Issuu

H A RDL INE S.C A

C O N N E C T I N G

T H E

H O M E

I M P R O V E M E N T

I N D U S T R Y

THIRD QUARTER / 2026

F E AT U R E S T O R Y

CANADA’S

TOP 20 Our annual look at estimated retail sales, store counts and strategies of Canada’s home improvement retailers

POST YOUR JOB. FIND YOUR PERFECT HIRE. NO SWIPING REQUIRED.

Hiring in the home improvement industry? Reach qualified managers, executives, sales reps, and top-tier retail professionals with Hardlines Classified Ads— featured in our exclusive Hardlines Weekly Report every Monday morning. This industry-leading publication goes straight to the inboxes of decision-makers across Canada’s home improvement industry. Why Choose Hardlines Classifieds? Highly Targeted Exposure Affordable Pricing Immediate Placement Trusted by Industry Professionals RATES:

Premium Member Perks: 1 FREE 2-week classified per year – 15% OFF all other postings – Discounts on other Hardlines products

2 Weeks: $2.99/word (75-word minimum) 4 Weeks: $3.99/word (75-word minimum) Logo Placement (optional): $149.99 (one-time fee)

JOIN THE NETWORK. REACH TOP TALENT. LEARN MORE OR POST YOUR JOB TODAY AT HARDLINES.CA FOR MORE INFO, CONTACT JILL MACLEOD AT JILLIAN@HARDLINES.CA

HOME IMPROVEMENT QUARTERLY

THIRD QUARTER / 2026 • VOLUME 16, NO. 3 2060 Lakeshore Road, Suite 702, Burlington, ON L7R 0G2 • 905-330-3061 @Hardlinesnews • www.hardlines.ca EDITOR-IN-CHIEF Steve Payne steve@hardlines.ca

PRESIDENT & PUBLISHER David Chestnut david@hardlines.ca

EDITOR Rebecca Dumais rebecca@hardlines.ca

SR. MARKETING & EVENTS MANAGER Michelle Porter michelle@hardlines.ca

QUEBEC EDITOR Geoff McLarney geoff@hardlines.ca

ACCOUNT MANAGER Shannon MacLeod shannon@hardlines.ca

MANAGING EDITOR Rob Gerlsbeck rob@hardlines.ca

CLIENT SERVICES MANAGER Jill MacLeod jillian@hardlines.ca

ACCOUNTING accounting@hardlines.ca

ART DIRECTOR Shawn Samson TwoCreative.ca

FOUNDER AND EDITOR-AT-LARGE Michael McLarney mike@hardlines.ca SUBSCRIBER SERVICES ★ FREE TO HOME IMPROVEMENT DEALERS ★ To subscribe, renew your subscription, or change your address or contact information, please contact our Circulation Department at 866-764-0227; hhiq@mysubscription.ca.

Hardlines Home Improvement Quarterly is published four times a year by Hardlines Inc., 2060 Lakeshore Road, Suite 702, Burlington, ON L7R 0G2. $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.) Canadian Publications Mail Agreement # 42175020 POSTMASTER: Send address changes to Hardlines Home Improvement Quarterly, PO Box 430 Stn Main, Alliston, ON L9R 1V6. All editorial contents copyrighted 2026 by Hardlines Inc. No content may be reproduced without prior permission of the publisher.

NUMBER ONE IN THE HOME IMPROVEMENT

INDUSTRY. ONLINE AND PRINT.

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

Government fund

ONSUMER CONSUMER PRODUCTS INSTITUTE OF PRODUCTS INSTITUTE OFCANADA CANADA

ts reality. Real retail Under the Ontari future of Canada’s commercial leaders is built here. ns,The real commercial recoverisup to 83% ture of Canada’s commercial leaders built her manage the applic a’s consumer products sector, talented professionals are doing complex, high-stakes commercial wo nfrastructure matchesbrands, the reality of their roles. CPIOC was built to close that distance. plied tothatyour The Canadian consum rised from a slide. AI, omnichannel retai eaders who have run and rising expectation product assortments, The professionals who retailers. IONALS FOR EMPLOYERS build: Strategic judgm Canada's commercial landscape is shifting f a's only role-progressive, credentialing institution Employers recognise development models built to support it. sionals in consumer products sales, marketing, presence • Commerci organizations a structured, assessed pathway d omnichannel retail. This is applied commercial petencies required to or people who want to become undeniably commercial leadership they cannot afford to hire

Canada’s firstcommercial role-progressive commercial credentialing platform ada’s first role-progressive credentialing platform

consumerproductsinstitute.ca consumerp

Across Canada’s consumer products sector, talented professionals are doing complex, high-stakes commercial work without the development infrastructure that matches the reality of their roles. CPIOC was built to close that distance.

FOR PROFESSIONALS

FOR EMPLOYERS

We are Canada's only role-progressive, credentialing institution built for professionals in consumer products sales, marketing, operations, and omnichannel retail. This is applied commercial acceleration for people who want to become undeniably promotable.

Canada's commercial landscape is shifting faster than the development models built to support it. CPIOC gives organizations a structured, assessed pathway to build the commercial leadership they cannot afford to hire from outside.

A ROLE-PROGRESSIVE CREDENTIAL PATHWAY

WHAT YOUR ORGANIZATION GAINS

Phase 1 - Professional Commercial foundations, customer-centric thinking, GTM fundamentals, executive communication. Phase 2 - Advanced Strategic judgment, cross-functional influence, stakeholder alignment, applied GTM execution.

Phase 3 - Expert thinking, financial framing, executive presence, RESSIVEEnterprise CREDENTIAL PATHWAY leadership-level decision-making.

u start leading.

Delivered through weekly live sessions, applied assignments rofessional built on real business priorities, executive mentor circles, and targeted coaching checkpoints. l foundations, customer-centric thinking, GTM als, executive communication. WHAT MAKES THIS DIFFERENT

dvancedBuilt for Canadian consumer products reality. Real retail dynamics, real customer expectations, real commercial dgment,pressure. cross-functional influence, stakeholder applied GTM execution. Application-first. Frameworks are applied to your brands,

Faster succession readiness Applied, assessed development produces promotion-ready internal candidates earlier, with clear readiness signals that HR and leadership can rely on. Reduced turnover cost

A professional with a credentialled development path inside your organization is less likely to seek it elsewhere. Replacing a mid-level commercial hire costs 50–100% of annual salary. WHAT YOUR ORGANIZATION GAINS

CPIOC is the anti-o Faster succession readiness capability intoproduces levep Applied, assessed development internal candidates earlier, with clear readine

Measurable development ROI.

Every sponsored professional completes independently assessed capstone work. Development spend becomes a documented, defensible outcome.

HR andfunding leadership Government access can rely on.

Under the Ontario Job Grant, qualifying employers can Reduced cost costs. CPIOC will recover up to 83%turnover of eligible programme manage the application on your behalf.

A professional with a credentialled devel REDENTIAL LEVELS | ONE STACKABLE PATHWAY inside your organization is less likely to seek customers, and categories, not memorised from a slide.

xpert Facilitators who have done the job. Leaders who have run accounts, built brands, built product assortments, thinking,national financial framing, executive presence, and negotiated with and for Canadian retailers. level decision-making.

