bringing the focus of the company back to the store experience. It’s worth remembering that among Blake’s rst major moves was divesting HD Supply and the Expo Design Center.
“We want to serve the pro across the entire project,” said Home Depot’s CEO Ted Decker. Or maybe that was Lowe’s CEO Marvin Ellison. It could have been either. Both pointed to growing the pro and developing cross-selling synergies. Ellison described a complementary presence in key geographies, and Decker pointed to an increase in the total addressable market to about $1 trillion.
[Note: There you have From the Editor’s rst-ever use of the “t” word.]
Increasingly over the years, these chains have invested in programs for the pro. But nothing like this. No doubt, competitors should sit up and take notice, if only for the fact that — in Home Depot’s case—an 8,000-strong job-site-tested truck eet is now in the competitive mix.
Now begins the conquest in earnest. But before we crown these moves as
“We are not going to be a conglomerate structure with different business segments,” he said at the time. Distractions were yesterday’s news.
The company soared, and the leadership awards piled up. Among them: National Retail Federation Gold Medal Award; “Most Respected Business Leader” of Georgia; BusinessWeek’s “Best Manager of 2008.”
From the Editor is reminded of Mark Antony’s oration to the Romans: “You all did love Frank Blake once. Not without cause.” What happened?
Here are some other questions around the multi-billion-dollar acquisitions. How will these new business operations mesh with the mother ship? Will there be a loss of focus? Will the empire strengthen as it expands, or weaken?
If you have answers, let us know.
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SENIOR VICE PRESIDENT John Kenlon (516) 650-2064 jkenlon@ensembleiq.com
EDITORIAL
EDITOR-IN-CHIEF Ken Clark kclark@ensembleiq.com
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EDITORIAL ADVISORY BOARD
Levi Smith, CEO, Franklin Building Supply Neal DeLowery, Store Projects and Merchandise Manager, Aubuchon Co. Brad McDaniel, Owner, McDaniel’s Do it Center Joe Kallen, CEO, Busy Beaver Building Centers Tom Cost, Owner, Killingworth True Value
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Frank Blake
Chandler McCray of McCray Lumber
Chandler McCray Jr. is blazing his own trail in the shifting world of building materials, but he’s mindful of the path laid before him.
As the general manager of McCray Lumber and Millwork, a 4th generation family-owned business founded in 1947 in Kansas City, McCray is striking a balance between old and new—in terms of leadership, tactics and running a business. McCray re ected on the balancing act of honoring history while exploring fresh ideas at the recent ProDealer Industry Summit in Louisville.
McCray speci es that he doesn’t aim to dramatically transform how the company operates.
“We’ve made it this far for a reason.” “But at the same time you want to bring
News + Analysis
in new ideas and take on your own leadership style.”
McCray points to embracing exibility regarding on-site attendance as a new frontier. Of course, “being exible” presents a challenge in the hands-on, face-to-face world of building materials.
“A lot of the time, we’re not in a very good position to offer remote work, though that’s what everybody at our age wants,” he said. “They don’t want to be sitting in traf c or in a cubicle. It doesn’t really work in our industry. So how do we try to nd some middle ground?”
McCray says he’s leaned into leniency (and creativity) regarding PTO. Whereas prior generations largely adopted a “You’re not here, you’re taking time off” mindset, McCray thinks “that’s a really
good way to scare off the next generation of workers who value some exibility in their schedule.”
That sort of thoughtful, outside-the-box tactic creates a cascading effect of good vibes.
“The idea is to foster an inclusive, supportive environment,” he says. “That exible schedule seems to be what everybody wants when it comes to retaining good young talent, and that’s something.”
HDA retools with merger
The Hardlines Distribution Alliance, which is itself the product of a 2022 merger between PRO Group and Distribution America, will merge with North American Tool Suppliers.
NATS boasts 19 distributor members and over 60 suppliers, and it will join Denver-based HDA’s group of over 50 member distributors and 400 manufacturer partners.
Founded in 2010 by Sandor Epstein in Brooklyn, New York, NATS was built to join warehouse distributors of automotive and industrial tools and equipment. NATS members also carry tools
to service and repair all major systems including pliers, wrenches and other hand tools that intersect with the traditional home improvement sector in which many HDA members operate.
Epstein said he liked what he saw at a recent HDA conference.
“I quickly recognized that our values are closely aligned, and our shared philosophy can allow us to bring even greater value to the industries we serve. By joining forces, we will create a dynamic organization poised for exponential growth.”
