HHIQ Q1 2025

A BOND OF TRUST

Canada’s

Don’t Miss the 2025 Orgill Dealer Market

Join us this February in New Orleans to experience nearly 1 million square feet of innovative retail solutions, exclusive products, promotions, and industry-leading workshops. Connect with top vendors, retailers, and retail experts, and see firsthand how Orgill can drive your business forward. Whether you're a valued Orgill customer or exploring new opportunities, our commitment to your success has never been stronger. Don’t miss this chance to discover how Orgill can fuel your growth!

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The premiere issue of Pro Dealer is now available. Just like the title suggests, it’s a business magazine expressly conceived for contractor specialist yards, GSDs, and any other resellers who serve the pro market— residential or commercial.

This must-have publication is FREE to you as an industry professional. Scan the QR code or visit mysubscription.ca/prodealer and secure your copy.

FOR ALL INQUIRIES PLEASE CONTACT

David Chestnut, Publisher, david@hardlines.ca

FIRST QUARTER / 2025 • VOLUME 15, NO. 1 330 Bay Street, Suite 1400, Toronto, ON M5H 2S8 • 416-489-3396 HOME IMPROVEMENT QUARTERLY

@Hardlinesnews • www.hardlines.ca

EDITOR-IN-CHIEF

Steve Payne steve@hardlines.ca

EDITOR

Rebecca Dumais rebecca@hardlines.ca

FEATURES EDITOR

Geoff McLarney geoff@hardlines.ca

DIGITAL EDITOR

Sarah McGoldrick sarah@hardlines.ca

ACCOUNTING accounting@hardlines.ca

PRESIDENT Michael McLarney mike@hardlines.ca

VICE-PRESIDENT & PUBLISHER

David Chestnut david@hardlines.ca

SR. MARKETING & EVENTS MANAGER

Michelle Porter michelle@hardlines.ca

ACCOUNT MANAGER

Shannon MacLeod shannon@hardlines.ca

CLIENT SERVICES MANAGER

Jillian MacLeod jillian@hardlines.ca

ART DIRECTOR

Shawn Samson TwoCreative.ca

COVER PHOTOGRAPHY

Marc-André Couture

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HardlinesHomeImprovementQuarterlyis published four times a year by Hardlines Inc.,

330 Bay Street, Suite 1400, Toronto, ON M5H 2S8. $25 per issue or $90 per year for Canada.

Subscriptions to the Continental United States: $105 per year and $35 per issue. All other countries: $130 per year. (Air mail $60 per year additional.)

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All editorial contents copyrighted 2025 by Hardlines Inc. No content may be reproduced without prior permission of the publisher.

HHIQ is just one facet of the Hardlines Information Network. Since 1995, we’ve been delivering the most up-to-date information directly to you online, in print, and in person. Find out how you can get your message out with us. Contact:

David Chestnut, Vice-President & Publisher 416-425-7992 • david@hardlines.ca

“

” I knew that this was a place where I could grow.

100% Canadian. 100% Dealer-owned and operated.

When you join the Home Hardware family, you become part of a tight-knit community that’s free from the pressures of external shareholders. Gain access to a trusted brand with personalized resources dedicated to helping your unique business thrive, plus a coastto-coast Dealer network ready to back you every step of the way.

Jeffrey Ho Store Owner Vancouver, BC

REBECCA DUMAIS, EDITOR

WELCOME TO OUR Q1 ISSUE OF 2025!

Greetings from your new editor. I’m eager to share the stories of the many Canadian home improvement retailers who are among the best in the world!

I

am both honoured and excited to introduce myself as the new editor!

Not to worry, you’ll notice that Steve Payne is still in the masthead, with a new title even, and he will continue to provide his expertise on our publications. My background in magazines is diverse. My first job was working alongside wellknown angler Bob Izumi for Real Fishing. Since then, I earned a cover story in an issue of Up!, WestJet’s inflight magazine, received an award from the Canadian Magazine Awards for Cottage Life, and most recently was editor for West of the City and Best Side, luxury lifestyle magazines.

Joining the Hardlines community is a privilege, and I’m eager to immerse myself in the stories, innovations, and challenges that shape this industry.

Your expertise, insights, and stories are the foundation of this publication, and we will continue to serve as a valuable platform for your voices.

Over the coming months, I look forward to meeting you at industry events.

I encourage you to share your stories, whether it’s about a groundbreaking project, a small win that made a big difference, or a lesson learned that others could benefit from.

I want to express my gratitude for the warm welcome I’ve already received.

Together, I’m confident we can inspire and inform each other while strengthening the connections that make this community truly special.

With gratitude, rebecca@hardlines.ca

Joining this community is a privilege, and I’m eager to immerse myself in the stories, innovations, and challenges that shape this industry. “ ”

NEWSROUNDUP

CANADIAN ACE DEALERS LEFT TO THEIR OWN DEVICES; SOME RECEIVING SUPPORT FROM ORGILL

ith Canadian Ace dealers experiencing the fallout of their abandonment by Ace Hardware’s U.S. head office, which indicated they won’t be supported in 2025, they face a myriad of decisions.

As of late last year, about 80 dealers have yet to find their way under other banners or enrol with other distributors.

Rob King, owner of Fraser Lake Ace Building Centre in Fraser Lake, B.C., has been approached by other banners. Yet he says he hasn’t made any decisions as to what he may do. “I’m just going to carry on as an independent,” he says. “I’m still a member with the Ace Peavey deal, so I’m still a Sexton member, and I have everything else covered.”

Peavey Industries had the licence agreement for Ace in Canada, but that agreement expired at the end of 2024. A letter from Ace Hardware Corp. in the U.S. informed the dealers that they would not be supplied or otherwise supported by Ace in 2025.

King’s Fraser Lake store is located on Highway 16 and often receives American tourists in the summer, so the Ace brand has been a bonus. However, King is confident that he’s been in the business long enough that he doesn’t “absolutely need to have a banner, but it’s always beneficial. But at the moment, I’m just not making any rash decisions.”

Rebranding is also a harsh reality. “From what I understand, [Ace has] gotten a little forceful with a few of the dealers to make sure that their branding is down,” King

notes. “But I understood that by the first of the year, it has to be done. I did [talk to] Ace International as to what my options might be, but I’m of the opinion that I’d have to pay money, and that it really wouldn’t benefit me, so I’m not interested in doing that.”

Ace Hardware Beaverlodge in Beaverlodge, Alta., has been in business since 1960. Kevin Calvert, who co-owns the store with his brother says, since they’re essentially a hardware store (no lumber). “Orgill has been kind of after us all along. So that will be our main supplier for hardware going forward.”

Calvert likely speaks for many dealers when he says, “The situation is a little bit frustrating, to say the least.”

When his store received its first order from Orgill, a rep was onsite to discuss their arrangement. “He spent a couple of days in the store with us, going over things. So, support seems to be great,” Calvert says, adding

that he is “somewhat optimistic” of the direction, except where branding is concerned. That’s the headache. “The Ace name is fairly prominent on everything in the store here. And that signage all must come down by December 31.”

The Ace Beaverlodge team is tossing some ideas around, including a rename to something as simple as The Hardware Store for the time being, Calvert says. That would be followed by a grand reopening event for the community.

Stores such as Williams & Scott Ace Hardware in Englehart, Ont., have a main supplier already in place. “We were already working with Orgill,” says owner Bridget Foss. “So that’s where we’ve gone for our main supplier, and then we’ve had to find other distributors.”

Support from Orgill is “going to be a smooth transition from there,” she states.

Fraser Lake Ace Building Centre, in the B.C. interior, is one of some 80 Ace dealers who need a new supplier in Canada.

IAN WHITE NAMED PRESIDENT AND CEO OF HOME HARDWARE

Ian White has been appointed president and CEO of Home Hardware Stores Ltd. He assumed the new role in St. Jacobs, Ont., on Nov. 18. White replaces Kevin Macnab, who retired after helming Home Hardware for the past six years.

White joins the largest dealer-owned home improvement retailer in Canada from Parkland Corp., headquartered in Calgary.

For the past 10 years, White has held various senior executive roles for the global fuel, convenience store, and food retailer. Most recently, he was president of Parkland Canada, the company’s largest operating division.

KENT IS MOVING ON UP WITH A NEW STORE IN P.E.I.

Kent Building Supplies is moving to a new home in Summerside, P.E.I. The business has been in operation for decades at the corner of Water and Eustane streets in the province’s second-largest city. It was originally under the Schurman’s Building Supplies banner, which was bought out by Kent in 2004.

Since the 2001 closure of the Canadian Forces Base Summerside, the city’s economy has been dominated by the Canada Revenue Agency office that processes HST for businesses outside Quebec. Cavendish Farms, the province’s largest private-sector employer, maintains

Earlier in his career, White spent 18 years at Canadian Tire Corporation, filling progressively senior roles.

“Ian White is a career retailer with over 30 years of experience and a proven history of leading highperforming teams to achieve exceptional results,” Home Hardware Stores Ltd. said in a release.

“It’s an honour to join Home Hardware, one of Canada’s truly iconic brands,” said White. “I look forward to working alongside the Home Hardware team and our dealers to create even greater value for our customers and position the company for the next phase of growth.”

two plants in the nearby village of New Annan. Kent represents an important retail presence for the community.

This spring, the store will move to a new site farther uptown flanked by Granville and Central streets. At 50,000 square feet, the new location will be almost triple the footprint of the current property’s 17,000 square feet.

“We’ll be adding a drive-through lumber yard, appliances, and room for many more products,” Anne McInerney, VP of communications for Kent parent J.D. Irving, told Hardlines. She added that the new location will better serve both DIY and pro customers.

The privately-owned Kent banner, based in Saint John, operates in all four Atlantic provinces and accounts for the largest share of Prince Edward Island’s retail home improvement market.

BRIEFLY

CASTLE SIGNS NEW MEMBER IN SOUTHEASTERN ONTARIO

Castle Building Centres Group has signed a new member, Competitive Building Supply Inc., in Brockville, Ont. The founder of this “venture into retail home improvement” is Cody Watkins, who for over a decade has run a contracting firm called Competitive Renovations Inc.

HOME DEPOT CANADA CONTINUES TO DO GOOD

The Home Depot Canada Foundation announced it’s on track to raise over $11 million by the end of 2024 to fulfill the organization’s mandate to support youth experiencing homelessness. Programs like the annual spring Orange Door Project campaign, backed by the retailer’s vendor partners, managed to bring the organization closer to its goal of raising $125 million by 2030.

BMR ADDS TWO STORES

Dartmouth, N.S.-based LumberMart has joined BMR Group. The store, which has been in business for over 40 years and is now under its third generation of owners, has been rebranded as LumberMart BMR Pro. In Quebec, BMR member Matériaux SMB has acquired Matériaux R. Mclaughlin in Huberdeau. Owned by Alexandre Lapointe, Matériaux SMB already operates two stores in the municipalities of La Minerve and Nominingue.