The Canadian consumer products industry is shifting fast with AI, omnichannel retail, a margin pressure, commercial supply chain volatility, Replacing mid-level hire cost and rising expectations from retailers.

annual salary. nt · Brand Management · Product Management · Marketing Co Measurable development ROI. Management · Category Management · Retail Marketing ugh weekly live sessions, applied assignments

A credential that signals readiness. Employers recognise each level because it reflects the competencies required to lead. usiness priorities, executive mentor circles, and

ing checkpoints. You stop waiting for permission. You start leading.

everage™

The professionals who win the next decade will be the ones who build: Strategic judgment • Analytical thinking • Leadership presence • Commercial fluency • Adaptability and influence

sponsored professional completes i CPIOCEvery is the anti-obsolescence engine that turns your assessed capstone work. Development spen capability into leverage, and all stakeholders benefit. documented, defensible outcome.

THIS DIFFERENT NINE COMMERCIAL DISCIPLINES | THREE CREDENTIAL LEVELS | ONE STACKABLE PATHWAY Government funding access

| No one promotes potential. They p

Business Development · Account Management · Brand Management · Product Management · Marketing Communications · Sales & Marketing Ops ·

Customer Relations, Service, and Experience Management · Category Management · RetailUnder Marketingthe Ontario Job Grant, qualifying em anadian consumer products reality. Real retail real customer expectations, real commercial recover up to 83% of eligible programme cos | No one promotes potential. They promote impact. on your behalf. Where Learning Turns Into Leverage™ manage the application Canada’s first | 2026 -first.consumerproductsinstitute.ca Frameworks are applied to your brands, The Canadian consumer products industry is sh and categories, not memorised from a slide.

CONTENTS

V OL UME 16, NO. 3

THIRD QUARTER / 2026

EXCLUSIVE

CANADA’S TOP 20 HOME IMPROVEMENT RETAILERS A report on the activities of the leading banners during the past year THE LIST

DEPARTMENTS EDITOR’S MESSAGE

11 Tracking the industry’s next moves

PRODUCT SPOTLIGHT

22 What’s new in adhesives and sealants

of recent signings, 44 Description programs, and executive changes

80 See what’s in our

THE BANNER MAP

82 The power of a gesture

Hardlines’ famous flowchart showing the linkage between buying groups

AD INDEX

next issue ENDCAP

THE DATA

anking industry revenue, store 68 Rcounts, and benchmarks

www.hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

CONTENTS

NEWSROUNDUP

PAGE 12

Princess Auto’s newest flagship store is a showcase for innovation—and it’s big

BMR’s new CEO steps into the role

To Windsor Plywood, human capital is key, says CEO

CREDIT MANAGEMENT

THE NEW RULES OF CREDIT dealers can learn from 24 Wthehatindustry’s front-line risk managers

HAMILTON BUILDERS’ SUPPLY

HARDSCAPES AS A PROFIT ENGINE

ow Hamilton Builders’ 34 HSupply built a category

around expertise, inventory discipline, and long-term relationships

RONA leans on Shop in Shop offerings

ABSDA EXPO honours Atlantic Canada’s best and brightest

Home Depot announces delay in Fort McMurray, Alberta, opening until next year

PRO CORNER

TIMBER MART contractor show draws hundreds of pros

LBMAO THE LUMBER AND BUILDING MATERIALS ASSOCIATION OF ONTARIO

LBMAO reprises Buying Show after 16 years

www.hardlines.ca

HOW DEALERS EXCEL AT TECH Sidhu, Pacific 72 Sukhi West Systems Supply,

and Brent Burrows, CBS Bahamas, are taking tech to the next level

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

“

There’s never a day that goes by that we don’t have the resources that we need.

Amanda Fancy Store Owner Bridgewater, NS

”

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.

Scan to learn more

EDITOR’S ME S S AGE

REBECCA DUMAIS, EDITOR

INDUSTRY BENCHMARKS

As Canada’s home improvement market evolves, our annual Top 20 reveals who’s growing, who’s investing, and where the industry is headed.

very issue of Hardlines Home Improvement Quarterly is designed to help dealers navigate change. This quarter, one theme stands out: the businesses that continue to invest, adapt and think long term are positioning themselves for success, regardless of today’s market conditions. Our annual Top 20 Home Improvement Retailers feature is the centrepiece of this issue. Drawn from our annual Retail Report (aka the Big Kahuna), it’s more than a ranking. It’s the industry’s most comprehensive snapshot of Canada’s home improvement retail landscape, tracking the companies, buying groups and trends that continue to reshape the market. While overall growth remains modest, this year’s report reveals an industry still finding opportunities through investment, acquisitions and strategic expansion. Elsewhere in this issue, we visit Hamilton Builders’ Supply to see how one independent dealer continues to

www.hardlines.ca

thrive by staying true to its customers and community. We also explore how dealers are getting more value from their ERP systems. Once viewed simply as business software, today’s platforms are becoming powerful tools for improving efficiency, inventory management and decision-making. Our feature on credit management examines another essential part of running a healthy business. Strong credit practices can strengthen cash flow, reduce risk and support long-term growth. Finally, don’t miss our annual Outdoor Living Supplement, featuring the latest products, merchandising ideas and trends across one of the industry’s most important seasonal categories. Thank you, as always, for reading HHIQ. We hope this issue provides valuable insights, practical ideas and fresh perspectives for the months ahead.

“

The businesses that continue to invest, adapt and think long term are positioning themselves for success, regardless of today’s market conditions.

rebecca@hardlines.ca

Hardlines Home Improvement Quarterly

”

THIRD QUARTER / 2026

NEWSROUNDUP OF THE HOME IMPROVEMENT INDUS TRY

Visit Hardlines.ca for breaking news in the Home Improvement Industry

PRINCESS AUTO’S NEWEST FLAGSHIP STORE IS SHOWCASE FOR INNOVATION—AND IT’S BIG

The new Princess Auto flagship store in Winnipeg serves as the launchpad for Princess Auto’s evolved retail model, which focuses on creating an experiential environment that brings people together.

rincess Auto has opened a new flagship store in its hometown of Winnipeg. The site is across the street from the company’s corporate office. And its 100,000-square-foot size makes it three times larger than the average Princess Auto store, and at least twice as large as its more recently opened outlets. The hardware and automotive retailer calls the prototype “the first of its kind.” It marks “a significant evolution in the company’s national retail strategy and a major investment in experiential, community-driven retail.” The location serves as the launchpad for Princess Auto’s evolved

THIRD QUARTER / 2026

retail model, which focuses on creating an experiential environment that brings people together. The store offers a range of unique features, including an expanded assortment of products in recreation, hardware, electrical, and plumbing; after-hours support for emergency and time-sensitive trades work; and a new in-store workspace called “The Shop,” where customers can test equipment, showcase their projects, and use the space as an auxiliary workshop. “This flagship allows us to re-imagine what a Princess Auto store can be,” said Ken Larson, company president and CEO.