According to HDA, manufacturers will now have the opportunity to structure programs to reach over 70 distributor members and interact with larger audiences at hosted events. HDA and NATS will have the opportunity to ef ciently combine the NATS Spring Meeting with HDA’s Group Merchandising Conference in May and the Executive Planning Conference in November.
“We are con dent that by joining forces, we will create a stronger, more dynamic organization by preserving the best of both cultures and empowering our combined teams to succeed,” said Steve Synnott, CEO at HDA.
Builders FirstSource: Ready but waiting
CEO
JACKSON
SAYS BFS IS PREPARED TO BOUNCE BACK WITH THE RECOVERY
If only the market would turn.
That was a recurring theme of the Builders FirstSource third quarter earnings call. The LBM giant is ready to take off—“outperform competitors,” CEO Peter Jackson says — it just needs better market conditions.
The CEO pointed to “thoughtful investments,” including spending more than $20 million in value-added solutions in key markets. That investment includes a new millwork location in South Carolina and upgrading plants in seven states.
“We’re going to be ready in the next turn around,” Jackson said. “We just need a little momentum coming our way.”
Nevada. Also in the third quarter, BFS acquired Builders Door & Trim and Rystin Construction in the Las Vegas area.
With shares of BLDR down about 40 percent from a year ago, the company remains bullish on its advantages in technology.
The company has also consolidated 16 facilities year to date, including eight in the third quarter. OTIF rates have remained at the 92 percent level, Jackson said. Even as costs are lowered, Jackson said Builders FirstSource is in position to “scale quickly” when demand recovers.
Since the BMC merger in 2021, Builders FirstSource has made 38 acquisitions, bringing on $2 billion in annual sales — that’s the equivalent of a top 10 LBM player, Jackson said.
The third quarter saw the acquisition of St. George Truss Company in Utah and
On the technology side of the business,Jackson is enthusiastic about the potential for the company’s digital tools that bring ef ciency to builders. “Since launching in early 2024, our digital tools have processed over $2.5 billion of orders and over $5 billion of quotes, representing increases in excess of 200% year-to-date.”
While housing starts languish, another headwind issue is immigration and the status of the immigrant work force. As demand for home construction declined, so too has the pain from the labor shortage. But what will happen when construction picks up? That’s an important question, Jackson said.
“How much labor is actually going to be there and be available to do some of this work,” he asked. “It’s too early to say at this point.”
Builders are addressing the soft housing market by offering smaller and simpler homes. As a result, that means fewer “sales dollars per start.” “And every start is more competitive on the affordability front,” Jackson said.
The market is getting close to its low point, but it’s still unclear when the turn will happen. “We’re ready to go, but we need a little cooperation.”
Value-added products are a major emphasis at Builders FirstSource.
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Peter Jackson, CEO, Builders FirstSource
Advantage: Independents
EXCERPT FROM THE 2025 PRODEALER INDUSTRY SUMMIT
No doubt about it: the ability to network with peers, vendors and industry leaders — both current and future — are repeatedly cited as the ProDealer Industry Summit’s main attraction.
But high-level insights and analysis play an important role, as well.
A panel of industry leaders included executives from TAL Building Centers, Spahn & Rose Lumber, B&B Lumber and Huskey Truss & Building Supply. As the industry consolidates, these leaders pointed to various strategies where they believe the independent has an advantage. Among them, according to Austin Huskey, is the combination of agility and communication.
“When we say ‘be nimble,’ what does that mean?” said Huskey. “We want sales guys to tell us in the moment when things are going wrong. We have really clear lines of communication, and we aggressively jump on any little thing.”
Avoiding the we’ve-always-done-it-that-way mindset is an important attitude for the independent, said Jason Blair of TAL
Building Centers. He explained how the company retooled its outside sales strategy at its fast growing company, noting that adjusting how the various teams were trained and incentivized has paid dividends.
“Thinking about the things that you can do differently, and then challenging those standards and norms is important to the success of the independent,” Blair said. “It means not being afraid to try different things or try specialized activities.”
HD and LOW, comp-store comparison
Affordability
fix, or future burden?
Among the ideas oated to address the housing affordability issue, here’s one: government backing of a 50-yearmortgage. Most readers, though, aren’t buying it.
Regarding the proposal for federal backing of a 50-year mortgage option, what’s your take?
Responses
The third quarter brought mixed results from the two giant home centers. Lowe’s took the ever-so-slight edge in comp-store sales — 0.4 percent, compared to 0.1 percent for Home Depot’s U.S. stores. Both companies pointed to the challenge of the comparisons to the third quarter last year, when hurricanes sent customers by the thousands to
the store for shingles, plywood and generators.