AD REPORTS STRONG MEMBER SALES

AD reports that member sales in the first nine months of 2024 increased by 6.0 percent to a record US$61.0 billion across its 14 divisions and three countries.

Ian White

RE-ORG AT TIMBER MART AS MORRISSEY PREPARES TO EXIT

TIMBER MART made a series of changes to its team last November. The national buying group has filled out its ranks in anticipation of the departure this year of the group’s vice-president of distribution and trading, John Morrissey.

Kurt Norlen has been promoted to TIMBER MART’s top lumber procurement job as director of forest products trading. He was formerly national procurement manager. He’ll now be responsible for the management of the lumber trading arm of the group and will work closely with Morrissey to ensure a smooth transition. Based out of TIMBER MART’s office in Calgary, Norlen reports directly to TIMBER MART’s president and CEO, Bernie Owens.

The promotion, one of many last year at

TIMBER MART, reflects the buying group’s focus on the family approach to business, something Owens says makes sense for a company that represents hundreds of independent and family-owned stores.

“In recent years, we’ve witnessed companies lose the essence of their corporate cultures that once formed their foundations, due to outsourcing their talent and ultimately not being successful in transferring the knowledge and experience from within to external hires,” says Owens. He strongly supports hiring from within.

“We believe in providing our employees with opportunities to grow within our organization and investing in them. That not only eliminates the risk of external hires not being the right fit, but also offers several advantages,” including actively investing in and engaging existing employees.

With that strategy in mind, another recent promotion was the appointment of Shawn Ettinger to the role of senior national procurement manager. In this position, he will be responsible for all of the group’s hardlines buying programs and vendor relationships. He will work with the hardlines buying group, Spancan, and continue to work out of TIMBER MART’s office in Vaughan, Ont., reporting to VP of procurement Randy Martin.

Other changes at TIMBER MART include the promotion of Phil Temple, a familiar face to western dealers. Temple has moved from regional director of member services for Western Canada to the national role of director of member services.

CANAC INVESTS IN DC DURING ANNIVERSARY YEAR

Quebec retail chain Canac has begun its largest construction project ever, a 625,000-squarefoot building at its Drummondville, Que., distribution facility. The company, which is celebrating its 150th anniversary this year, will invest more than $100 million in the project, expanding the campus’s footprint to about 1.2 million square feet.

CANADIAN TIRE REPORTS Q3 NEGATIVE COMPS

Canadian Tire Corp. has reported third-quarter net income of $200.6 million, reversing a loss of $27.8 million a year earlier. Revenues declined by 1.4 percent to $4.19 billion. Comp sales were 1.5 percent below the comparable period of last year but higher than in Q2. Canadian Tire Retail’s comp sales were down 2.2 percent.

LOWE’S RESULTS SHOW GAIN ON SALE OF RONA

Lowe’s Cos. reported its third-quarter sales of US$20.2 billion, compared with US$20.5 billion in the 2023 quarter. Comp store sales were off 1.1 percent. The company received a boost from a $54 million pre-tax gain associated with the 2022 sale of the Canadian RONA business.

DOLLARAMA POSTS SOLID QUARTERLY GAINS

Dollarama says its Q3 earnings reached $275.8 million, up from $261.1 million a year earlier. Sales rose by 5.7 percent to $1.56 billion, with comp sales up 3.3 percent. At the same time, the discount retailer announced it will acquire a property in the Calgary area that will serve as a new logistics hub for Western Canada.

Among the internal promotions at TIMBER MART in 2024, Kurt Norlen was named director of forest products trading. He was formerly national procurement manager.

NEWSROUNDUP

BMR CEO Alexandre Lefebvre told Hardlines about the banner’s expansion plans during the group’s annual buying show in December.

BMR’S EXPANSION TO INCLUDE ONTARIO

AND

MARITIMES:

‘WE WANT TO BE EVERYWHERE’

BMR Group is continuing its focus on expansion in Central and Eastern Canada, while also pushing an emphasis on private-label products, its CEO told Hardlines at the group’s annual buying show last December.

“From Ontario east, we want to be everywhere,” CEO Alexandre Lefebvre said at the event, held just days after BMR signed a dealer in the Halifax area. “There will be more to come in the next few weeks.”

BMR’s ambitions may be even greater than Lefebvre let on at the time. The company has booked a booth at the major trade show for Western Canada, the 2025 Building & Hardware Showcase in January, hosted by the Western Retail Lumber Association. This is a first for BMR.

“We’ve identified our three different business areas: retail, pro, commercial,” he added. “In the pro market, we’re a definite number-one and we want to consolidate that position.” One way to fulfill this is by increasing its lineup of

owned brands. “We’re launching 600 new private-label products this year and 800 more next year,” said Lefebvre.

The ownership model of BMR, and its parent company, the co-op Sollio, is another plus. He points to the co-operative ownership model as another aspect that sets it apart. “That’s huge—our owners are BMR dealers.”

Another distinctive asset is BMR’s Agrizone business. This banner caters to farm, rural, and pet markets with a related line of products.

“That’s something that makes us a bit unique–once you get out of those big urban areas, you need that offering. It’s part of our DNA.” Dealers typically offer Agrizone as a store-within-a-store, he explained, but a handful of standalone Agrizone retailers also exist.

With a combination of private labels, a focus on the farm sector, and expanded geographic reach, BMR is in serious growth mode. “We want to bring our business by 2028 from $1.5 billion to $2 billion.”

NOVA SCOTIA HOME HARDWARE DEALER ADDS STORE

After more than a decade, the Cape Breton community of Port Hawkesbury, N.S., is getting a Home Hardware Building Centre. The MacDonald family, dealer-owners of HHBC locations in Port Hood and Whycocomagh, is opening a third this spring.

KENT ADDS APPLIANCES TO MORE STORES

Kent Building Supplies has added appliance showrooms in seven more of its stores throughout Atlantic Canada. The company first brought fridges and stoves into select stores in November 2023. The latest locations are in Antigonish and New Minas, N.S.; Sussex, Bathurst, and Woodstock, N.B.; and Clarenville and Grand Falls-Windsor, N.L.

HOME DEPOT SEES LOWER PROFITS ON HIGHER SALES

Home Depot reported Q3 earnings of US$3.65 billion, down from $3.81 billion a year earlier. Sales rose by 6.6 percent to $40.22 billion. Same-store sales fell by 1.3 percent, including a 1.2 percent drop in the U.S.

TRUE VALUE IN U.S. SOLD TO DO IT BEST CORP.

Chicago-based True Value Co. declared bankruptcy last fall and has since sold to its dealer-owned rival, Do it Best Corp., of Fort Wayne, Ind. The “stalking horse bid” was successfully completed for US$153 million in cash. Do it Best says the deal creates a combined independent dealer network of about 8,000 locations—some 4,500 independent stores from True Value and 3,350 dealer-owned stores from Do it Best.

RONA BUILDS OUT EXCLUSIVE STORE-WITHIN-A STORE CONCEPTS

RONA inc. is adding mini-stores within the walls of some of its locations.

In a new partnership with RONA, Tilley Endurables Inc. has launched a new line of heavy-duty workwear, Tilley Tuff Workwear. The line is available on an exclusive basis at 100 RONA and RONA+ stores across Canada and includes technical work pants, work shirts, outerwear, and versions of the trademark Tilley hat.

The concept is the brainchild of retail guru Joe Mimran, whose legacy includes Club Monaco and Loblaw’s apparel banner, Joe Fresh. He’s also the chairman of Tilley Endurables.

The Tilley partnership “allows RONA to provide our pro clientele and DIY customers with great innovation, quality, and value in workwear from a trusted Canadian brand,” Doug Young, RONA’s

chief merchandising officer, said in a release.

“We launched the RONA+ brand over a year ago with the objective of offering a differentiated experience for our pro and DIY customers. Our enhanced brand experiences and expanded ‘shop in shops’ are among the plusses available at this new banner,” he added.

The store-within-a-store concept has been appearing in other stores as they’ve rebranded with the RONA+ signage, including RONA+ Waterdown in the Dundas district of Hamilton, Ont. This location also has stores-within-the-store for DeWalt that target contractors and the Bouclair furniture brand.

In partnership with Tilley Endurables Inc., RONA has launched a new line of heavy-duty workwear, available at 100 RONA and RONA+ stores.

PATRICK MORIN ENTERS OTTAWA MARKET, ACQUIRES P. BONHOMME STORES

Groupe Patrick Morin, the Quebec building centre chain, has acquired four building centres from P. Bonhomme Enterprises in the Ottawa area.

Bonhomme has three Ontario locations (in Rockland, Carleton Place, and Limoges) operating under the Bytown PRO banner, while the fourth store, in the Hull district of Gatineau, Que., is known as Bonhomme PRO. The move marks Patrick Morin’s entry into the National Capital Region, and the first stores outside of its home province of Quebec. The value of the purchase was not disclosed.

“After months of discussions, we are extremely pleased that Mr. Paul Bonhomme

has chosen Patrick Morin to take over this company that has been deeply rooted in the Ottawa-Gatineau landscape for over 125 years,” said Louis Turcotte, president of Groupe Patrick Morin. “We are well aware of the strength of the Bytown PRO and Bonhomme PRO brands, which are highly regarded by the region’s professional clientele, and that’s why we intend to maintain the presence of these well-known and appreciated banners in the local market.”

Turcotte, through his company Groupe Turcotte, which operates stores under the Home Hardware banner, bought the Patrick Morin chain in 2021. At the time,

Home Hardware Stores Ltd. was involved in the acquisition, representing an unknown investment in the Patrick Morin deal. The addition of the Bonhomme stores brings Patrick Morin to 26 locations.

Turcotte intends to retain all the Bonhomme and Bytown stores and make new investments at certain stores, with the aim of expanding the services. P. Bonhomme president Paul Bonhomme will continue on with the business, along with his current leadership team, to ease the transition.

“To us, it was important to find an acquirer who shares the same values of proximity and excellence in customer service, and who is committed to offering our loyal customers top-quality materials and products at the best prices,” said Paul Bonhomme.

—Richard Darveau “

AQMAT was proud to be associated with the first Hardlines Conference on Quebec soil.

”

The 2024 Hardlines Conference was held in scenic Charlevoix, Quebec at the beautiful Fairmont Le Manoir Richelieu

28TH HARDLINES CONFERENCE CONNECTING IN LA BELLE PROVINCE

Since its first small gathering in the industry in 1995, in Toronto, the Hardlines Conference has grown to be not only a large conference of significant attendance, but also a travelling event that last October visited Charlevoix, Que. Following on from the previous year’s conference in Whistler, B.C., this year’s event moved east to the home province of undoubtedly the most entrepreneurial people in Canada.