Hardlines Home Improvement Quarterly

“What we are building in Winnipeg is rooted in this community, but also part of a broader vision for the company. The learnings and successes from this model will help us bring the best of this experience to other markets across Canada.” The privately held retailer began as an auto-wrecking business in Winnipeg in 1933. In 1942, it was sold to Harvey Tallman, who expanded into auto parts and army surplus products, later adding tools and equipment. Today, it’s run by third-generation owners Matthew Tallman and Marc Tallman. The new prototype is the chain’s 59th store. www.hardlines.ca

KNOWLEDGE IS POWER. Stay in the know every single week with HARDLINES. Subscribe online at Hardlines.ca

BRIEFLY

BMR’S NEW CEO STEPS INTO THE ROLE

harles Grégoire-Béliveau is the new CEO of BMR. He succeeds Alexandre Lefebvre, who had previously announced that he was stepping down from the top job as part of a planned transition. An MBA grad of the Université du Québec à Montréal, Grégoire-Béliveau joined BMR in 2016 as director of purchasing for corporate stores. In that role, he merged the buying group’s purchasing, distribution, and corporate teams. He was subsequently appointed to several senior marketing roles before being named senior vice-president of sales and partner relations in March 2025. During his time with the company, he launched BMR’s import operations in Asia. As chief executive, Grégoire-Béliveau said he intends to “build on the work accomplished in recent years and make

INDUSTRY RETAILERS GARNER RECOGNITION

my mark, in close collaboration with our teams and dealers to further BMR’s growth for the benefit of our customers.” He chairs the board of directors of Éco-Peinture, which regulates and manages paint recycling in Quebec, and sits on the board of the Independent Lumber Dealers Co-operative (ILDC), of which BMR is a member. BMR is part of Montreal-based Sollio Cooperative Group. In appointing Grégoire-Béliveau, Sollio CEO Pascal Houle said that “Charles knows BMR, our network, our operations, and the realities of our industry very well. His leadership, ability to rally people, and understanding of strategic issues make him the right person to lead BMR into the next phase of its growth in keeping with our values and co-operative model.”

Deloitte Canada has named its roster of Canada’s Best Managed Companies for 2026. Among the retailers in our industry were Home Hardware Stores Ltd., Lee Valley Tools, Patrick Morin, and BMR member Avantis Coopérative.

BMR ADDS STORE A grand opening was held recently for BMR Express Notre-Dame-de-la-Salette, in the Buckingham neighbourhood of Gatineau, Que. The location, the second acquisition by the Émile Charette & Fils team, specializes in Agrizone products. BMR has also added Welbeck Sawmill Ltd. in Durham, Ont., owned by the Kieswetter family; and a new store by BMR Rénovex in Saint-Annedes-Monts, in Quebec’s Gaspésie region, while Northumberland Cooperative Ltd. in Miramichi, N.B, has also joined BMR.

TIMBER MART MEMBER NAMED BUSINESS OF THE YEAR TIMBER MART member Ritchie’s Flooring, with multiple locations in Atlantic Canada, was named Canadian Business of the Year at the 17th annual Cedar & Maple Gala. The event was presented by the LebaneseCanadian business community in Halifax.

KENT HOLDS GRAND REOPENING IN NOVA SCOTIA Kent Building Supplies held a grand reopening of its Amherst, N.S., store in May. The location has undergone major upgrades and will now offer an appliance showroom, a new kitchen department, and an expanded selection across the store. Charles Grégoire-Béliveau is the new CEO of BMR. www.hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

NEWSROUNDUP

TO WINDSOR PLYWOOD, HUMAN CAPITAL IS KEY, SAYS CEO

rchie Campbell is on a mission to renew the 57-year-old Windsor Plywood chain after being appointed its CEO in December 2024. Campbell’s goals include adding more technology and attracting more young people to work at the chain. Campbell knows this industry is facing succession challenges. Therefore, he is keen to infuse Windsor Plywood with forward-thinking talent. The retailer has 56 stores in Canada: 29 in B.C., 18 in Alberta, four each in Saskatchewan and Manitoba, and one store in Northwestern Ontario (Thunder Bay). It also has four stores in Washington state. It is the largest member of the Delroc buying group. The group’s franchise model is distinctive in this industry, a distinction he says, which helps the company stand out. “Windsor Plywood is all about quality. It’s about finding the things you can’t find in your general stores like RONA or Home Depot. We try to stick to what we’re good at. And we don’t try to be all things to all people—because that won’t work right now.”

As for the technology revamp, Campbell told Hardlines that he wants to look at what his chain does from a marketing perspective. “It isn’t like Covid anymore, where you could just stand behind the counter and the customers would come,” he said. “You have to go get customers. You have to visit jobsites. You have to give consumers a reason to come to the store. We are wonderful at closing people but you have to get them in the store before you can close them.” As far as refreshing the chain and getting new people in, Campbell said, “Not everybody has done a good job at figuring out succession planning. And we need to do a better job of that. Or we’re going to wake up in five to 10 years and we won’t have anybody to run our stores.” “We’re very much constrained by human capital. So I want to make Windsor more attractive for people to come and join us for a career,” said Campbell, who served as president and COO of Coast Appliances before joining Windsor Plywood. “If you are an entrepreneur of the future, and you want to find a way of getting into owning a franchise, we want to offer that for you. Because that’s what Randall did.” (Randall Jones, the founder of Windsor Plywood, died in 2023.) “He found good people and he found a way to turn them into business owners. And I want to continue that.” Windsor Plywood CEO Archie Campbell’s goals include adding more technology and attracting more young people to work at the chain.

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

BRIEFLY

CASTLE ADDS QUEBEC MEMBER Castle Building Centres Group Ltd. has announced the addition of Aluminium Émile Forest in Joliette, Que., as its latest member. Established in 1970, the business is now owned by Michael Jetté and Patrice Malo.

AD ENJOYS SOLID FIRST QUARTER Affiliated Distributors says member sales through the first three months of 2026 increased 16 percent to nearly US$28 billion across the group’s divisions and countries. Same-store sales of existing AD members rose by 10 percent. Its AD Building Supplies – Canada division has also announced its newest member: ProBuild Supply Center in Huntsville, Ont. The owner is Randy Blain.

PEAVEY MART IS BACK WITH NEW STORES The Peavey Mart brand has been rebooted and so far, seven stores have opened. Two are in Saskatchewan (Yorkton and Assiniboia). In Red Deer, Alta., a store opened in the chain’s home city. Official grand openings were also held in Camrose, Lacombe, Westlock, and Spruce Grove, Alta.

SUPPLY CHAIN VP NAMED AT CASTLE Gonzalo Abarca has been named vicepresident of supply chain at Castle Building Centres Group. Castle has also appointed Doug Keeling as vice-president of business development and marketing. He was most recently Castle’s director of business development.

www.hardlines.ca

When we say we know where it is, we know. At Taiga, it starts with one simple scan. From there, our integrated technologies ensure Taiga customers get certainty with every product, at all times. We are leaders in distribution innovation and customer service, getting you what you want, when you need it — every time.

Explore our products at taigabuilding.com

NEWSROUNDUP

RONA LEANS ON SHOP IN SHOP OFFERINGS

BRIEFLY

HOME HARDWARE PARTNERS WITH TRAVEL INFLUENCERS Travel influencers Keith O’Halloran and Dev Labrie have partnered with Home Hardware Stores Ltd. as “Canada’s Ultimate Road Trippers.” The winning duo was chosen from hundreds of applicants from across the country for the chance to travel coast-to-coast “to discover Canada’s hidden gems, hometown heroes, and the locally owned Home stores that help build it all.” Their cross-country journey ended July 2 in St. John’s.