Other common denominators between the two giants were caution over “consumer uncertainty” and optimism over blockbuster acquisitions (Lowe’sFBM, Home Depot-GMS) to build their efforts to serve the pro market. (Learn more at HBSDealer.com.)
survey and others continue to gather votes at
The 2025 ProDealer Industry Summit ventured to Falls City Lumber for a detailed tour. Above: Richard Byerley describes product innovation.
In a world of “good enough,” reliability stands out. With Deckorators® decking and railing backed by industry-leading warranties, you can offer customers more than beautiful outdoor spaces. You can deliver performance and support they can count on for years to come.
BREAKING RECORDS, AND CEILINGS
THE HBSDEALER TOP WOMEN IN HARDWARE & BUILDING SUPPLY GALA CELEBRATED SUCCESS AND PROMOTED LEADERSHIP.
Business Excellence honorees brought their experience. Rising Stars brought their potential. And a lineup of keynote speakers brought the heat.
And that’s how the sixth annual Top Women in Hardware & Building Supply awards gala went down Nov. 10-11 held in downtown Chicago.
“Six years ago, we set out to bring this event to life with a dual mission: to recognize top women in the industry and to encourage and support them in their career growth,” said Amy Grant, associate publisher of HBSDealer.
From the ballroom stage at the Sheraton Grand Chicago Riverwalk, Grant added that the mission of the Top Women event extends throughout the year.
“We’re thrilled that so many companies participate and support us here in Chicago,” said Grant, But what about the other 363 days of the year. Are we making a difference?”
That question was answered with a handful of articles ripped from the digital pages of HBSDealer. Headlines touted dozens of individual promotions and advancements and companies leading efforts to develop women leaders. Recent stats also show the highest level of women participation in construction jobs in two decades — 10 percent — so there’s obviously room to increase participation.
More stats from an HBSDealer survey that showed 79 percent of readers either somewhat or de nitely believe more women are occupying roles traditionally held by men.
And perhaps the most celebrated statistics shared during the opening-night ceremony counted the number of nominees received: a record 1,066.
“All of the credit for any progress goes to you — the honorees — and the people in the industry who believe in you,” added Grant.
For the rst time, the event featured a Hall of Fame induction: Gina Schaefer, who built the Washington, D.C.-based A Few Cool Hardware Stores from scratch and grew into a 13-store chain in and around the nation’s capital. (See more on page 26.)
Day two of the event brought a wave of high-energy presentations, kicked off by Odessa Jenkins, founder of the Women’s Football League (and yes, that’s tackle football); Hall of Fame honoree Gina Schaefer; and Connie Podesta, who successfully combined humor with her brand of personal and professional growth advice.
There was a wealth of peer-to-peer networking and inspiration, too. A session titled “Purpose in Motion: The Journey of Industry Leaders” shed light on succeeding in the workplace—and in life.
Above: Odessa Jenkins, a professional running back, promoted the three R’s of success: receipts, relationships and reps. Left: Awards night in Chicago.
“Our industry is so fun, and women are discovering that,” said Tina Green, regional vice president at Nation’s Best Holdings. Green brings a background from the construction world, and says the industry has changed signi cantly in recent years—much of it for the better.
“But we have to keep the messaging and momentum going to let women know they can do it all in the industry,” she added.
Other panelists — Crystal Neels from Lowe’s; Lindsey DiGangi of PLM; and Breezy Mitchell of Mitchell Lumber — offered encouragement as well as advice
“It’s OK to make mistakes,” said Mitchell. “The upward path isn’t always straight. Be resilient. Ask for help when you need it. Be kind, and be kind to yourself.”
BUSINESS EXCELLENCE
The Business Excellence award recognizes leaders who have demonstrated achievement, growth and success in the hardware and home improvement industry, as well as those who embrace education and community service and inspire others to follow a similar path.
Virginia Ackerman
Albeni Falls Building Supply
Retail Lumber Sales Professional
Shaylene Adam AZEK
Regional Sales Manager - Southeast
Amanda Bailey Lowe’s
VP Customer Marketing and Loyalty
Nikki Betts
PrimeSource
Vice-President, Global Sourcing
Michelle Bohm
Bliffert Lumber
Accounting
Christina Burk
Boise Cascade
Outside Sales Representative
Sharing their journey were (from left): Neels, Mitchell, Green and DiGangi.