IKEA’S WAR ON SECONDHAND TAX

HELÉNE LOBERG, country sustainability manager, IKEA Canada Limited Partnership

Speaking about how the industry can be a positive change-maker, Heléne Loberg, country sustainability manager at IKEA Canada Limited Partnership, shared how her company is helping to reduce its environmental impact and increase its social impact.

IKEA and its more than 500 stores have taken this philosophy to heart in both the design and long-term life of products. The company has a goal to reduce its post-consumer waste through recycling and resell programs.

“We want to create positive change for people and the planet,” she said, adding that 56 percent of their products are made

” We want to create positive change for people and the planet. “

from sourced renewable material and 17 percent from recycled material.

She also pointed to the company’s recent efforts to make furniture more accessible through a public advertising campaign calling for the elimination of the SecondHand Tax. This is IKEA’s term for taxes applied to items sold for a second time and taxed again.

She put out a call-out to delegates to see how they can help people live in a furnished “home” rather than an empty house, noting there are more than 1.6 million Canadians in this situation of which 35 percent are children.

She concluded by quoting IKEA founder Ingvar Kamprad, “Waste of resources is one of the greatest diseases of mankind.”

Eric Palmer, Sexton Group, with Geneviève Gagnon of La Grande Quincaillerie and Evolution Distribution.

Mario Durocher, Home Hardware; Sherri Amos, Home Hardware; Ryan Buck of Buck’s Home Centre.

PHOTO

GENERATIONAL TRANSITION, RONA-STYLE

ALAIN MÉNARD, senior vice president, dealers and affiliates, RONA

Alain Ménard, RONA’s senior vice president of dealers and affiliates, offered insight into how to develop and deliver exceptional customer service. He noted this can only be achieved through strong leadership, adding that everyone can be an influencer. He added that there is a generational gap emerging between the soon-toretire boomers, who got their knowledge from the silent generation that preceded them. He noted the next generation, particularly Millennials and Gen Z, are often not getting the same one-on-one guidance.

“The youth coming in are the children you raised, the children you love, and they are more educated and smarter than us,”

The youth coming in are the children you raised, the children you love, and they are more educated and smarter than us. “

”

he said, adding it’s important for all team members, not just the youth, to get the training and support they need. He iterated that there are many consultants now available to help teams get these skills.

“We need to support them in their daily routine and develop opportunities,” he said, concluding that this approach to leadership is the most profitable. “If dealers are making money, then we can all be prosperous.”

From left: Sherri Amos, Home Hardware; Radia Dhanani, Home Hardware; Shawn Ettinger, TIMBER MART; Kelvin Johnston, Castle; Natacha Laurin, RONA; Alex Burcham, Orgill.

Richard Darveau, AQMAT; Liz Kovach, WRLA; Michael McLarney, Hardlines.

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Richard Darveau, president of AQMAT and founder of Well Made Here, delivered an impassioned cri de cœur for the cause of buying Canadian-made products at the 28th Hardlines Conference. “You cannot have any political gain buying something made in China,” he told the room, while noting that hardware stores can often appear to be a “no-man’s and no-country land.” Darveau added that the conference itself can serve as a forum for promoting domestic products.

Award-winning author and workplace leadership specialist Pierre Battah engaged delegates on both days of the Hardlines Conference. He spoke about the role of purpose in leadership, balancing caring for employees and achieving results, the science-based evidence of positivity and feedback, and the importance of psychological safety in the workplace, which plays a large role in employee retention.

Pierre Battah

Maxime Cardinal, Trex, and Richard Darveau, AQMAT.

ORA Young Retailer of the Year winner Phylip Savard-Tremblay (right) and Natalie Savard.

Diego Mazzone, JRTech, and Alain Ménard, RONA.

Peter Norman , vice-president and chief economist at Altus Group. Norman is a familiar face at the annual Hardlines Conference. In his latest presentation, he offered delegates valuable insights and a clear understanding of complex economic trends. At the top of the list: demographics. Immigration over the past five years has netted 1.2 million new Canadians. They impact the economy by adding to the temporary work force, filling the ranks of foreign students, and driving demand for housing. Expect all three to be severely reduced by new government regulations. Norman warned to expect “dramatically lower immigration, more like in the 400,000 to 500,000 range in the next four to five years.”

Alain Ménard and Michael McLarney at RONA Pub Night.

Pierre Battah and Niki Duncan, DuPont.

Peter Norman

Francis Forget and Valérie Forget of RONA Forget.

Simon Gouin, BMR, and David Chestnut, Hardlines.

BMR EXEC SEES CHALLENGES AND OPPORTUNITIES

CHARLES GRÉGOIRE-BELIVEAU , Vice-president, merchandising, BMR Group

Charles Grégoire-Beliveau, vice-president of merchandising at BMR Group, told the Hardlines Conference that “there are many challenges that lie ahead for our industry.”

“There’s a shortage of skilled labour. People with grain operator licences are rare. Consumers are more demanding. They have their phones; they’ve done their research.

“

There’s a push for social housing in cities like Toronto and Montreal, he added.

At the same time, the executive reiterated the central place of the independent in BMR’s retail network. “Eighty percent of our business comes from independent stores. We don’t have a large presence from our corporate stores.”

“Homes are getting smaller and smaller.

One of the things that makes us unique is that we’ve had some vertical growth.

”Sometimes they have more knowledge of the product than the employer.”

Nevertheless, there are growth opportunities.

“One of the things that makes us unique is that we’ve had some vertical growth,” he said. The boom in high-rise construction in Montreal, for instance, benefits the pro and industrial sides of BMR’s business.

Canada is one of the last places in the West that still has the classic bungalow with a yard, a model from the 1950s and ’60s. We expect to have smaller housing units, which makes for a mindset change. Things are built higher, more vertically. Montreal will not allow for the construction of a classic bungalow [anymore].”

Grégoire-Beliveau told the audience that

more stringent building codes will present “a challenge but also an opportunity” as homeowners look to invest in upgrading things like insulation. Meanwhile, as the effects of climate change continue to be felt, insurance companies will require better roofing materials that need more regular replacements.

BMR, he said, is “very optimistic about growth opportunity in the market.”

From left: Shawn Ettinger, TIMBER MART; John Sandell, Kidde Canada Inc., and Karenna Sandell.

Céline Hamel, RONA Forget, and Caroline Blanchard, MyFamily.

Hardlines digital editor Sarah McGoldrick.

Thank You! Merci!

Meilleur magasin de quincaillerie / peinture 2024

Richard White (5th from left) and his team at Cloverdale Paint in Saskatoon are thrilled to be awarded Hardline’s 2024 Outstanding Retailer of The Year for Best Hardware or Paint Store.

Richard White (5e à partir de la gauche) et son équipe de Cloverdale Paint à Saskatoon sont ravis d’avoir reçu ce prix. Hardline a été nommé détaillant exceptionnel de l’année 2024 pour le meilleur magasin de quincaillerie ou de peinture.

PARTNERSHIP PROGRAM

SUPER STRENGTH

HUGO GIRARD, Former world champion strongman

As Hugo Girard’s website states, he is “a man of many talents” and has made multiple achievements.

Girard, an athlete, host, businessman, speaker, and spokesperson for several companies, spoke at the Hardlines Conference last October.

Born in Portneuf-sur-Mer, Que., he set a very high goal for himself at the age of five:

“

training, Girard won several awards. He was Canadian champion of his sport from 1995 to 2004 and North American champion from 2001 to 2002. He achieved his goal in 2022 and won the IFSA SuperSeries World Championship title.

Girard’s journey, lifestyle, and achievements are based on two keywords: work and discipline, as he told the audience. From

Talent only takes you so far. Don’t leave things to chance. Prepare for what YOU can control.

”

to become the strongest man in the world. Coming from a town with a population of 600, he did not envision a lifelong career typical of the town’s residents as a local fisherman or lumberjack. After seeing a strongman competition on TV, it then became a quest that would change his life, he said, and a pursuit that would create opportunities to become better and better.

Through self-motivation and strict

his self-taught training at the beginning to serving on the police force for the City of Gatineau in 1996, initiative, discipline and determination kept him focussed. “Know your target objective. Know what you want,” he said. “Believe in what you do, (believe) in yourself.”

As a universal statement to the audience, he shared his thoughts on being a champion. The definition, in his mind, is an

embodiment of mental and physical attributes. Being “a champion within yourself and what you do.”

“Talent only takes you so far. Don’t leave things to chance. Prepare for what YOU can control. Explore your full potential. When you know what you want, you will know what you need to do to get there.”

Tristant L. Langelier, Sexton Group; Maxime Cardinal, Trex, and Michael McLarney (right).

Dale MacPherson, Sherri Amos, and Darrin Sayles of Home Hardware.

Being a part of Sexton Group has significantly elevated our business. Even though they have over 450 members across Canada, we always feel heard and valued as if we are part of the Sexton family. Their powerful network of members across the country has been invaluable, providing us with insights and connections that have helped us expand our business. The seminars and meetings they offer are incredibly beneficial, keeping us informed and ahead in a tough market. Sexton also excels at connecting suppliers with members, ensuring we have access to the best products at the most competitive prices. We couldn’t be more pleased with our partnership! ”

—Markus Lange, EG Penner Building Centre

Our Promise to You:

Our strength as a buying group is built on four major advantages: We’re a dedicated team of industry professionals focused on your success. We negotiate competitive programs and leverage our strong relationships with vendors to resolve any issues quickly for you. We have a first-class accounting team that promptly delivers accurate rebate payments as promised.

A PEOPLE-FIRST APPROACH

JASON TASSE , President, Lee Valley Tools

Jason Tasse: “The actions I’m going to take are going to have a profound impact on our lives.”

From the lumberyard to the executive office, Jason Tasse carved his career path with Lee Valley Tools from the ground up.

Tasse, who spoke at the recent Hardlines Conference, began working in the lumberyard at the age of 22 to pay his way through

university. He then moved into the warehouse and what followed were promotions into positions that included director, manager, vice-president of operations, chief operating officer and, most recently, president.

Tasse shared his insights on innovation and culture at the Hardlines Conference. His discussion revolved around his

philosophies of pride, presence, (being) practical, people (before profit), and play— at work and in the long game.

Tasse illustrated that Lee Valley’s culture is built on practicality, a peoplefirst approach, and long-term planning. Leadership training emphasizes collaboration and emotional connection. “I’m reminded of the privilege offered to me to lead, inspire and guide,” he said during the conference. “I’m reminded of the countless individuals who have placed their trust in me knowing that the decisions I’m going to make, and the actions I’m going to take, are going to have a profound impact on our lives. I love my job. I love the people I work with and the brand I work for. I’m proud of this.”

Lee Valley has a unique culture, Tasse said. Cell phones are banned during meetings to ensure everyone is focused and mindful. There is no minimum wage, employees do not work on commission, and the rate of layoffs is minimal. “We’ve only had two layoffs in almost five decades for a retail company. That’s pretty impressive. Our people are encouraged to solve customers’ problems at the lowest cost to the customer and, yes, sometimes that means sending them down the street to a competitor because it’s the right thing to do.”