RONA now has Scotts Shop in Shops up and running in about 120 of its corporate stores

ONA has been hard at work differentiating its offering by adding a variety of store-within-a-store concepts, selling everything from auto parts to gardening supplies. A growing number of RONA+ stores in Ontario, mostly concentrated in the Golden Horseshoe region, now have AutoShack Shop in Shops. The concept was first announced in March 2026, following a pilot project, and made its debut in East Gwillimbury, Ont. The Shop in Shops are staffed by AutoShack employees and offer a selection of its most popular products. On the garden front, RONA now has Scotts Shop in Shops up and running in about 120 of its corporate stores across all regions. Affiliate dealers in Quebec, Ontario, and British Columbia are also slated to adopt the program. At the same time, the retailer is pulling back on another concept. In early 2024, it announced designated spaces in three of its stores for Quebecbased home furnishing and décor company, Bouclair. RONA has since pivoted away from the self-contained Bouclair format.

THIRD QUARTER / 2026

“We’ve recently adjusted our décor offering, which includes reducing the Bouclair brand in our store,” a RONA spokesperson told Hardlines. “Bouclair has been integrated into our décor department.” But the retailer continues to explore new categories for the store-within-astore concept. One is a new Moen Shop in Shop. Another is RONAPro by Dulux/Sico shops, which is being rolled out in most RONA stores. The exclusive paint line was developed in partnership with Canadian Industries Limited (CIL) specifically to meet contractors’ needs. And most recently, the company has announced yet another niche offering: tool rentals at its RONA+ Golden Mile store in Toronto’s east end. For this, the retailer has partnered with OnSite Rentals, a Torontobased equipment rental company. Customers can now rent commercial tools such as augers, jackhammers, floor refinishing tools, and concrete saws, as well as large equipment like tractor loaders, backhoes, and dump trailers. The new service is being rolled out in selected RONA stores throughout the year.

Hardlines Home Improvement Quarterly

HOME HARDWARE TRUCK FLEET EARNS TOP ACCOLADES Home Hardware Stores Ltd. has been named a Top Fleet Employer by Trucking HR Canada, a workforce strategy nonprofit for the trucking and logistics sector. “Our people behind the wheel and the teams supporting them are the backbone of our operations,” said Peter Ferreira, VP of distribution and transportation for Home Hardware.

RONA ADDS TO ITS AFFILIATE RANKS RONA Lumby in Lumby, B.C., has held a grand opening after rejoining the RONA network. Co-owners Wade Tearne and Alex Day brought the store back to RONA’s family of affiliates after a period under the Ace banner. J.R. Roy inc., based in Quebec’s Bellechasse-Etchemin region, with building centres in Lac-Etchemin and Saint-Léon-de-Standon, has also joined, while Matériaux Pont-Masson was to acquire three more locations, for a total of 12 stores.

www.hardlines.ca

DRYWALL SCREWS

FOR PROFESSIONAL USE

Professional drywallers using high-speed specialized drivers, require screws with impeccable quality control. That’s what PRO DRIVE delivers: consistent grip, a sharp point, and quality that rivals the best professional-grade screws on the market.

THE PROS’ CHOICE FOLLOW US ON

A Brand of Richelieu Hardware Ltd. J4G 1R8 reliablefasteners.com

1 800 361-3598

commandereliable@richelieu.com

NEWSROUNDUP

ABSDA EXPO HONOURS ATLANTIC CANADA’S BEST AND BRIGHTEST

he Atlantic Building Supply Dealers Association (ABSDA) held its annual expo and gala earlier this year at the Halifax Convention Centre. Nearly 200 exhibitors on the trade show floor represented a sell-out of exhibit space. The gala dinner on March 25 honoured the people who make Atlantic Canada special in this industry. Two Home Hardware Building Centres in Newfoundland and Labrador took home significant prizes. Bennett’s Home Hardware Building Centre was named Retailer of the Year. This store in fast-growing Goulds, a rural section of St. John’s, was named the Atlantic regional winner of the Proud of My Home awards last fall, a competition run by Home Hardware. Pike’s Home Hardware Building Centre of Happy Valley-Goose Bay won the Young Leader of the Year award for store manager Rebecca Pike. She has worked at the store for six years, becoming social media manager along the way, before getting the top job.

HOME DEPOT ANNOUNCES DELAY IN FORT McMURRAY, ALBERTA, OPENING UNTIL NEXT YEAR The Home Depot Canada is in the process of constructing its newest store, but the project has been delayed. The location, which will be the giant retailer’s 183rd, is in Fort McMurray, Alta., and was originally scheduled to open this past spring. However, the opening has been pushed back a year. “With construction progressing steadily,

THIRD QUARTER / 2026

Two Home Hardware Building Centres in Newfoundland and Labrador received significant awards from the ABSDA’s annual expo. The Industry Achievement Award went to John Bauld, an account manager for Nova Scotia with CanWel Building Materials (Doman Building Materials) for 23 years. The Dalhousie University graduate was given the award, the ABSDA said, because his “dedication, professionalism, and relationships have helped shape our community for decades.” Peter Korecki was awarded the ABSDA Lifetime Member Award. Korecki was president of Halifax-area chain Pierceys

from 1988 to 2010, when it was bought by RONA. Now, Korecki is regional director of merchandising and commercial contractors for the Montreal-based retailer. He has spent 16 years with RONA and is a former chair of the ABSDA. Finally, Brett Mckinnon, regional sales manager for Westman Steel, was awarded Salesperson of the Year. He joined the company three years ago. Mckinnon has an MBA from Jacksonville University in Florida.

we have encountered some delays, as is common with large-scale retail developments,” the company told Hardlines. “As such, we have updated our anticipated opening to the spring of 2027.” The construction site is on Quarry Ridge Drive in the southern part of Fort McMurray. When it opens, the 80,000-square-foot store will become the northernmost Home Depot in Canada. Canada has not seen a new Home Depot store in more than a decade. It last had a board-cutting ceremony in the Great White North in April 2015, at its Vaughan, Ont., store. Since then, Home Depot has put the onus for

growth in Canada on its existing sites and online business. That hiatus on new store openings has not occurred south of the border. Home Depot built 11 new stores in the U.S. last year and intends to open a total of 12 in 2026. This is a quickening of the pace from the average of 7.5 new stores a year south of the border in the past decade. The company currently has more than 2,360 locations, including 142 in Mexico. This year’s new openings in the U.S. will add 1.6 million square feet of retail space to Home Depot’s holdings, across eight states, mostly in the Southwest and Florida.

Hardlines Home Improvement Quarterly

www.hardlines.ca

Being a dealer owner with

Discover the RONA difference

Al Tsuchiya and Michael Trentalance Dealer Owners, RONA Walnut Grove Langley, since 2023

RONAdealer.ca

were looking to partner with a « We company that had a strong brand

awareness, good stock availabilities and support. RONA gave us all that and more.

becomeRONA@rona.ca

» RONA, proud partner of

NEWSROUNDUP

TIMBER MART CONTRACTOR SHOW DRAWS HUNDREDS OF PROS

ore than 300 contractors, dealers, and vendors gathered in Peterborough, Ont., in March for TIMBER MART’s annual Contractor Show. The one-day event focused on product access, pricing, and strengthening dealer-contractor ties. Held at the Peterborough Memorial Centre, the event was designed for building and renovation professionals, with an emphasis on hands-on product exposure and business-building opportunities. The activities brought together contractors, dealers, and vendors in a non-transactional setting, reflecting TIMBER MART’s broader focus on community engagement. The show floor featured live demonstrations from building-material manufacturers, along with new product showcases aimed at improving jobsite efficiency.