Build a Lasting Impression
Jessica Janosko National Gypsum, Southeast Area Sales Manager
Rebecca Johnson Lowe’s Sr Director, Pro & Services Reporting & Optimization
Jackie Kennard Builders FirstSource Rental Dept. Manager
Tricia Kilrain PLM Vice President of Field Operations
Nirmala Kunavarapu Builders FirstSource VP, Data & Analytics
Marleena Lowman Raymond Building Supply Location Manager
Tammy Luby Riverhead Building Supply Director Human Resources
Kellianne Lundgren LBM Advantage HR Director
Michele Maciey LMC Capital Equipment Senior Buyer
Amanda McDonald Metrie Project Coordinator Brittany Mitchell Mitchell Lumber Co. President
Oriana Moreno Builders FirstSource Operations Manager
Jennifer Moss Forest Products Supply Inside Sales and Product Manager Leah Nelson Caldwell True Value Owner Chelsea Oesch QXO Director of Marketing, Private Label
BUSINESS EXCELLENCE
Yateeka
Holly
Alice
Tonya
Sigi
Lauren
BUSINESS EXCELLENCE
GINA SCHAEFER:
Building community, one bolt at a time
When Gina Schaefer moved to Washington, D.C.’s Logan Circle neighborhood in 1997, she didn’t know she was planting the seeds of a hardware retail success story.
Even more remote was the idea that she would someday serve as the inaugural inductee of the Top Women in Hardware & Building Supply Hall of Fame.
But it happened.
“If you can see it, you can be it,” Schaefer said, as she congratulated the Rising Stars and Business Excellence honorees who preceded her on the stage.
The award, she said, serves as “an opportunity for me to re ect on all of the inspirations who came before me - women who stood out and stood up,” she said. ”At times there didn’t seem to be many in this industry. But they’re there. And we’re here.”
Schaefer is the visionary behind
A Few Cool Hardware Stores, a 13-store Ace Hardware chain in and around the nation’s capital. It’s a
HALL OF FAME ADVICE
Key Takeaways from Gina Schaefer
Curiosity is a superpower. Ask questions, especially of the people whose experiences differ from your own.
Some days are “fours,” (on a 10-point scale). And that’s OK. Tough moments make the great ones meaningful.
Hire for potential, not pedigree. Nontraditional backgrounds can produce extraordinary leaders.
Drop the word just. Don’t minimize your role—or anyone else’s.
Community is a competitive advantage. Build a business that invests in the neighborhoods it serves.
retail operation built on community engagement, second chances and a philosophy that leaders must never stop learning.
In 2003 Schaefer opened her rst location: a 20-foot-wide, 100-feet deep, three-level shop with no elevator, no parking and no loading dock. “Dumbest place in the world to open a hardware store,” she said. “But we did it. It didn’t matter that my of ce was an old freight elevator that died and we couldn’t afford to x. It was awesome. And that’s all it took.”
From humble beginnings to nearly 300 employees, including 130 co-owners through an ESOP, A Few Cool Hardware Stores is powered by many ideas. Chief among them is a belief in people.
A de ning part of Schaefer’s journey has been her commitment to hiring “non-traditional teachers”—team members whose life experiences shaped her leadership as much as she shaped theirs. One is Mike, who had once been homeless and began running only because a nonpro t offered him shoes if he attended a meeting.
Running led him to stability, a job and a community. His story reinforced Schaefer’s belief that curiosity—and the willingness to ask
questions—is essential for leaders.
“I didn’t know a darn thing when I started,” she shared with the audience, describing how she used lean on vendors for product knowledge. “The Hillman guy would come in and I’d say, ‘You’re not leaving until you tell me what this drawer does.’” That willingness to ask questions—without fear of looking inexperienced—became one of her strengths.
Schaefer’s willingness to hire employees in recovery also became a cornerstone of her business identity. “I got called all kinds of names—crazy, naive, inexperienced—for giving people second chances.” Many of those hires became her strongest leaders and most loyal teammates.
In her address to attendees, Schaefer closed with a message about self-worth: Avoid the word “just.” “I used to say, ‘I just run hardware stores.’ But none of us is just anything.”
Logan Hardware in Washington, D.C.
A PROUD HISTORY OF ALWAYS HAVING YOUR BACK .