Proud BMR winners at the ORA gala. Shannon MacLeod, David Chestnut and Jillian MacLeod of Hardlines.

Hardlines editor Rebecca Dumais and Norbert Altenstad, Mi9 Retail.

MAKING MOVES AND BREAKING GROUND WRLA IS 2025 SHOWCASE

Join us in Edmonton on January 23 and 24 for the WRLA Building and Hardware Showcase. Along with our sold-out Exhibition Floor, featuring over 200 incredible vendors, and a New Product Showcase that’s bursting at the seams with new and exciting innovations, we’ve got tons of things to see, do, and experience.

Your single ticket price is your all-access pass to exclusive events like our Keynote Breakfast and Awards Reception on Thursday, January 23, as WRLA unveils their new brand for the first time.

Free transportation to and from the show to local hotels, plus free breakfast, lunch, and dinner at the Awards Reception. You’ll also get deeply discounted rates on full-day business courses earlier in the week to upskill and inspire you and your team.

WHAT ARE YOU WAITING FOR?

SCAN THE CODE TO REGISTER NOW!

STRATEGIC SUCCESSION

Michelle Chouinard-Kenney, CEO, Gibson Building Supply

The strength of the industry rests on strategic succession plans. According to BuildForce Canada, more than 20 percent of the industry is expected to retire over the next decade, so now is the time to take action.

Michelle Chouinard-Kenney, CEO of Gibson Building Supply, has been advocating for the industry and government to address this employment loss head-on. Her own family built its many businesses on self-supply and ensuring they had the right team around in the future.

“Manufacturers aren’t selling to end users anymore, and we could see where the future was going,” she told attendees of the 2024 Hardlines Conference.

Today, as she approaches retirement age herself, she is looking to the future and building a succession plan that focuses on meeting the challenges expected as fewer tradespeople enter the industry.

“One of the challenges is succession planning, a really nasty word. I can say from experience that we have not been great at

this in our supply and install business,” she said. “We, like many of our competitors and many people within our industry, have promoted people from within who have exceptionally strong skills and are exceptionally talented.”

She noted that this does not always mean that they are promoting based on leadership skills or that the talent they choose to advance has the future of the business in mind.

Recently, Chouinard-Kenney brought in outside help to prepare her son for managing the business in the future. She believes this is a better way to sharpen his leadership skills and avoid the traps other businesses have encountered when planning for the future.

“The challenges of business succession are much like a larger business. These smaller, owner-operated businesses don’t have a succession plan, so it causes a big dieoff,” she said. “There’s actually less second generation and an almost non-existent third generation.”

She said businesses need to address training and succession issues now. This includes pushing for more young people to enter trades and receive the right certifications.

“I think it’s important moving forward that we spend some time looking at how to overcome this challenge,” she said, noting this is especially true when encouraging women to enter trades. “Women account for only three percent of the population in the construction industry.”

She reminded those in attendance that changes will only come about with the full participation of all facets of construction.

Michael McLarney entertains Pierre Battah with a little harmonica tune.

Michael McLarney and Bill Morrison. Dave Pestill, CashierPro, and Colin Carey, Orgill Inc.

IN APPRECIATION OF OUR SPONSORS!

The retail home improvement industry gathered once again at our Annual Hardlines Conference last fall, this time at the Fairmont Le Manoir Richelieu, Charlevoix, QC.

The Outstanding Retailer Award winners joined other exceptional dealers from various banners, along with head office executives, manufacturers, distributors, and agents from every part of Canada.

Our sponsors were also key to the Conference’s success. Our thanks to the companies listed below, who worked in a spirit of cooperation to make us all stronger through this event.

THANK YOU!

David Chestnut | Vice President and Publisher

Simply Outstanding

Hardlines’ prestigious Outstanding Retailer Awards (ORAs) were presented to eight vibrant, well-deserving home improvement retailers in October during the Hardlines Conference. The gala dinner was held at the Fairmont Le Manoir Richelieu in Quebec’s scenic Charlevoix region. Congratulations to our 2024 winners!

Cloverdale Paint Store #71

RONA Forget

BMR Pro, Brae-Con Building Supplies

Quincaillerie Tremblay Laroche

Brideco BMR

Mission Building Supplies (Castle)

Buck’s Home Building Centre

E.G. Penner (Sexton)

Best Hardware or Paint Store

CLOVERDALE PAINT STORE #71

Saskatoon, Saskatchewan

Cloverdale Paint is the largest family-owned paint company in North America. The company was founded in the 1920s by the Vogel and Henke families on a farm near Cloverdale, B.C. Store number 71 is a corporate store.

As a strong store manager, Richard White has clear goals for store number 71. “Great companies have leaders who are visionary, inspiring, and ethical,” he says. “They set a clear direction for the company and motivate employees to achieve their goals. For us at Branch 071 we have Big Hairy Audacious Goals. These are the elements that force everyone to think big and create a plan for long-term success.”

He believes it sets a huge goal that drives progress, defines a vision for the future and gets everyone working to achieve it. Two examples of those goals include becoming a $10 million branch by 2030. And internally, to mentor at least

five people to grow in their field.

By differentiating itself against the competition, with unparalleled service and commitment to customer satisfaction, the store significantly increased its sales in 2023.

White feels that what they do every day matters, and that doing good things for others is the key to long-term success. “We have taken our company’s core values to create our Core Purpose that we use every day at branch level,” he says. “We use it in how we treat our customers, the sales team, and each other. I say to the staff that this

simple phrase, “We’re here to make good things happen for other people,” provides a concise explanation of the reason for the branch’s existence, purpose and overall intention. This is your job description. Do this and you’ll be successful.”

We’re here to make good things happen for other people. “

”

(From left) Steve Urchison, Cloverdale Paint Inc.; Joelle Cohn, National Hardware Show (sponsor); Richard White, manager, Cloverdale Store #71, Saskatoon.

E.G. PENNER (SEXTON)

Steinbach, Manitoba

“L

et us paint the picture of the typical large retailer experience consumers face: You walk in, you have a 50/50 chance of being greeted by someone,” said the ORA entry by E.G. Penner. “If you haven’t been offered help, you ask the nearest employee, and they might be able to give you some basic knowledge. You make your best bet on which product will work for you, pay and leave.”

E.G. Penner is owned by Linda Penner and her four children, and managed by vice president of sales and operations, Markus Lange.

20,000 square feet of storage. The business grew out of a decision by

When you believe in the value of your employees and invest in them—they see it. “ ”

The store boasts a total of 100,000 square feet of retail space, 15 acres of lumberyard, and

Ernie Penner’s father, A.K. Penner, to sell the family livestock farm in the mid-1950s.

He opened A.K. Building Centre in 1958, which was located about seven miles from the Penner’s farm. After moving from its 8,000-square-foot location at Clearview Mall, in spring 2000 operations were moved to its current location.

What sets E.G. Penner apart is a keen focus on factors other than price, such as employee retention and highly knowledgeable and staff. Many employees have tenures up to 54 years—some with their children and grandchildren working alongside them in-store. Their secret to retention is simple: “When you believe in the value of your employees and invest in them—they see it.”

Also unique is the fact that, historically, this award has gone to a corporate-owned retailer.

When you set foot in their store, you are entering the one-stop shop, they say. The store prides itself on having experts in every department. “If someone is working in electrical, you can guarantee it is because they have acquired the experience level to be there. When you leave our store, you have left with the right products and zero unanswered questions.”

From left: Maxime Cardinal, Trex (sponsor of the award); Markus Lange, VP sales and operations of EG Penner; Linda Penner, president/owner; Judy Penner, vice-president/ owner; Gerry Thiessen, VP building materials, EG Penner.

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Best Building Supply Under 15,000 Square Feet

BMR PRO, BRAE-CON BUILDING SUPPLIES

Elmvale, Ontario

hen George Begley joined as general manager in 2003, previous owner Rick Webster knew that George aspired to own a store one day. In 2006, George began to lay out his plans to purchase the store, located in Springwater Township near Georgian Bay, Ont.

In 2018, he and his wife Julie became sole owners, and then joined the BMR banner in April 2022. Their second location, acquired in March 2024, is in Wasaga Beach.

Even challenging jobsite locations, such as island cottage building projects, are made easier for their contractor customer base, thanks to barge and boom deliveries. “With the majority of our business coming from contractors, having a strong contractor program is important to our company,” says George. “We are able to deliver quality

Winner

products and services while offering quick turnaround that supports the many businesses of our contractors. We have the equip-

past few years, according to the Begleys. It inspired them to adapt and establish productive solutions for the store for housing

“ ”

We believe in training through mentorship from our experienced tenured staff.

ment, resources, and staff to deliver what we promise to our customers.”

The store has grown rapidly over the

overflow of backup stock, which includes increased store shelving height as well as onsite and offsite for larger volume buys.

Training, compensation, and recruitment are always top of mind. “We pride ourselves in having some of the best talent in the industry. We believe in training through mentorship from our experienced tenured staff. That way, our new hires learn our culture of a customer-first mentality by seeing it modeled to them.”

Staff provides friendly and knowledgeable advice to contractors and customers, and they’re “always striving to build honest and long-lasting relationships with everyone they meet.”

The Begleys have much to be proud of as winners of this category.

From left: Julie Begley and George Begley, store owners; Yves St-Cyr, BP of Canada (award sponsor).

Best Building Supply Over 15,000 Square Feet

BRIDECO BMR

St-Honoré, Quebec

The shareholders of Brideco BMR have simple a philosophy, which is: to always keep the client at the heart of the company’s decisions, projects, and actions.

Entrepreneurialism and family strength are at the heart of the Brideco team. Ghislain Dionne and his four brothers, whom he later bought out to become sole owner, founded the business in 1976.

Ghislain’s children, François, Caroline, David and Jérôme received early indoctrination into the business—and that simple philosophy—when they started working alongside their dad at age 12. Years of immersion into the business made the succession easy for Ghislain when he passed ownership along to his children in 2022.

The store, which is located near Chicoutimi in the Saguenay region north of Quebec City, was 2,000 square-feet to start. They expanded to 25,000 square-feet in 2014, which is impressive growth over nearly 50 years.

Amplified by the population of the town increasing 40 percent over the last 15 years, Brideco has been a significant contributor to the economy, both municipally and regionally. Brideco has its own general contractor licence, which allows

it to manage several larger-scale projects.

Brideco goes a step further and has financed self-builds, often until the project’s completion.

The Dionne siblings are also proud for their employee retention; it’s known in the community that employees stay with BMR for a long time. The company is pleased to know that its employees are happy. When an employee is happy, they say, it reflects in the service, and clients notice.

Brideco is truly an embodiment of value, philosophy, customer flexibility, and colleague camaraderie.