Attendees also had access to exclusive contractor pricing available only during the event, as well as networking opportunities with local dealers and vendors. “Contractors are at the heart of our industry, and this show is built entirely around meeting their needs,” said Bernie Owens, president and CEO of TIMBER MART. “From product innovation to hands-on learning to stronger connections with local dealers, this event ensures contractors have the tools, insights, and support they need to stay competitive.” For dealers, the format offered a direct way to engage core pro customers, showcase new products, and reinforce local relationships, which is important, as competition for contractor loyalty remains strong. The event also included a charitable initiative tied to the Timberkids Charitable

Foundation. In partnership with Big Brothers Big Sisters of Peterborough, participants assembled 150 kits with items such as granola bars and jump ropes for children in the community.

LBMAO REPRISES BUYING SHOW AFTER 16 YEARS

“I think we had a really good turnout from our dealers,” said Kelvin Johnston (shown, far left), Castle Building Centres Group’s senior buyer for commodity lumber and panels. “It’s the first year back after a decade and a half. And I think the vendor support will grow even more next year. I think it was really well done.” Paul Tagarelli, president of Auto-Stak, first went to an LBMAO Show more than 35 years ago. It was then held in the fall. He emphasized the importance of maintaining a show presence in Ontario. “It’s the biggest market, so we’ve got to be here and support it.” Tagarelli acknowledged there is a more cautious environment for higher-ticket products at shows like this. It’s simply part of the business mix, he said. “It’s a different dynamic depending on what you sell. Customers are a bit more careful, but that’s expected.”

Gonzalo Rengifo-Iparraguirre is Castle’s buyer for millwork, flooring, paint, and seasonal. He said he was excited about the number of leads he got for new suppliers. “I have a list of 20 new vendors here,” he enthused, waving a piece of paper. “To generate this many new leads from the office would have taken months.”

The first LBMAO Buying Show in 16 years took place at the Toronto Congress Centre in April. Show-goers interviewed by Hardlines described the traffic as solid rather than overwhelming. As a medium-sized trade show, it was perfect, they said, for meaningful discussions between vendors and dealers. All the major retail banners supported the show with their own booths, including BMR, Castle, Home Hardware, RONA, Sexton Group, and TIMBER MART. Many well-known suppliers were on display. But in the absence of some of the bigger brands, including major power tool companies, dealers and buyers had a chance to meet some fresh companies.

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

From left to right: Dave Dyck, owner of Kingdon TIMBER MART, Bruce Peck, national merchandising manager, TIMBER MART, Shawn Ettinger, senior national procurement manager, TIMBER MART

www.hardlines.ca

DIAMOND BLADES FOR CONCRETE CUTTING

EXTREME

DURABILITY & LONGER LIFE in Concrete Cutting Applications

SUPERIOR SPEED-EDGE SLOT DESIGNS, COMBINED WITH ULTRA-DURABLE DISC MATERIALS, DELIVER

30%

UP TO

FASTER CUTS

LONGER LIFE

AVAILABLE IN:

4", 4-1/2", 5", 6", 7", 9", 10", 12", 14"

VS. STD DIAMOND BLADES

DiabloTools.com DiabloTools.com

@DiabloTools

Customer Service 1.800.263.7016

@DiabloTools

@Diablo_Tools

canadasupport@diablotools.com

@DiabloTools

Adhesives + Sealants SPOTLIGHT

DuPont Building Envelope Tape DuPont Building Envelope Tape helps create a durable, weather-resistant seal that protects building envelopes from air and moisture intrusion. Its UV-treated polypropylene backing and high-performance acrylic adhesive provide strong, long-lasting adhesion, while the pliable construction conforms easily to seams and joints, even in temperatures as low as -9°C. Designed for professional installation, it offers excellent tack, impact resistance, and reliable performance as part of a complete building envelope system. www.dupont.com

Great Stuff Wide Spray Great Stuff Wide Spray is a one-component foam that quickly air-seals seams and joints and insulates large gaps and irregular surfaces up to six inches wide. Its weather-resistant formula is specially designed to adhere to both vertical and horizontal surfaces without sagging, making it ideal for challenging applications where traditional spray foam may not be suitable. Each kit includes two 18-oz cans and four specialized nozzles, covering up to 60 linear feet—ideal for large gaps and hard-to-reach areas. www.dupont.com

DAP Construction Adhesive 4000 Subfloor DAP Construction Adhesive 4000 Subfloor is a premium grade construction adhesive specifically formulated for subfloor and deck installation. This VOC compliant adhesive prevents floor squeaks and improves the structural performance of floor assembly when used properly. DAP Construction Adhesive 4000 Subfloor is an easy to gun adhesive that delivers a strong, durable bond. www.dap.com

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

www.hardlines.ca

GAF StormGuard GAF StormGuard is a self-adhering leak barrier that protects key roof areas from water intrusion. It selfseals around fasteners, handles high heat, and works with shingles and metal roofs. StormGuard’s blue surface improves traction and stays cooler than black underlayments, while channels help shed moisture, and fibreglass reinforcement adds strength. www.taigabuilding.com

LePage PL Subfloor Adhesive Foam LePage PL Subfloor Adhesive Foam is a high strength, polyurethane-based adhesive designed for subfloor applications to reduce floor squeaks. It applies as a collapsing gel foam that slowly expands to fill gaps, providing a faster application versus traditional adhesives. PL Subfloor is ideal for bonding subfloors to joists—even on wet, frozen, or dry surfaces—delivering a superior hold. www.henkel.com

LePage PL Drywall Adhesive Foam LePage PL Drywall Adhesive Foam is a high strength, polyurethane-based adhesive formulated for use in drywall installations. It applies as a foam utilizing a non-sag and non-drip formulation. Helps reduce the quantity of mechanical fasteners required and supports proper air sealing while providing a faster application versus traditional adhesives and a superior hold. www.henkel.com

DAP Construction Adhesive Max Strength Tackle heavy-duty jobs with ease using Construction Adhesive Max Strength. This high-performance hybrid adhesive provides 5X faster bond strength compared to traditional polyurethane adhesives, making it ideal for challenging applications. Its superior adhesion capabilities bond a variety of materials, including wet surfaces, PVC, glass, and metal, offering a reliable, waterproof seal. Designed for both interior and exterior use, Max Strength is easy to apply, even in extreme temperatures, ensuring fast and durable results. www.dap.com

www.hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

CREDIT MANAGEMENT

F LE

BY REBECCA DUMAIS

THE NEW RULES OF

CREDIT What dealers can learn from the industry’s front-line risk managers

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

www.hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

CREDIT MANAGEMENT

F LE

or independent dealers, extending credit has always involved a careful balancing act. Contractors need materials before they get paid. Builders need inventory before projects close. Renovators often face delayed draws, shifting schedules and unexpected expenses that place pressure on cash flow. Dealer credit helps keep projects moving, relationships intact, and sales flowing. Yet every credit decision carries risk. That reality is drawing renewed attention amid economic uncertainty in the Canadian business landscape. According to a Reuters report published in May, lenders are paying close attention to credit quality as Canada’s major banks increase provisions for potential loan losses while monitoring rising insolvency activity nationwide. For dealers, the question becomes important: How do you support customer growth while protecting your own business? The answer, according to several industry leaders, goes well beyond reviewing financial statements and collecting overdue invoices. Effective credit management depends on communication, discipline,

“

member dealers, it occupies a unique position within the industry. Suppliers invoice Castle, Castle invoices members, and the buying group manages a significant accounts receivable portfolio. “We have a very large portfolio of accounts receivable that we have to risk maintain,”

The difference between a good year and a bad year is that they had one big account that they were unable to collect on. — Scott Kaluzny, Castle Building Centres Group

documentation and the ability to recognize warning signs before they become serious problems.