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Lourdes Alvarez Builders FirstSource Human Resources Generalist
Lindsey Andree Lowe’s Dir.-Inventory Planning & Replenishment
Lisa Barksdale Orgill File Services Manager
Brianna Beetstra Kodiak Building Partners Senior Marketing & Communications Manager
Simone Bell US LBM Senior ERP Data Manager
Kathleen Bentz Builders FirstSource OSR
Heidi Berry Builders FirstSource Project Account Manager (FSC)
Sarah Berry Randy’s Hardware Marketing Coordinator
Katrice Bonner CNRG SR. Human Resources Business Partner
Kristen Botica National Gypsum Company Demand Analyst
Sara Brewer S. W. Collins Co. Store Manager
Rachel Brooks Simpson Strong-Tie National Accounts Manager
RISING STARS
The Rising Stars award recognizes talented professionals with the potential to make a signi cant positive difference within her company and within the industry for years to come.
Carolina Cappetta 84 Lumber Learning Designer
Emily Cochran Builders FirstSource Sales Support Associate-Outside Sales
Yocelyn Cocoyutla Arrow Fastener Company Warehouse Manager
Kimberly Cortes ITW Product Manager
Rachel Davis Builders FirstSource Associate Technician - Service Delivery
Misty Donnelly Boise Cascade Account Manager
Sarah Durkalski Carter Lumber SPF Department Manager
Beth Fay Lane Allegheny Millwork & Lumber Architectural Hardware Manager
Kelli Fernandez T.W. Perry Outside Sales
Caitlin Fitzsimmons Atlantic Do it Best Hardware, Freeport, NY President and Co-owner
Meagan Gleason PrimeSource Building Products, Senior Manager, Domestic Supply Planning
Danielle Halcomb Builders FirstSource Inside Sales Representative
Emily Happel Huber Engineered Woods EXACOR Product Manager
Ellen Harmon Rosebud Building Supply Owner
Serena Harmon Rosebud Building Supply Owner
RISING STARS
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RISING STARS
RISING STARS
Madison Ptomey Nation’s Best Holdings, LLC Human Resources Business Partner
Arns Realubit Metrie Warehouse - Shipper
Alexis Reifenstuhl
TAL Building Centers (Browne’s Home Center) Garden Center Manager
Naomi Rennaker True Value Co. Manager- Inside Sales
Maricarmen Rosas-Sandoval Texas Building Supply Administrative Manager, Operations Management
Veronika Rosenbaum (not pictured) PLM Underwriting Manager
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SIGNATURE STORE DESIGN PROGRAM CREATES A MODERN BLUEPRINT
One of the biggest stories in hardware distribution is playing out in Fort Wayne, Indiana, where decisions regarding the integration of Do it Best and True Value are being weighed and executed. But there’s more to hardware retailing than blockbuster deals.
Retail is detail. And Do it Best’s design team is proving the import of that statement through its Signature Store Design program, which is guiding a major store-design refresh across the member base.
The redesign effort began in 2021. And along with corporate design team and forward-thinking co-op members, the effort included a partnership with the Columbus, Ohio-based design rm Chute Gerdeman — the same rm that worked on Do it Best’s Color Bar paint center.
Cheri Jacobs, store development manager at Do it Best, said the design process went about its business methodically.
“We looked at the competition, we looked at inspiring retail all throughout the world — retail in general, not just the home improvement industry,” Jacobs said. “We were really trying to bring some modern elements to the design. And inside the store, the goal was to encourage exploration and movement throughout all areas of the store.”
Another overarching idea, she said, was to provide a design template that was scalable and exible. “We really intend to support our members and highlight their brands, highlight what they’re known for, and showcase their individual expertise,” she said.
Brianna Wells, Do it Best divisional manager of ecommerce, marketing and merchandising, said the developers of the format looked hard at the data to determine what elements capture attention, how shoppers move through the store, and what drives purchase decisions.
So far, 135 store redesigns have been completed, and Do it Best has another 87 currently in the works.
One recent project now in full working order is in Coatesville, Indiana, where Ferguson Do it Best Hardware unveiled a new location that embraced the Signature Store Design elements to the hilt.
“We’ve really struck a chord with the Coatesville community,” said Joe Collings, owner of Ferguson. “Combining the newest, ef cient Do it Best store design with historical accents re ecting our 157-year legacy has been incredibly rewarding. A newer product was used for the exterior of the building to really set it apart from the ordinary hardware store ‘look.’”
Collings also applauded the store’s signage, and the customization it brings to the business. To frame its interior entrance, the 12,000 sq. ft. store installed horizontal mahogany wood paneling from its Rockville, Indiana, location.
The co-op once again collaborated with design rm Chute Gerdeman, which helped bring the Color Bar (above) to life.
Ferguson Hardware sports a new look in Coatesville, Ind.
DESIGN PHILOSOPHY
Look for the following in the new Do it Best design book:
Modern, exploratory store experience: The updated design encourages customers to explore and move naturally throughout the store.