Brideco has been a significant contributor to the economy, both in the municipality and the region. “ ”

From left to right: François and Caroline Dionne, co-owners; Susan Albizre, Jeld-Wen (sponsor).

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Best Contractor Specialist

MISSION BUILDING SUPPLIES (CASTLE)

Edmonton, Alberta

The Clement family has been involved in the lumber and building supply industry for five generations, since the late 1800s.

Tom and Julie Clement bought the Castle banner store in 1985, when it was a small retail store in the City of St. Albert, a suburb of Edmonton. They relocated the store in 1995, and today operate a total of 69,500 square feet.

Mission’s primary focus is on Edmonton and its surrounding communities, although they have also delivered materials to northern B.C., Saskatchewan, Manitoba, Ontario, and Alaska.

Mission caters to small to mid-size homebuilders and family-run businesses—loyal customers for two decades or more, with

some businesses spanning two generations. Sourcing lumber from top-tier mills is a priority to ensure their customers can construct high-quality homes.

complimentary site-specific engineered drawings can be done for floor joists and roof trusses, as well as complementary site visits as required.

Old School Service for Today’s Builders. “ ”

The team handles returns easily by picking up items from a jobsite. The sales team conducts job estimates at no charge, and

The store functions on efficiency and is able to complete almost all of its deliveries within 24 to 48 hours, ensuring their customers’ time is valued and not wasted.

The store’s mission statement is Old School Service for Today’s Builders. This “is not just a set of words; it’s a legacy that traces back to my grandfather,” says manager Don Clement. “It embodies the core values of hard work and honesty that have guided us through the years. This belief instills the notion that at the end of the day, you should feel a sense of pride in your accomplishments, in how you’ve assisted others, and in upholding the traditional values of an honest day’s work.”

From left to right: Jacques Desrosiers, Johns Manville (award sponsor); Nicole Clement, Mission Building Supplies and Don Clement, president, Mission Building Supplies; Yanick Miron, Taiga (award sponsor).

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The Marc Robichaud Award for Community Leadership

BUCK’S HOME BUILDING CENTRE

Bridgewater, Nova Scotia

yan Buck, owner of Buck’s Home Building Centre says, “This business is so much more than twoby-fours and drywall. Growing up watching my parents create, build, and excel in this industry has always been inspiring to me.”

Ryan and his wife, Julie, own the store. Ryan’s parents, Brian and Janice, previously ran the store under the Beaver Lumber banner.

The Bucks work hard to carry on Ryan’s parents legacy; he has shown his three daughters that they can achieve whatever

they put their mind to. He fondly recalls working with his father at a young age, putting away stock, receiving freight, and assisting customers. “I’ve seen what it takes to operate at a high level as I was

This business is so much more than two-by-fours and drywall. “ ”

very fortunate to have one of the best mentors in my father. I have had the pleasure of reliving the same memories I have with my father with all three of my girls.

Training is implemented into the corporate culture. From the date of hire and forward, there are opportunities for further learning. Opportunities include product knowledge videos through Home Hardware Stores Limited, vendor training Lunch and Learns at the store, and plant tours to local distributors.

The Bucks’ commitment and pride for their community and giving back also sets the store apart. Recognizing their ability to give back through charitable giving, each year they donate a substantial amount to local shelters, fire departments, and other organizations.

They also give support to local school teams, penny auctions, and other initiatives. “This business is all about work ethic, discipline, commitment, lifelong relationships, and impacting your communities to leave a brighter future for the generations following you,” Ryan says.

From left to right: Ryan Buck and Julie Buck, Buck’s Home Building Centre owners; Michael Foltin, JRTech (sponsor of the award).

“I chose JRTech Solutions primarily because of the clarity of the information I received about the quality of their products. Their team demonstrated great availability and attentive listening, which allowed me to find a solution well-suited to our needs. With the current labor shortage, JRTech’s electronic shelf labels are an undeniable asset. They enable automatic price updates, and simplify product replacement by making the process more visible. Additionally, they offer optimized inventory management, accessible to the entire team, while facilitating the reading of prices and promotions for our customers. This not only improves the efficiency of our management but also enhances the in-store shopping experience.

Marie-Josée Clément, Vice President of Retail, BMR-Novago cooperative

The Retail Spirit Award

RONA FORGET MONTTREMBLANT

Mont-Tremblant, Quebec

The Retail Spirit Award goes to a store which best exemplifies the spirit of entrepreneurialism, dedication, and determination.

The evolution of RONA Forget happened over the course of more than a century. Established in 1905 as a sawmill on a plot of land near the home of Alcide Forget, the store’s current location on rue de SaintJovite opened in 1956 and was owned by Alcide’s son, Claude. The new generation of the Forget family has taken over, which includes: Benoit, Caroline, Francis, Julie and Valérie Forget, and Gabrielle Bouchard. The store has operated under the RONA banner since 1988.

“Our evolution happens at the rhythm of relationships,” say the Forget family. “We seek contact with our customers through social networks, various media, and in-store

events. We want to take the pulse of our customers through surveys and collected comments. This allows us to adjust and even reinvent our offerings and services.”

to 41,000, has allowed the store to offer a stunning 3,000 square foot Décor Boutique, which regularly receives positive testimony from customers.

Our evolution happens at the rhythm of relationships. “ ”

Expanding retail floor space, which doubled in 2006 from 21,000 square feet

Beyond the store’s walls, the Forgets regularly contribute to enhance their community and donate approximately 30 percent of store marketing budget to local sponsorships and partnerships. “We work hand in hand with both our suppliers and service partners to build a relationship of trust and to excel in serving our customers,” they say. The store collected $6,500 towards the RONA Foundation’s annual Build from the Heart campaign last year, surpassing its $4,500 target.

And, the visual appeal of the store never goes unnoticed. “Hearing the testimony of so many people saying, ‘It’s the most BEAUTIFUL RONA!’ fills us with pride,” the owners say.

Back row, left to right: Bruno DiRubbo, ACCEO (sponsors); Patricia Lachance, ACCEO (sponsors); Benoit Forget (co-owner); Carl Robert, ACCEO (sponsors); Marc Leblanc, ACCEO (sponsors); Francis Forget (co-owner). Front row, left to right: Céline Hamel (RONA Forget); Valérie Forget (co-owner)

Phylip Savard-Tremblay

QUINCAILLERIE TREMBLAY LAROCHE (CASTLE), Métabetchouan-Lac-à-la-Croix, Quebec.

2024 Young Retailer of the Year

A STAR IS BORN

For some family-owned stores, succession is a headache. At Quincaillerie Tremblay Laroche, a young second-generation co-owner has stepped up to the plate with the aid of social media— and brought the business into the 21st century with a bang

BY GEOFF M c LARNEY

The Canadian home improvement industry is a convivial community of salt-of-the-earth people, but “flashy” is not an adjective we often associate with it. One young retailer in Quebec, who bought into his family’s store when many small businesses were coping with succession challenges, has lit up social media with his charismatic sales pitches.

Phyl Liquide (as in liquidation) is the online persona of Phylip Savard-Tremblay. With his father, Marc Tremblay, he is co-owner of Quincaillerie Tremblay Laroche

(doing business as QTL & Phyl Liquide) in Métabetchouan-Lac-à-la-Croix, on the shores of Quebec’s Lac Saint-Jean.

The liquidation department opened in 2022, with Phyl Liquide as its social media spokesperson and sales proceeds invested in local community organizations. As Savard-Tremblay describes it, driving discount sales through digital platforms was an intuitive step.

“How do you attract customers into the store? They’re at home, and what are they doing? They’re on social media networks!

Thus, Phyl Liquide was born.” He now posts a video under the alias of Phyl Liquide every Monday.

“It was the pandemic, so everyone was staying home, respecting the rules,” he recalls. “All that led me to pitch it to my father and his associate: maybe we could make videos on Facebook and try to see if that draws people into the store” to buy up unsold inventory.

Father and son then expanded into Facebook Marketplace, and the Phyl Liquide moniker soon followed. “We

clicked on the camera, started the video, and that’s when the name practically appeared, and it stuck.”

Phyl’s signature sign-off, “Hé, à tantôt!” (“Hey, see you soon!”) developed “after a few videos,” he says, as the “pressure to continue fine-tuning” rose. Under his guidance, the business moved from posting online once a month to once daily.

The role is a natural combination of Savard-Tremblay’s talents: not only has he been working in the store since he was 14, but he also studied radio broadcasting in college.

His preference for social media extends to marketing, where the store focuses its efforts on platforms like Facebook Marketplace more than traditional media. “We prefer to invest in Facebook rather than radio or TV. Since then, we’re sure that our advertising is reaching our customers and people from our area, instead of people from outside of it, which is the case with television.”

It’s also an efficient way to offer sales online without the responsibilities of a traditional e-commerce system, requiring no additional staff. “People look for deals on Marketplace, and it’s one of the best places to find new customers,” says Savard-Tremblay.

FLE

Since the store joined the platform, he adds, “people from Quebec City, Montreal, Gatineau, the Beauce, and beyond have been showing up at our store to pick up our products or have them delivered. It’s totally crazy!”

The store distinguishes itself by “seeking products that are out of the ordinary, that customers can’t compare with other stores.” That includes an emphasis on gifts

through a dedicated department, Les trouvailles de Phyl Liquide (Phyl’s finds).

Its introduction precipitated a noticeable uptick in women shopping at the store. Often, says Savard-Tremblay, when a couple comes in, “the man goes back to buy materials while the woman stays up front to shop.” Later, the business added the Poule de Bois (“Hen of the Woods”) line of women’s clothing, targeting hunting and outdoor living enthusiasts.

Each week, Phyl Liquide’s latest video goes live at 6:30 a.m. “There’s no shortage of subjects: liquidation videos, product presentations, staff recruitment.” Often, he says, “customers are talking to us about it when we open our doors at 8 o’clock!” Customers “come into the store looking for Phyl Liquide and wanting to talk” to him.

The business’s story itself begins in 1988 when Marc Tremblay teamed up with business partner Dominique Laroche to acquire a storefront and lumberyard in Métabetchouan. Two years later they added a second location, in nearby Saint-Gédeon.

Phylip Savard-Tremblay, better known by his alter ego, Phyl Liquide, issues social videos that sell the store’s liquidation merchandise. These posts have become locally famous. Here he is with his father, and co-owner of the store, Marc Tremblay.

The pair later branched out into the prefabricated wall business, partnering with Mathieu Laroche and Jean-Michel Dallaire to create Structures Mur à Mur. In 2016, Marc and Dominique moved on from that enterprise, leaving Mathieu and Jean-Michel as its sole owners.

In 2019, Tremblay and Savard-Tremblay brought their retail business under the

FLE

the place as co-owner alongside his father. At the time, the elder Tremblay called it “a beautiful experience, a privileged moment,” and welcomed the opportunity to keep the store in family hands. “When you sell to a stranger, you take your things and you get out,” he told a Quebec City newspaper. (Later the same year, Phylip’s sister joined the team, too.)