DEALERS ARE BECOMING LENDERS

Few organizations understand this reality better than Castle Building Centres Group. Because Castle negotiates supplier relationships on behalf of independently owned

THIRD QUARTER / 2026

”

says Scott Kaluzny, vice-president, finance, Castle Building Centres Group Ltd. “To be a Castle member, we require that you have at least 80 percent of your purchasing through the Castle buying group.” In some respects, Castle is its dealers’ number one creditor. That perspective gives Castle a broad view of how credit risk develops across the home improvement industry. For Kaluzny, one

Hardlines Home Improvement Quarterly

Scott Kaluzny, vice-president, finance, Castle Building Centres Group Ltd.

of the most common challenges emerges when businesses move beyond their normal operating boundaries. “Bidding for larger construction jobs with smaller margins” or pursuing projects outside a dealer’s traditional market can create cash-flow pressures that eventually affect payment performance. Growth itself isn’t dangerous. However, growth without adequate planning can be. A contractor lands a major project. Purchasing volumes increase. Inventory requirements grow. Payment schedules stretch. Cash becomes tighter. Suddenly, pressure begins moving through the supply chain. The challenge for dealers is recognizing those situations early.

COMMUNICATION REVEALS MORE THAN A BALANCE SHEET

One theme surfaced repeatedly throughout interviews for this article. Communication www.hardlines.ca

A TIMBER MART Dealer Serving Saskatchewan Since 1968 For nearly six decades, Security Building Supplies has been built on a simple belief: relationships matter. Since opening its doors in 1968, the family-owned Saskatchewan business has grown from a small local building supply store into a leading provincial supplier, serving homeowners, builders, designers, and contractors with the personalized service of a traditional local building centre. “We know our customers by name, understand their goals, and take pride in providing solutions tailored to their unique needs,” says Mike Laberge, Manager of Security Building Supplies, Regina. As the business has grown, its partnership with TIMBER MART has helped strengthen that foundation. “TIMBER MART has been a solid partner in our growth, providing the buying power, programs, and support that allow us to remain competitive while continuing to serve our customers the way we always have,” says Laberge. “Their partnership has strengthened our business without changing who we are.” Security Building Supplies perfectly embodies what it means to be a TIMBER MART Dealer: Independently Powered. Collectively Strong.

Reach out to our Regional Directors to join TIMBER MART.

British Columbia - Doug Smith Regional Director of Member Services doug.smith@timbrmart.com • 236-501-6864

Southern Ontario - Ian Cook Regional Director of Member Services ian.cook@timbrmart.com • 416-705-1860

Prairies - Joel Kakoske Regional Director of Member Services joel.kakoske@timbrmart.com • 204-599-2817

Atlantic - Kevin Guest Regional Director of Member Services kevin.guest@timbrmart.com • 782-641-2018

Northern Ontario - Milynn Dure Regional Director of Member Services milynn.dure@timbrmart.com • 249-377-4414

Quebec - Jean-François Caron Regional Director of Member Services jean-francois.caron@timbrmart.com • 514-292-2729

LEARN MORE AT: timbermartmember.ca

CREDIT MANAGEMENT matters. Often, it matters more than the payment itself. Kaluzny says Castle closely monitors payment behaviour and unusual purchasing patterns. When a member who typically pays on time suddenly falls behind, the first step is a conversation. “If we have a plausible explanation,” he says, “that makes sense.” A supplier dispute, delayed funding or project-related challenge may explain the issue. The key is understanding why the payment is late. Castle’s credit team regularly reviews accounts receivable reports and watches for unusual purchasing behaviour that may signal emerging concerns. “Key in our risk mitigation is just maintaining the relationship between the head office and the members,” Kaluzny says. Similar observations emerged in a previous Pro Dealer interview with Brent Perry, president of Alf Curtis Home Improvements, and Lorelei Humphries, the company’s credit manager. Drawing on their experience managing thousands of contractor accounts across three southern Ontario locations, both stressed that communication often reveals more than a balance sheet.

F LE “We don’t mind working with our customers,” Perry told Pro Dealer. “If their business is set up to pay every 60 days, we’ll build something into our pricing to offset our interest. It’s when they don’t communicate. When they don’t let you know what’s going on or even pick up the phone when you call. That’s when you know.” Mitch Wile, president of BRT Leadership

“

know what’s going on with me to trust me when I tell you.” In many cases, transparency earns flexibility. Silence creates concern.

THE RIGHT TOOLS MATTER

Strong relationships are important, and strong systems are equally important. In an earlier Pro Dealer interview, Humphries described

If you’re running your whole business off your line of credit and you’ve got to have it to run it, you’re in trouble to begin with. —Mitch Wile, president, BRT Leadership

and a longtime dealer executive, has seen the same pattern throughout his career. “I called a couple of suppliers in my past and said, ‘Hey, my payment’s going to be a week late,’” he says. “Every one of them have said to me, they’ve never got a call from another person ever to tell them they’re going to be late.” For Wile, those conversations create trust. “We’re partners in this, and you have to

”

how technology helps maintain discipline in Alf Curtis’ credit management process. “Our program provides me with daily account reports,” she said. “It will notify me immediately if someone goes over their limit and will tell me which of our employees has authorized the overage.” Before extending credit, Alf Curtis requires a credit application, references, a positive Equifax assessment and a signed personal guarantee. Perry considers the personal guarantee one of the most important documents in the process. “A personal guarantee is going to give you a lot of safety in court situations,” he said. “But it is important the document be signed by a company officer.” Alf Curtis also maintains a six-month probationary period for new accounts and requires updated agreements whenever credit limits are increased. “We’ll work with our partners to help them grow their businesses,” Perry said. “However, in a situation where you have to seek legal intervention, updated documents

Mitch Wile, president of BRT Leadership and a longtime dealer executive

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

www.hardlines.ca

A NEW VIEW OF VINYL: THE GENTEK® WINDOW COLLECTION MORE GLASS. CLEANER LINES. BUILT FOR THE CANADIAN CLIMATE. The Gentek Window Collection brings together the 4000 Series and 3000 Series in a modern high-performance vinyl window system designed for today’s homes—and tomorrow’s expectations. Delivering slimmer sightlines, stronger curb appeal, and energy-smart comfort year-round, it gives builders, contractors, and homeowners more of what matters on both sides of the glass. • Refined, contemporary profiles that

• Energy-smart glass packages and

welcome more natural light indoors

premium finish options, including Armour Guard™ black exterior window coating

• Two frame depths for residential

replacement and new construction

• Adaptable details for different

wall conditions, siding types, and installation approaches

MAKE ONE CLEAR CHOICE THAT COVERS MORE GROUND. gentek.ca

| Make us a part of your home.