Brand expression is more intentional: Less “over-branding,” focusing brand moments
“Combining the newest, efficient Do it Best store design with historical accents reflecting our 157-year legacy has been incredibly rewarding.”
Joe Collings, Ferguson Do it Best Hardware
Overall, he said, the design combines modern convenience with the rich heritage of the Ferguson business.
“Our vendors have enjoyed showcasing their products,” he added. The new design truly enables the Ferguson Hardware tradition of providing the best possible customer service experience.”
Wells said she was encouraged by the feedback of members, including one who shared the feeling that the revamped in-store signage takes a back seat to the product — “which is what we want the customer to see,” Wells said.
Soon to come: store design dashboards that will attempt to identify links between what the store promotes on its exterior and what it sells inside.
The revamped design includes the use of icons — the universal language of home improvement shopping.
The last major redesign of this nature was from around 2006. “We knew that it was time to offer something different to our membership,” Jacobs said.
where customers naturally notice them.
Flexible, scalable design system: Works with various store shapes, sizes and member goals—intended to adapt to any location.
Local store branding is prioritized: Exterior colors and branding can re ect the local store’s identity (not just Do it Best colors).
In Texas, a Tech Center is born
Do it Best and True Value recently announced the opening of a regional technology center in the Dallas-Fort Worth metroplex.
The Do it Best Group says the move reinforces its commitment to digital transformation, attracting top-tier talent and delivering long-term growth for its Do it Best and True Value store owners.
The new tech center is part of the company’s broader strategy to expand its capabilities and drive operational excellence across its signi cantly larger enterprise. Located at the Cypress Waters campus near the DFW airport, the facility provides a exible, modern space where new team members can onboard effectively, collaborate in person and immerse themselves in the company’s culture.
“Building for the future requires both vision and action,” said company CEO Dan Starr. “By opening this tech center in Dallas-Fort Worth, we’re expanding our IT capabilities, accelerating critical initiatives and ensuring all our dealers have the innovation and operational strength they need to succeed in today’s competitive retail marketplace.”
Fort Wayne, Indiana-based Do it Best already has a connection with the Dallas-area in the form of Dallas-based Nation’s Best Holdings, with which it formed a joint venture in 2020. Nation’s Best is an acquisition-oriented consolidator of locally branded home improvement stores and lumberyards.
The region is also home to more than 100 of Do it Best Group’s technology and vendor partners. There’s also Texas distribution centers in Corsicana and Waco.
“The area offers one of the strongest IT and retail technology labor markets in the country,” said Do it Best Group CIO Ken Widner. “This allows the company to recruit top talent while maintaining close proximity to key partners and resources.”
Lugbill Supply Center in Archbold, Ohio.
Enyart’s Hardware in Rochester, Indiana.
Gill-Roy’s builds on its history
CEO ROB MORGAN CREDITS PEOPLE AND PRODUCT FOR LEGACY OF SUCCESS.
In its 80 years of retail history, Gill-Roy’s Hardware has grown from a single store in Flint, Michigan, to a chain of 43. And growing.
How did it happen? Current CEO Rob Morgan describes two major keys to success: retaining good people, and ensuring that the slogan —“Gill-Roy’s Got It!”— is accurate.
“Our number one rule is never tell a customer ‘no, we don’t have that,’ until you double and triple check. Ask the manager, ask the cashier. Ask anyone, because you never know — maybe the truck just pulled up in the back.”
Morgan explained the origin story of the company’s slogan.
The setting was the original Gill-Roy’s store store in downtown Flint, Michigan. According to the legend, Rob’s dad, Bob Morgan, watched a young employee apologize to a customer for not having an item in stock. Bob, stepped in, asked what they were looking for, and found the item. (Memory has faded over the many years, but the object in question was probably a plumbing part, Rob says.)
“That’s when the young employee said, ‘Dang, Bob. Gill-Roy’s Got it!’ And my dad thought, ‘Hmm, I like that.’”
It stuck. And the mindset of strong inventory position has served the company well through 80 years of growth.
The CEO points to the “vast, expansive assortment” in the stores as a differentiator. “If we think we can sell it, we’ll get it,” he said. “And we’ll get in all the sizes and all the colors.”
That retail mindset comes with drawbacks of exposing the business to too much inventory and not enough space. But it’s a balance that’s worked for Gill-Roy’s. “Customers don’t seem to mind, and they get what they want and are in and out in 10 minutes,” he said.