Our employees are in touch with the customer. ‘So, Mr. Côté, did your glue work?’ The customer appreciates that we remember him, which confirms our bond of trust. “

umbrella of Castle Building Centres Group. The effects of the pandemic, and the ensuing labour shortage, forced the closure of the Saint-Gédeon store in 2021, though Savard-Tremblay notes, “we’re looking to buy a second store in the next few years.”

Dominique Laroche retired in July of the following year, at which point Phylip took

”

The two have continued to emphasize the business’s independent, family-owned status, its customer service focus, and a flexible response to the community’s needs.

“You don’t find that kind of service in big box stores,” Savard-Tremblay stresses. It pays off: since 2020, annual sales have increased by more than $1.5 million. Even the local Member of Parliament regularly shops the store for office supplies.

“Our employees are in touch with the customer,” he adds, asking questions like “‘So, Mr. Côté, did your glue work?’ The customer appreciates that we remember him, which confirms our bond of trust.”

That’s part of what’s allowed the business to remain open through the years in a competitive, largely agricultural region. “Previously there were six hardware stores in our area, and we’ve stayed the course. We know all about competition!”

Just over half of its clientele are contractors or industrial clients. “With the rise in

For example, faced with limited human resources, they recently made the decision to close on Sundays in order to maintain consistent scheduling for the rest of the week. But father and son remain reachable via mobile phone when regular customers have a plumbing or electrical emergency. They also make themselves available for after-hours deliveries and are working on a project to allow customers to pick up merchandise after the store closes.

Capitalizing on the persona’s name recognition, Quincaillerie Tremblay Laroche does business as QTL & Phyl Liquide.

interest rates and the post-Covid effect, we’ve noticed a decrease in renovation and home construction,” says the retailer. “Our activities are more focused on residential renovation and construction.”

Like many retailers in smaller communities, the store offers some miscellaneous aspects that are less geared toward traditional hardware offerings. They include sewing repairs as well as storage for boats, snowmobiles, and recreational vehicles.

Rewarding the staff that help deliver that service is part of the culture at Quincaillerie Tremblay Laroche. “Two years ago we put in place group insurance, a retirement plan, and savings on their in-store purchases. It creates a feeling of belonging in the business. Our employees are part of a big family and feel appreciated here.”

In recent years, the management team has also invested $300,000 into a new “high-performing” software system. Savard-Tremblay says it will help them better manage their stock rotation and allow team members to spend “less time waiting in front of a screen” for information.

The IT upgrades have also allowed the business to reduce paper usage. “Before, we

FLE

put everything in customer files or notes. Now everything is written in the software system. Even someone who doesn’t know the file knows where to find the products reserved for the customer.”

“In the near future, we’ll be using a [Microsoft] OneDrive for putting all our price lists and order confirmations for vendors and others in the cloud for rapid

“

Hope” bearing a message of encouragement (Ça va bien aller: “It’s going to be okay”) to community and frontline workers.

The store has also hosted a hot dog party to introduce agricultural customers to a new supplier. Seasonal events include a Santa Claus party for children, raffle draws on Mother’s Day and Father’s Day, and spring and summer tool sales.

Two years ago we put in place group insurance, a retirement plan, and savings on their in-store purchases. It creates a feeling of belonging in the business.

access to that information.” The store also uses the virtual Google Agenda to schedule deliveries and keep tabs on addresses. “So when customers call to find out when they’ll receive their merchandise, our materials salespeople have that information in front of their eyes.”

Community involvement is also key to the business’s recipe. Early in the pandemic, Quincaillerie Tremblay Laroche converted its boom truck into a “Truck of

”

For Savard-Tremblay’s part, getting involved in the family business, meant “continuing to work for our customers, giving them good service, contractors continuing to find products that will help them stand out against the competition, trying to play on price and competitiveness.”

The exceptional energy the young co-owner brings to sales and customer service garnered him the Young Retailer of the Year nod at the 2024 Outstanding Retailer Awards, presented during the 28th Hardlines Conference in October of last year.

“I never thought I’d have that title,” he muses, “but when I got started with my father, I joked with him, you’ve done 35 years with your former associate, now you’ll have another 35 with me, so it worked out that you’ve bought all this.”

The award “shows that my efforts, the efforts I’ve put in with my father and all our staff who are behind us, and our clients—they’ve borne fruit, and we’re on the right path, so we’ll keep going on this momentum.”

From left to right: Marc Tremblay, co-owner; Natalie Savard, co-owner; Phylip Savard-Tremblay, co-owner and Young Retailer of the Year; Sarah Hounslow, president, BMF (sponsors).

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AT A LOSS

“ ”

The single most collective issue we’re seeing is the increase of violence and organized retail crime.

BY REBECCA DUMAIS

The concerngrowing of violence and organized crime

Loss prevention in Canadian retail has evolved into a multifaceted challenge shaped by a rise in organized retail crime (ORC), which includes the growing influence of illegal online marketplaces and escalating violence. Add to that criminal code leniency and incomplete data due to inconsistent reporting by retailers and police.

Research released by the Retail Council of Canada (RCC) in December 2023 indicated that employee theft costs Canadian retailers more than $3 billion annually. According to Statistics Canada, shoplifting increased 18 percent in 2023, with 155,280 reported incidents. RCC has also published that Canadian retailers suffer losses of $10B per year, which contributes to 30 percent of all business failures.

RCC executive advisor, loss prevention and risk management Rui Rodrigues says, “the single most collective issue we’re seeing is the increase of violence and organized

retail crime (ORC) that’s pretty much across the country. And I say them separately because one can be unique on its own. Meaning, the violence could be prolific offenders acting on their own.”

The current legal framework presents additional challenges. Under Canada’s Criminal Code, theft under $5,000 is treated as a lesser offence, leading to lenient penalties for repeat offenders. This gap allows chronic offenders to exploit the system, and the RCC is lobbying for amendments to the Criminal Code, “both provincially and then at a federal level,” Rodrigues says. The current amendments “don’t seem to line up with current crime. So theft over $5,000 is an indictable offence. Theft under $5,000 is a crown elect offence, so it doesn’t carry an indictable offence.”

RCC and police agencies worked together in September 2023 to implement a first-ofits-kind national coordinated retail blitz. In just one month, the results were telling:

498 persons were arrested, 52 repeat offenders were identified and 28 weapons were seized. The total value of the goods stolen was $94,000.

Due its success, the exercise was repeated, but on a larger scale in December to coincide with the holiday shopping season. “Employees and customers shouldn’t be worried about encountering violence when they are in a retail establishment,” said Diane J. Brisebois, president and CEO, RCC in a release. “Violent and aggressive behaviour is increasing at an alarming rate

If [a business is] in the red, it doesn’t make sense to stay open. And we’ve seen retailers in Canada that have made those investments close [a location]. “ ”

and we look forward to collaborating with community partners on raising awareness, sharing resources, and implementing

actionable solutions to reduce retail crime.”

“RCC has been working with our task force nationally over the last 18 months, and we continue to do so to bring more police services on board,” Rodrigues says. “So there’s a whole element in the justice system that needs to be revamped … there needs to be more analysis done.”

Options include access control to the latest advancements in CCTV systems that provide analytics, and in-person security, which is also costly. Some retailers are investing in paid duty officers because they may see a lot more violence, Rodrigues says.

A paid duty officer could cost $225 an hour. “It’s not easy to maintain a guard that may cost you $30 an hour. So again, all those are incremental costs, and if a business has to put a paid duty or a guard at the door [they] try to mitigate some of the loss.” That’s an extra cost, or, one less person on the floor to serve actual customers.

“It’s a fine balance, but it’s definitely an additional cost, which, if you’re losing more product, then you’re making investments in technology and people.”

With money spent on mitigation, the bottom line can suffer. “If [a business is] in the red, it doesn’t make sense to stay open. And we’ve seen retailers in Canada that have made those investments close [a location]. Either their staff doesn’t feel

Retail Council of Canada executive advisor, loss prevention and risk management Rui Rodrigues is working with a task force nationally to bring more police services on board. He also wants changes to the Criminal Code.

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LOSS PREVENTION

safe, or customers don’t feel safe to be there anymore. And of course, when you close a location, there’s a gap in time between somebody else taking it over, if somebody does, and when that place gets boarded up, it becomes attractive to homelessness, and criminals, and that’s not good for a neighbourhood.”

Rodrigues dreams of a national data portal to centralize and streamline crime reporting. Currently, crime data is frag-

RCC is working with privacy consultants and the Office of Privacy Commissioner Canada (OPC), to understand the rules of engagement. “RCC is putting in an advocacy letter, [likely in December], to try to initiate some work. Retailers would love to share that data. Their problem is knowing whether they’re online or offline from a privacy perspective. And of course, nobody wants to get their feet wet, because if you share information and you’re offline,

You need to look at, if you are being responsible, to yourself, to your employees.

“ ”

mented, with only a fraction of incidents reported to police and shared among stakeholders. Privacy laws further complicate data sharing, creating barriers to real-time collaboration. “Believe it or not, that is the hardest part for us to do,” he says. “I’m very passionate about this. It is probably my life’s work, and something I’m advocating: one national portal.”

There’s difficulty in such an entity. “The challenge we have is, crime is reported to police, but we know not all crime is reported to police. Even Statistics Canada will estimate only 30 percent or less. We know that through our members when they have stats losses they don’t report everything. So based on that, what police have is only a fraction of what actually occurs, and Statistics Canada pulls the reporting from that. So every year when Statistics Canada releases the report, which is typically in July, it’s six, seven months after the year ends. It’s not great because it’s not live. Data is based on information that is reported to police. Again, kind of flawed, because we [don’t know] everything, not but even half is reported to police. Unfortunately, data, even what the police has, is not all that happens.”

then you’re going to get somebody make a complaint to the Privacy Commissioner, and then your brand is going under scrutiny.”

What the RCC is attempting is to bring this together in a collective paper to do a privacy impact assessment, have some consulting from the OPC as well external, get police all on board and retailers to have a mutual agreement that states the Privacy Act of Canada requirements have been met. “We could have real-time data with today’s technology if we had a national tool where somebody can go on a dashboard, enter the data, and there’s enough machine learning and analytics that it could spit out information on a dashboard live so you could see what’s actually happening live.”

Admittedly, Rodrigues says “it’s not the federal government stepping in, having one national portal saying to all police services and everyone say, ‘This is how you submit data’. The back end of it will determine where it goes.” Also, a matter of getting everyone to agree to that is the complexity: every police service, every city, everyone to sign off on, to use the same portals.