Contact your Gentek Sales Rep, nearest retailer, or scan to learn more.

CREDIT MANAGEMENT will make a difference in getting what is actually owed.” Castle follows a similarly disciplined approach. Kaluzny says members submit annual financial statements that are analyzed using key financial ratios. The resulting reports help identify businesses whose financial strength may be weakening. Those insights provide an early warning system that helps Castle address concerns before they become major problems.

F LE To reduce exposure, Castle educates members on credit checks, security measures such as PPSA registrations (Personal Property Security Act), and other tools to help protect receivables. The objective isn’t eliminating risk altogether. It’s understanding risk before extending credit.

exceeding inventory and receivables, risk rises rapidly. As Perry put it: “If my inventory dollar value and my AR account totals are equal to or greater than what I owe the bank, I am good. If I owe more to the bank than what those numbers are, I’m screwed. The bank always wins.”

WHEN GROWTH CREATES RISK

THE HIDDEN COST OF EXTENDING CREDIT

Ironically, growth itself can create credit-management challenges. As sales increase, inventory requirements often increase as well. Receivables grow. Operating costs rise. Exposure expands. Perry highlighted this reality during his Pro Dealer interview. “In times of growth, you will have more inventory and more sitting in your AR accounts,” he said. “With longer wait times for our contractors, late closings, you must be careful about your operating costs.” He follows a simple equation: If inventory and accounts receivable exceed liabilities, the business remains in a healthy position. If liabilities begin

MITCH WILE’S CREDIT FUNDAMENTALS

Credit management isn’t only about collecting money. It is also about understanding the cost of carrying receivables. Perry described a period when Alf Curtis discovered that approximately $220,000 in annual profit had been eroded by credit-card processing fees. After examining the numbers, the company separated its accounts receivable business from its retail payment operations and stopped accepting credit cards on AR accounts. For commodity-based businesses operating on relatively thin margins, even small percentage costs can have a meaningful impact on profitability. The lesson is simple: extending credit has a cost and understanding that cost is essential.

Wile teaches small-business owners to keep credit management simple and disciplined:

WHY INDEPENDENT DEALERS STILL HOLD AN ADVANTAGE

ONE BAD ACCOUNT CAN CHANGE A YEAR

Many successful dealers can point to a single account that transformed a strong year into a difficult one. Kaluzny puts it bluntly: “The difference between a good year and a bad year is that they had one big account that they were unable to collect on.” It may be a contractor that unexpectedly goes out of business, a major project that stalls or an established customer whose circumstances suddenly change. Whatever the cause, the impact can be substantial.

• Use a line of credit as a safety net, not an operating strategy. • Understand your payment terms and repayment obligations. • Know what collateral supports your credit facility. • Review interest-rate provisions carefully. • Maintain communication with lenders and suppliers. • Pay employees, lenders and essential obligations first. • Treat suppliers as partners. “If you’re running your whole business off your line of credit and you’ve got to have it to run it, you’re in trouble to begin with,” Wile says. Instead, he views a line of credit as both protection and opportunity. “It should be able to offer you some sort of a financial safety net but also give you the opportunity to address exciting opportunities that may come your way.”

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

Independent dealers may not have the scale of national chains, but many believe they maintain a significant advantage in credit management: relationships. “We’re more willing to think outside the box,” Kaluzny says. “We’re more willing to find creative solutions that still cover and protect the group as a whole but also feed into the mindset of cultivating growth and development.” Wile agrees. “At the end of the day, it all boils down if you’re going to be dealing with the smaller businesses,” he says. “It’s your relationship that you’ve built with either that client or your own relationship with your supplier.” www.hardlines.ca

Working for our members everyday. Standing behind the independent, the ambitious, and the just getting started. “We had so much to learn in our first year of business and always felt Sexton’s support along the way. The entire team is approachable & willing to help. As a newer business, we have never once felt insignificant. From the President to Sales to Accounting, we know Sexton is just a phone call away and that responsiveness to all members is their biggest commitment. Sexton Group acts as an extension of our own team with a personal investment in our success. We would not be where we are today without the Sexton Group.” Devon and Kelsey Brooks, Brooks Building Supplies

Our Promise to You: We help members succeed through advocacy, competitive programs, and transactional excellence—resolving issues fast, securing regional pricing advantages, and delivering the fastest rebates in the industry. Join Canada’s leading lumber & building supply network. Visit www.sextongroup.com or call 1-800-665-9209. Proudly Canadian since 1985

CREDIT MANAGEMENT

F LE Brent Perry, president of Alf Curtis Home Improvements

That local knowledge often allows independents to understand circumstances faster and respond more effectively than larger organizations operating through rigid third-party systems.

THE INDUSTRY’S QUIET INFORMATION NETWORK

Credit management may seem like a solitary function. But it can be surprisingly collaborative. Dealers talk. Credit managers compare notes. Industry professionals share experiences. Wile recalls regular information-sharing sessions during his time in the Winnipeg market. “We shared credit information all the time,” he says. “Our office managers would meet once every quarter and they would go through who’s paying, who isn’t.”

The objective wasn’t gaining a competitive advantage. It was protecting the broader industry. Kaluzny describes a similar philosophy. “Our competitors, we don’t want anybody to swallow a poison pill.” While confidentiality remains critical, factual information-sharing can help prevent losses that affect multiple businesses. In a close-knit industry, a single failure can affect multiple companies.

FRAUD IS BECOMING MORE SOPHISTICATED

Looking ahead, Kaluzny sees another challenge growing across the industry: fraud. “We are seeing situations where people are going to dealers, they’re posing as a legitimate contractor and getting

“

It’s when they don’t communicate. When they don’t let you know what’s going on or even pick up the phone when you call. That’s when you know.

”

—Brent Perry, Alf Curtis Home Improvements 32

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

inventory sold to them on credit and then they disappear.” The scams are becoming more sophisticated. The impersonations are becoming more convincing. The losses can be substantial. Castle responds by sharing information quickly with members and suppliers whenever a new fraud pattern emerges. The challenge is balancing verification with speed. Additional checks take time, while competitive markets pressure companies to move quickly. Dealers must increasingly determine how much risk they are willing to accept.