Looking to Grow
Gill-Roy’s Hardware, one of the largest members of the Do it Best co-op, recently acquired True Value stores in Grant and White Cloud, Mich.
CEO Rob Morgan says the company is actively looking for more acquisitions of hardware stores, lumberyards and outdoor power equipment retailers.
Another key is the people in the aisles. Gill-Roy’s has a long tradition of employee retention. Across its 40 stores, until very recently, the loss of one manager per year was considered excessive. “We have a core group of supervisors who each oversee a group of stores, and I’ve known pretty much all them since since I was a kid,” Morgan said.
Staf ng challenges ramped up during the Covid lockdown, and they remain today. One remedy from the cross-industry labor challenge has been another tradition: promoting from within. “We always try to nd the hourly guy who’s looking to grow,” he said. “Next thing you know they’re the manager or co-manager,” Morgan said.
Now in its 80th year, the company builds on its reputation for service and convenience, adjusting to its customers’ tastes and nding ef ciencies across the chain.
Morgan describes an example of common-sense ef ciency from the old days of the family business, which had been named after Rob’s grandfather Gilbert (one “L”) Morgan and Roy Trevarrow.
“My grandpa gave the keys to my dad back in 1978, and went off to Florida,” Morgan explained. “That’s when my dad opened the second and third stores back to back and put up signs that had two ‘L’s in Gill-Roy’s. My grandpa came back from Florida and said, ‘Bob, you spelled it wrong.’ And my dad said, ‘Well, I already have the signs made, so I’m not changing them.’”
The rest is history.
Gill-Roy’s Hardware in Flint, where it all began (but with one ‘L’).
CEO Rob Morgan credits people and product for a legacy of success.
Regulatory Update
Open for business
FOR NOW, AT LEAST.
The historic federal government shutdown, the longest in U.S. history, ran from Oct. 1 to Nov. 13. It stemmed from disagreements over how to resolve expiring Affordable Care Act premium tax credits.
The issue remains unsettled. Also unsettling: Without a long-term solution, lawmakers face the possibility of another partial government shutdown, as the agreement to reopen extended government funding only lasts through Jan. 30.
In response to the conclusion of the record-long shutdown, NLBMDA President Jonathan Paine shared:
“The National Lumber and Building Material Dealers Association applauds lawmakers for reaching an agreement that reopens the government and restores stability to the economy. Throughout the shutdown, NLBMDA called on Congress to reach agreement on a spending package and return to focusing on solutions that strengthen housing supply and support small businesses. Lawmakers must now build on this progress by providing long-term funding certainty and continue to advance policies that address the housing crisis, reduce barriers to growth,
and ensure LBM dealers can compete and thrive in the marketplace. NLBMDA looks forward to continuing to engage with Congress on working to achieve these shared goals.”
ASSOCIATIONS SPEAK OUT
The National Retail Federation welcomed the news of the government getting back to work, sharing:
“We support and encourage congressional efforts to successfully pass a measure to fund and reopen the federal government. Getting furloughed federal employees back to work and reinstating government services to millions of families across the country are crucial steps to restoring consumer con dence and spurring economic growth.
“With essential functions restored, the nation can now move forward, and Congress must sustain this spirit of cooperation to further address the broader challenges facing the constituents they represent.”
Meanwhile, the NAHB, which had been voicing concern that the lapse in National Flood Insurance Program funding would delay all new home sales and insurance renewals, shared:
BACK TO WORK: Among the industry associations weighing in on the end of the shutdown: The NLBMDA, the NRF, the NAHB and the NSBA.
“NAHB calls on Congress to retroactively reauthorize—and extend—the ood insurance program to provide certainty, predictability and peace of mind to policy holders who rely on the NFIP for ood protection and mitigation strategies.”
The National Small Business Association also chimed in:
“NSBA thanks lawmakers for nally ending the impasse,” stated NSBA President and CEO Todd McCracken.
“For 43 days, we have faced uncertainty that plagued small businesses waiting for an SBA loan, trying to get a government contract, trying to get paid for work they’d already done or worrying how to pay employees.”
It added:
“Lawmakers and agency staff must act quickly to try and earn back trust from the small-business community,” McCracken went on to say, “And that includes expediting payments and moving forward on other key small business programs like the Small Business Innovation and Research (STTR) and Small Business Technology Transfer (STTR) programs that have languished since Sept. 30 due to another failure of lawmakers to move the ball down the eld.”
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Mead’s Midwest modernization
THE NEBRASKA PRODEALER CONTINUES TO GROW—AND EVOLVE.