“As much as it sounds easy, we’re talking

about human beings and getting them all to agree. I’ve been at this for 30 years. Just imagine, even as a public citizen, going on a dashboard and saying, ‘I’m going to put in my postal code to show me the type of crime in around my area, so I can be a better-informed consumer.’ That would be amazing. You can do some of that right now, but it’s based on reporting. So how do you incentivize people to report? You make it simple. People nowadays use their phones every day, and if you have an app where people can go there and it’s a dropdown menu, it makes it easy for people to utilize. But today, if you ask a business owner to submit a retail incident report, they go on a police service, and they have to open a template. It might be multiple pages [and they realize] ‘I don’t have time for this. Forget it. It’s not worth it.’” Rodrigues says the retailer must consider if they’re doing everything they possibly can. They need to protect the business, the people, and the product, as well as determine if the store has proper lighting, if it’s organized, and if best practices are being put into place to prevent the store being more vulnerable to crime. Several resources are available on the RCC website, including Loss Prevention Handbooks.

“You need to look at, if you are being responsible, to yourself, to your employees. The other part is, knowing who to call and when to call. You don’t call 911 every time there’s an issue. If you have people around your property who are disruptive, maybe they’re dealing with drugs. Maybe it’s mental health issues. Connect with your business association locally or other community partners, fire and paramedics, and leverage them. Those are the groups that can actually come out and assess and if somebody needs to be somewhere, [they] can take somebody to a shelter or somewhere and potentially help them get into the right place so they’re not in front of your business being disruptive.”

“Loss prevention is a big beast.”

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Offering independents true tran and a family of fellow de

TERRITORY

“Over the last 50 years we’ve been in business, TIMBER MART has been one of the cornerstones of our success. With their buying and marketing programs, the family of dealers we have by our side - and most importantly, the transparency that is innate to the group - we’ve been able to make the right buying decisions to be successful and build our legacy.”

Doug Lemieux

Owner, LBH & Onoway TIMBER MARTs

NORTHWEST TERRITORIES

St. Albert and Onoway, AB

BRITISH COLUMBIA

“Whether I’m buying building materials through the group or vendor-direct hardlines through Spancan, I have the freedom to buy what I want, when I want – and when I place that order, I know that with the group’s national buying power and regional focus, I’m buying right.”

ALBERTA

Garth Phare

Pemberton Valley Hardware & Building Centre

Pemberton, B.C.

NUNAVUT NORTHWEST

Iqaluit

Yellowknife

Whitehorse

“Since we joined the group, we’ve been able to take advantage of so many competitive building material and hardlines buying programs. Being a member allows us to buy direct and compete with large national companies, so we can finally play in the big leagues.”

Guillaume Bouchard, Marie-Claude, Mario and Alexandre Audet

Co-owners, Matériaux Audet

Quebec City and Saint-Marc-des-Carrières, QC

“Freedom to run our business our way, was a big factor for us when we decided to join the group 17 years ago, and still is today. The markets across Canada are so drastically different that dealers have to be able to make their own buying and business decisions. As a TIMBER MART member, our independence has always been respected. We’re never forced to buy anything or operate our business a certain way - and are successful today because of it.”

Brad Hickey

Hickeys TIMBER MARTs

St. John’s, Goulds, Conception Bay & Harbour Main, NL

Jean-François Caron 514-292-2729 jean-francois.caron@timbrmart.com

Kevin Guest 782-641-2018 kevin.guest@timbrmart.com

BY GEOFF M c LARNEY & SARAH M c GOLDRICK

Lumber & Building Materials SPOTLIGHT

All-in-one vapour barrier

AP Foil25 Polyiso Continuous Insulation is a 25-psi compressive strength board consisting of a closed-cell polyisocyanurate foam core bonded on each side to a foil facer. AP Foil25 is well suited for below-grade residential applications, as well as commercial applications where higher compressive strength boards are preferred for certain exterior cladding systems. AP Foil25 is a water-resistive barrier, vapour barrier and air barrier all in one. www.jm.com

No sealant protection

Versatex Building Products are made from free-foam cellular PVC and provide long-lasting protection without the need for paint or sealant. Versatex offers a variety of products including trimboards, sheets, corners, moldings, tongue and groove profiles, soffits, fascia, frieze, and column wraps. www.domanbm.com

Refined colours for the home

Tundra from Maibec CanExel is a soft shade of green that creates a refined, organic effect, perfect for those seeking simplicity and elegance. This solid colour is available in VStyle, Ridgewood D-5, Board and Batten, and Ced’R-Vue 9 inches. Charcoal combines a rich base colour with shades of deep and medium grey, creating a unique effect bringing both depth and character. This two-tone Nature colour is available in VStyle, Ridgewood D-5, and Ced’R-Vue 9 inches. www.domanbm.com

Easy-to-handle trimboard

Natural Elements Ultra Light Trimboard offers a versatile and durable solution for exterior trim applications. Made from solid wood, it is lightweight and easyto-handle, making installation a breeze. It is naturally resistant to rot, decay, and insects, ensuring long-lasting performance. The trimboard is also fingerjointed and kiln-dried to resist warping, cracking, and splitting. Available in a variety of painted finishes, including black, white, and colours to match Maibec CanExel siding, it provides a seamless and aesthetically pleasing finish to any project. Also, available is a one-piece corner option for easy installation. www.domanbm.com

Improve home comfort

DuPont FlexWrap EZ is a unique, flexible adhesive tape that creates an air- and water-tight seal when installed around penetrations of all different shapes and sizes. It is a simple, easily installed solution to reduce small air leaks and improve energy efficiency and durability in residential and commercial buildings www.dupont.com

Wild landscapes indoors

Willki Stone panels are imbued with the very essence of nature—reflecting the majestic beauty of wild landscapes and the serenity of the great outdoors. Whether you want to create a soothing outdoor area or elevate your indoor living environment, Willki has what you require. Explore the Arbor and Vallis collections and find the perfect harmony between nature and architecture. Available in Vallis Coal and Arbor Obsidian.

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The character of gently worn hardwoods

TimberTech AZEK Harvest Collection advanced PVC brings you the character of gently worn hardwoods to your outdoor space. This collection features a beautifully aged patina for a natural, lived-in look. Blended colouring with subtle highlights, lowlights, and tonal variations. Artful layering of open and cathedral grain patterns with a low-gloss finish. Available in Toasted Wheat, Timber Gray. www.gillfor.com

Toasted Wheat

Timber Gray

Lumber & Building Materials

Fewer seams for a modern look

Do you have tall walls in your build? No problem - LP’s 1-Piece Corners are now available in 16’ lengths, meaning fewer visible seams in your completed modern or contemporary look. www.gillfor.com

Durable cap sheet construction

IKO Roof-Fast Cap is a self-adhered, polymer-modified cap sheet constructed of a durable, reinforcing mat of nonwoven glass fibres that have been coated and permeated before applying a mineral surface. Available in a range of attractive colours, including White, Dual Brown, Slate Grey, Driftwood and Black, it can be used alone or in combination with Roof-Fast Base. iko.com/comm

High wind and impact resistant

Dynasty Cool Colors Plus offers a unique combination of performance features. The integration of ArmourZone technology enhances durability, providing superior resistance to high winds and impact. This is complemented by a Class 3 Impact Resistance rating and FastLock® Sealant for wind-driven rain protection, ensuring long-lasting, reliable performance in harsh weather conditions. Additionally, the integration of solar reflective granules enhances energy efficiency, achieving a 20+ SRI, and making it one of the most versatile shingles available. iko.com/comm

Easy self-adhesion

IKO Roof-Fast™ Base is constructed of a durable, reinforcing mat of nonwoven glass fibers that have been coated and permeated with polymermodified asphalt. It’s a self-adhesive product that features the flexibility of either a self-adhered installation method that can easily be coldapplied, or an optional mechanical installation method.

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GOING

M O D U L A R

BY STEVE PAYNE

Canada’s ongoing housing shortage is due to several factors but there’s only one solution—building more homes, faster. Yet, for that to happen, given our labour shortages, we need to change the way we build

Michelle Chouinard-Kenney, the CEO of multi-outlet Gibson Building Supplies, a Sexton Group member in southern Ontario (with one location in Dartmouth, N.S.), is dismissive of the notion that Canada can build 3.9 million more homes, on top of existing production, by 2031.

That number was first calculated by the Canada Mortgage and Housing Corporation (CMHC), based on the expected amount of new household formation in the next seven years.

For the past year, it’s been used by politicians to show the gravity of our housing underproduction problem. Quoting the necessary

3.9 million additional new homes gives a politician, as they say, “political capital.”

But Chouinard-Kenney says, outright, it can’t be done.

“Even if the government said right now, ‘Here’s all the money you need to build four million units,’ they can’t be built. We don’t have the workforce,” Chouinard-Kenney says.

No doubt, the labour shortage is real. An estimated 134,000 residential construction workers will retire over the next decade, says BuildForce Canada, a national statistical agency for the construction industry. They will be replaced, in that time, by only

117,000 incoming workers, BuildForce says. A net loss of construction workers doesn’t sound like Canada is ready to vastly increase the pace of housing construction.

PUTTING THE CART BEFORE THE HORSE

“I find the government’s approach very frustrating,” says Doug Keeling, director of business development for Castle Building Centres Group. “They talk about building 3.9 millions by 2030 or 2031—or whatever the timeline is—but it feels like they’re putting the cart before the horse. They make these ambitious plans without considering

“ ”

The CHMC says Canada needs to build an additional 3.9 million more homes by 2031, on top of existing production.

a clear plan to achieve them. The first question should be, ‘How are you going to get the workforce to make this happen?’”

Currently, Canada builds about a quarter of a million new homes a year (the yearover-year new housing starts for October 2024 were measured at 240,761). But the CMHC says we face an almost 3.9 million housing unit gap by 2031. That’s an extra 570,000 houses a year, on top of our current production.

“We’re facing a significant challenge ahead,” Keeling warns. “We’re continuing to lose skilled tradespeople, and we’re not replacing them quickly enough. Even

maintaining the traditional pace of building 250,000 homes annually will be difficult, let alone reaching 800,000 a year. It’s simply not feasible.”

WHY ARE WE STILL BUILDING HOMES LIKE IT’S 1955?

It’s a commonplace to say that we still build homes the way we did in 1900, but it’s not true. Yes, most components still arrive onsite, and are assembled, one piece at a time. But major technological breakthroughs occurred when just over a million Canadian soldiers arrived home from the Second World War and needed housing.

It’s more accurate to say that we continue to build houses like it’s the formative years of rock and roll. Drywall was just taking over from lath and plaster by 1955. That same year, gussets for roof trusses were patented, which eventually allowed the pre-manufacture of roof assemblies to become standard practice. Pre-framed doors were patented in 1956. Vinyl windows revolutionized house construction shortly before 1960.

Since then, there has not been a truly revolutionary development in the technology of housing construction. Houses are built better, but not necessarily faster.

[The government] makes these ambitious plans without considering a clear plan to achieve them.

—Doug Keeling, Castle Building Centres Group

Take Insulated Concrete Forms (ICFs), for example. By pouring concrete into premade EPS forms, basements (and ICFs can be used right up the rafters) can be built better, have more accurate tolerances, and possess vastly superior insulation.

“Although there is time savings in building with ICFs, it still requires onsite labour, which is getting harder to come by,” Keeling says. “It’s a category that we see continue to grow within our segment, but Castle members are looking beyond ICFs to new products,” he says.

THE PANELIZATION OPPORTUNITY

“One of the things you’re seeing right now is companies getting involved in

Suzanne Walsh

panelization—like pre-fabricated wall panels that get delivered to the site. They stand them up and put them in place rather than the traditional method of building everything on site. It requires less people on the job site. We’ve got a large new member down east that is heavily involved in that. And in Ontario we have a couple of members that are looking at expanding into that. Because they do see an opportunity there.”

Of course, that would shift the onus on providing the labour to the lumberyard.

“It’s the same issue as the construction industry, it’s finding the staff, it’s finding the people to do it,” Keeling says. “That’s probably the biggest roadblock to some of the expansion out there, whether it’s Castle or any other dealer. When they’re looking to expand, the people are the biggest challenge.

The panelization opportunity is very familiar to Suzanne Walsh, Sexton Group’s director of business development. Walsh cut her teeth in the modular industry working in the southeast U.S. about 15 years ago.

“Now you’re seeing modularization and panelization come into their own. The barriers are coming down,” Walsh says.

But the onus has, so far, fallen on LBM dealers and truss manufacturers to create panels, Walsh points out. “I’ve yet to meet an existing large manufacturer in our industry get into panelization.”

Doug Keeling

READY TO MOVE HOMES

One of the beneficiaries of the labour shortage and higher interest rates since Covid has been the Ready To Move (RTM) homes businesses. All LBM groups in our industry have some RTM members, usually as an extension of their retail store.

One of the most well-known RTM merchants in the Castle network is Warman Home Centre, Warman, Saskatchewan. This past year, president Rick Casavant has seen his yard celebrate 40 years of RTM excellence. The company builds RTM homes and ships them into all three prairie provinces plus the northern United States.

Casavant is truly an entrepreneur, with all other brand extensions of a traditional lumber yard in place around his yard, about 20 km north of Saskatoon. That includes Warman Truss, Warman Metal, Warman Cabinets, and Warman Homes, in addition to the base Warman Home Centre business.

What’s not to like about RTMs? Construction can be up to 50 percent faster, versus traditional builds, and the costs can

Now you’re seeing modularization and panelization come into their own. The barriers are coming down.

—Suzanne Walsh, Sexton Group “ “ ” ”

Get a new perspective from industry leaders

What’s in Store

A free podcast series from Hardlines that features interviews with industry leaders from all parts of the home improvement industry. Listen while you are in the car, or from the comfort of your office. You will be entertained, educated and that much more connected to the industry!

Jason Tasse, Richard Darveau, Phylip Savard-Tremblay

Hardlines editors talk with three presenters during the 2024 Hardlines Conference in Charlevoix, Que. First up is Jason Tasse, president and CEO of Lee Valley Tools, Ottawa. Next is Richard Darveau, president of AQMAT, the Quebec trade association. Finally, in French, Geoff McLarney talks with our 2024 Young Retailer of the Year, Phylip Savard-Tremblay, of QTL, a dealer in Quebec.

Peter Norman

In this recording in early October, economist Peter Norman of Altus Group walks us through the state of the Canadian economy, why we’re not in a recession, how the situation compares with the United States, and what to expect from the housing market in the coming year. If you didn’t catch Peter’s presentation at the Hardlines Conference, don’t miss his thoughts here!

Lisa Bergeron

In this episode of What’s In Store, we talk with one of the most knowledgeable experts on Canadian window codes, standards, and energy-efficiency. Lisa Bergeron is director of business development and government affairs for Jeld-Wen. Lisa leads us through the National Building Code, and what’s likely to change in it when its next version appears in 2025. The Hardlines Podcast Series has been made possible through the support of:

Duane and Dave McDonald

Hardlines associate editor, Geoff McLarney, and Hardlines president, Michael McLarney, interview Duane and Dave McDonald, dealer-owners of Callbecks Home Hardware Building Centre in Summerside, Prince Edward Island. They talk about how the family has added a Leon’s Furniture franchise to their Home Hardware store—and how the synergies between them are promising.

Jim McConnery

Hardlines editor Steve Payne interviews a tax expert, Jim McConnery, of Welch LLP, Ottawa, about the recent federal changes to the regulations around Capital Gains Tax. They start by defining what a capital gain is and talk about the implications for dealers selling their stores. Welch LLP is an accounting firm with 13 locations in Ontario, serving a diversity of retailer clients across the country.

The Retail Report Interview

Hardlines’ Retail Report is the only high-level document that calculates the size of the retail home improvement industry in Canada, including estimates of the revenues and number of stores of its Top 20 retail players. In this interview, Geoff McLarney, associate editor of Hardlines, discusses with Michael McLarney, Hardlines president, the highlights of the 2024 version of this unique report.

Z Modular off-site manufacturing and on-site construction. The company pulled out of Canada after eight months, claiming over-regulation, red tape, and permitting delays.

be up to 20 percent lower, according to a McKinsey report. The Modular Building Institute, an organization in Charlottesville, Va., says that the market share in Canada of modular structures surpassed six percent of total square footage in 2022, three times what it was in 2015.

FEDERAL GOVERNMENT FUNDING

Prime Minister Justin Trudeau is a major proponent of modular building, saying in a July 2024 statement, “When I talk about making it faster to build homes, modular housing is a big part of it.” He said that Ottawa was pledging $500 million in federal loans for apartment builders using modular construction and other innovative techniques.

Still, significant roadblocks remain in the modular apartment sector. A Chicagobased company called Z Modular made big news on Oct. 23, 2023, when it became the first pre-fab builder in Canada to receive CHMC insurance on an apartment building near London, Ont.

A headline in a mortgage industry trade magazine said that the news was expected to break up the “logjam” in red tape for getting modular units built. But a mere eight months later, Z Modular pulled out of Canada, claiming over-regulation and red tape and permitting delays, saying it would concentrate on the more promising American market.

The company immediately laid off 150 workers at its Kitchener, Ont., factory.

Fortunately for the taxpayer, Z Modular had not tapped into Trudeau’s half a billion dollars.

Z Modular is not wrong about the red tape plaguing Canada’s modular and panelization homebuilding industry. Walsh divides the industry into both a micro view and a macro view.

“In a micro view, there is an opportunity,” she says. “But in a macro view, panelization is in its infancy.”

On the RTM homes opportunity, Walsh says that Canada produces a superior quality of product compared with Americanbuilt units, readily available in Canada.

Panelization and modular construction “looks to have a runway when the market corrects and picks up,” she says.

Warman Home Centre builds RTM homes and ships them into all three prairie provinces, plus the northern United States.

ADVERTISERS: FIRST QUARTER / 2025

ATTENTION DEALERS: HARDLINES NEEDS YOUR HELP!

Scan the QR code below to fill out our annual survey and receive a $20 Tim Hortons gift card. Plus, a chance to win a ticket for the 2025 Hardlines Conference in Banff, Alberta. Hardlines is committed to providing you with the information, connections and support you need to be a strong retailer. But to do that, we need your help. Please take a few minutes to fill out our annual survey. The information we pull from it will enable us to keep you informed about trends in your business. The survey will take no more than 5 minutes—and your input is completely anonymous.

Rules: Dealers and store managers only. One survey application per person. Each applicant receives a $20 Tim Horton’s gift card. One lucky winner receives two nights’ accommodation at Fairmont Banff Springs, one 2025 Hardlines Conference ticket, and one Outstanding Retailer Awards Gala ticket. (Travel and transportation are not included.)

BY GEOFF M c LARNEY

A FAMILY’S LOSS, AN ONGOING LEGACY

Thorndale Hardware was meant to be a family venture. But after the sudden death of its founding father, the next generation rose to the occasion

When David Woods purchased a hardware store in Thorndale, Ont., which is about half an hour outside London, it was meant to be an entrepreneurial project for the family. He would run the business with two of his daughters, Carly and Emily, and Conner Darville, the brother of Carly’s boyfriend. Eventually, David would be able to retire knowing a succession plan was in place. But due to his untimely death, the second generation of ownership had to step up to the plate early.

“

It’s nice to get to know everyone in the community, and the more you do it, the easier it gets.”

“It was originally the four of us,” Emily explains. After negotiations in 2023, “we took ownership in January, and he passed in February.”

Darville says the learning curve has been challenging but rewarding, “just learning the store in all seasons, learning what sells and what doesn’t. We’re a small store, so we have to be really picky about what we carry.”

The store, he adds, “didn’t have a computer when we started,” so implementing a new point-of-sale system was one of the first orders of business.

The store opened under the Ace banner, whose withdrawal from Canada left it orphaned in another sense. Have other

groups come knocking? Darville laughs. “I’ve been asked a few times. We’re so new, it’s too soon to make a decision.” For the time being, Orgill and local independent suppliers are meeting the store’s needs.

The local response has been encouraging, he says. “It’s nice to get to know everyone

in the community, and the more you do it, the easier it gets.” And having gotten through their first summer rush, the team is breathing a little easier.

“It’s been a wild ride.”

From sadness to quick succession. From left to right: owners Conner Darville, Emily Woods, and Carly Woods.

Castle is the fastest growing member-owned, Lumber and Building Materials buying group in Canada!

Our members make up a growing network of independent retailers nationwide who are the pillars of their communities and understanding their unique needs is what we are all about. The Castle business model offers members an unwavering commitment to their success along with the freedom to build their own story.

Find out why more and more independents are making the move to Castle. We Build Communities.

“Castle has enabled our business to grow and continue to be there for us every step of the way. We are proud to be a part of this strong community of independent operators who share experiences, and we know we have the support of the Castle group. We call it the Castle family for a reason.”

Steve Foran

Chester Building Supplies & Nova Scotia Building Supplies Chester, Nova Scotia

| jreinikka@castle.ca

| rlegault@castle.ca

Richard Hamel

BUSINESS DEVELOPMENT MANAGER

QUÉBEC & NORTHERN

| rhamel@castle.ca Robert Legault BUSINESS

Terry Mulock

BUSINESS DEVELOPMENT MANAGER

BRUNSWICK, NOVA SCOTIA & PEI 902-471-3985 | tmulock@castle.ca

Brian Warr BUSINESS DEVELOPMENT MANAGER

& LABRADOR 709-770-5607 | bwarr@castle.ca

Lillian Diaz BUSINESS DEVELOPMENT MANAGER

- SOUTHWEST / CENTRAL 905-757- 4918 | ldiaz@castle.ca Ontario