Maintaining consistency between 54 locations across nine states is no easy task. However, branding is not a bad place to start.
In accordance with this quest for cohesiveness, the Omaha-based company has been on a yearslong mission to ensure each Mead-owned location has a crisply updated look, feel and setup.
As CEO Dave Anderson told HBSDealer recently, the company is upgrading and rebranding facilities on an annual basis and “typically does one or two a year.”
Anderson says: “We have a plan. We want to upgrade and refresh our locations in communities where we’re embedded. It communicates to the community we’re invested and that we expect to stay here.”
By updating signage, streamlining visual branding across locations and improving both storefront aesthetics and functionality, Mead aims to build brand cohesion. But for Mead, it all comes
Mead’s branding refresh campaign continues throughout the Midwest.
back to community and customers. “It’s still very much a brick-and-mortar business. It’s still very much a relationship business,” Anderson says.
RENOVATIONS, REBRANDS AND REFRESHES
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2025’s been a busy year for Mead. In addition to celebrating its 25th year since becoming an ESOP, the 2019 HBSDealer ProDealer of the Year celebrated the grand reopening of its newly remodeled location in Pratt, Kansas, with a ribbon-cutting ceremony. The Pratt location received a comprehensive exterior renovation to re ect updated branding, along with what the company called “signi cant enhancements” to the retail showroom.
“The Pratt location has long been a cornerstone in our network,” said Jake Lentfer, Region 1 Manager at Mead Lumber. “These upgrades represent more than a fresh coat of paint, they re ect our ongoing commitment to staying relevant, responsive and reliable in every community we serve.”
A bit farther north, Mead also completed a rebrand at Knecht Home Center, a cornerstone of the Rapid City, S.D., market since 1928, which of cially changed its name to Mead Lumber in October 2025.
“For 25 years, Knecht Home Center has been part of the Mead Lumber family, and this step brings that relationship full circle,” said Anderson. “We are proud to honor Knecht’s legacy while moving forward under one uni ed brand. This change strengthens our identity and supports our employee-owners and customers.”
Finally, Mead Lumber opened its newest location, Mead Lumber of Sioux Falls, in Nov. 2025.
The Sioux Falls yard became Mead Lumber’s 54th operating location across the Midwest, expanding the company’s reach to serve the growing markets of eastern South Dakota, western Minnesota and northwest Iowa.
Anderson said: “This new location connects directly with our existing operations at Component Manufacturing Company and Reaves Buildings. It’s an exciting step forward for our team and our customers.”
Encouraging numbers around the house
According to Remax’s October housing report, home sales rose 3.2% compared to October 2024 across 51 metro areas surveyed. It was the fth month in 2025 where sales exceeded last year’s levels. Month over month, homes sales also increased, rising 1.7% from September, defying traditional seasonal dips.
However, homes took an extra week to sell, averaging 50 days on the market, an increase from 43 days a year ago and up two days from last month’s 48 days.
Inventory remained higher than last year (+15.9%), offering buyers more choices, even as it eased slightly from September (-3.0%).
“October’s numbers show a market that’s adjusting but remains active,” said REMAX CEO Erik Carlson. “Sales are up compared to last year, prices are steady and inventory is giving buyers more options. While homes are taking longer to sell, that can create opportunities for both sides to negotiate and nd the right t.”
Other key metrics found by Remax:
The Median Sales Price for October was $445,000, up 2.2% year over year – matching the median listing price of new listings – and 1.1% higher than September.
New Listings were up 0.8% year over year but down slightly (0.5%) month over month.
Months’ Supply of Inventory was 2.9 months, up from 2.6 months recorded in October 2024 and down from 3.0 in September.
Sellers accepted 98% of the asking price in October, down slightly from 99% in October 2024 but at month over month.
The markets with the biggest increase in year-over-year sales percentage were Burlington, Vermont at +27.5%, Honolulu, Hawaii at +20.9%, and Omaha, Nebraska at +20.7%.
The markets with the biggest decrease in year-over-year sales percentages were Anchorage, Alaska at -15.3%, Trenton, New Jersey at -15.2%, and Las Vegas, Nevada at -10.5%.
Residential Construction/Sales Consumer Watch Monthly Retail Sales, not adjusted
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IN HARDWARE & BUILDING SUPPLIES!
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Our Business Excellence honorees have demonstrated outstanding leadership, growth, and a commitment to education and community service. Their success is not only measured in results but in the lives they uplift and the paths they pave for others. Together, these women are redefining excellence and inspiring a new generation of industry leaders.
Arns Realubit
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