BEYOND THE NUMBERS

Credit management is often viewed as an accounting function. Professionals also recognize the importance of relationships, communication, behaviour, and risk before problems appear on a spreadsheet. The strongest credit managers understand financial statements, guarantees, payment terms and ratios. They also understand people. They recognize changing behaviour. They ask questions. They build trust. They know when to offer flexibility and when to draw a line. As Perry, Humphries, Kaluzny and Wile each demonstrated in different ways, healthy credit relationships are rarely built on paperwork alone. They are built on accountability, transparency and communication. In an environment where lenders are watching credit quality more closely, and insolvency concerns remain part of the economic conversation, those skills may be more valuable than ever. Because the best credit managers are not simply collecting money. They are protecting businesses, preserving relationships and helping the industry grow—one conversation at a time. www.hardlines.ca

Promoting the coalition of Paint Dealer & Supplier

DEALER PARTNERSHIP PROGRAM Promouvoir la coalition des distributeurs et fournisseurs de peinture

PROGRAMME DE PARTENART AVEC LES DISTRIBUTEURS

Trevor Maximuk Director of Trade Sales and Corporate Dealer Development Directeur des ventes commerciales et du développement des concessionnaires corporatifs (306) 713-8053

tmaximuk@cloverdalepaint.com

HAMILTON BUILDERS’ SUPPLY

F LE

BY REBECCA DUMAIS

HARDSCAPES AS A PROFIT ENGINE

How Hamilton Builders’ Supply built a category around expertise, inventory discipline, and long-term relationships

or many independent dealers, hardscapes were once viewed as a relatively straightforward seasonal category: stock some patio stone, move product through the spring and summer, then pivot into the next phase of the year. That approach no longer reflects reality. Outdoor living has become one of the most significant opportunities in the home improvement industry, reshaping customer expectations and expanding

THIRD QUARTER / 2026

the role hardscapes play in independent dealer operations. Patios have become extensions of the home. Backyards are now entertainment and wellness spaces, outdoor kitchens, pool retreats, and design statements. For dealers willing to invest in the category, hardscapes have become a serious profit engine. At Hamilton Builders’ Supply, that evolution has been decades in the making.

Hardlines Home Improvement Quarterly

The family-owned company has spent generations adapting alongside changing customer behaviour, steadily expanding from traditional building materials into a major landscaping and outdoor living business. There are four locations: St. Catharines, Winona, Burlington, and Hamilton. “We’ve been around for 103 years,” says Sean Vaccariello, general manager at Hamilton Builders’ Supply. “Initially, www.hardlines.ca

from our very first location in 1923, it was certainly more oriented around building supplies and then as the decades grew, markets shifted, demand shifted, and we got more into landscaping.” Today, landscaping and hardscapes account for a substantial portion of the company’s business. “Probably 50 percent of our business— maybe a little more—is landscaping,” Vaccariello says. “From the real estate to www.hardlines.ca

the monetary side that we book and sell every year, it’s been a great success.”

FROM COMMODITY TO CATEGORY STRATEGY

The hardscapes business has changed dramatically over the past two decades. Dealers no longer compete simply on access to product. Customers now arrive with inspiration via photos or contractor recommendations and highly specific aesthetic expectations.

That shift has transformed hardscapes from a relatively transactional category into something far more consultative. “You know, there’s also challenges when it comes to, ‘Hey, what’s going to be the next trend? What do we stock? What’s not a winner?’” Vaccariello says. The company now invests heavily in market research, supplier relationships, and internal collaboration to stay ahead of evolving demand. “We do a lot more

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

HAMILTON BUILDERS’ SUPPLY

F LE

research prior to trying to get things that are up-and-comers or just the standards of the industry,” he explains. That balancing act is increasingly important as outdoor living trends evolve. Customers today are asking for larger slab pavers, premium finishes, outdoor kitchens, pergolas, integrated entertainment spaces, and highly customized landscaping designs. The category now moves far beyond simple installations. Vaccariello says Hamilton Builders’ Supply works closely with its supplier network to help identify emerging products and trends.

WHERE DEALERS LOSE MONEY

THIRD QUARTER / 2026

Sean Vaccariello, general manager at Hamilton Builders’ Supply a new product—or vice versa agrees that a product isn’t selling—then we make decisions together.” That operational alignment has become important as the company has expanded. Hamilton Builders’ Supply operates as a unified business rather than a collection of independently competing branches, allowing locations to share market intelligence, sales feedback, and trend observations. “It’s not a whole bunch of little companies,” Vaccariello says. “We grow by making decisions together.” The company’s internal vetting process also helps reduce emotional purchasing decisions—something many dealers still struggle with when evaluating new products. Instead of reacting impulsively to a single contractor request or a flashy product launch, Hamilton Builders’ Supply aims to

Hardlines Home Improvement Quarterly

gauge broader interest across its locations before committing significant investment. That approach may sound straightforward, but in a category where yard space equals money, discipline matters. A slow-moving stack of pavers sitting untouched for two seasons is not simply inventory—it is margin pressure, lost flexibility, tied-up capital, and wasted real estate.

THE INDEPENDENT ADVANTAGE

While large retailers continue to compete aggressively in hardscapes, Vaccariello believes independent dealers still hold important advantages, particularly in expertise and customer support. Rather than relying on a single hardscape specialist at each branch, Hamilton Builders’ Supply trains a broad range of employees to understand products and help customers navigate project decisions. www.hardlines.ca

Photo: Richelle Hunter

Inventory management remains one of the largest challenges in hardscapes. Products are bulky, expensive to store, weather-sensitive, and heavily tied to shifting design preferences. Dealers who misread demand can quickly find themselves sitting on aging inventory that consumes valuable yard space and erodes margins. “That is quite the question,” Vaccariello says when asked where dealers most commonly lose money in the category. “Inventory control is certainly a big one.” He recalls earlier years when inventory decisions were sometimes driven by isolated customer requests rather than broader market demand. “There are stories I can tell you where one person would ask for one thing one time, and we’d bring in 10 trailer loads and we’d sit on it for 10 years,” he says. “We had to discount it and get rid of it, and it lost money.” That experience helped shape a more disciplined internal process. Rather than relying on individual opinions, Hamilton Builders’ Supply now uses collaborative decision-making across branches and departments to evaluate new products and phase out slow-moving inventory. “All the branch managers, they’re smart people. They’re boots on the ground,” Vaccariello says. “If everybody agrees on

Testim

ial #437

Why JRTech? “ Equipping all our branches with electronic shelf labels is a decision based on our environmental values, as they enable us to save over half a million paper labels each year. Moreover, the use of JRTech products makes a real difference in the day-to-day work of our teams, and the shopping experience for our customers is greatly improved. It’s the digital alternative that everyone should adopt in their businesses.” Geneviève Gagnon, President, Gagnon – La Grande Quincaillerie and purchasing group EvoX

Call us to visit a client store near you.

The leading supplier of electronic shelf labels in North America Contact us to optimize your store operations with our automated pricing solution.

info@jrtechsolutions.com | +1 514 889 7114 | www.jrtechsolutions.com

Scan QR code to learn more about our solutions

HAMILTON BUILDERS’ SUPPLY

“We have a good training system,” Vaccariello says. “If somebody needs help, 95 percent of [our staff] will just walk outside and say, ‘How about this? How about that?’” That level of guidance becomes especially valuable as projects become more sophisticated. Customers are no longer simply choosing between two patio stone styles. They are designing outdoor environments involving textures, colours, slabs, walls, kitchens,

THIRD QUARTER / 2026

F LE

seating areas, lighting systems, and entertainment spaces. Hamilton Builders’ Supply focuses heavily on helping customers identify the products that best fit their goals rather than steering them toward specific suppliers. Vaccariello says the company tries to remain neutral when customers already know what they want, although staff naturally develop familiarity with certain manufacturers and products over time.

Hardlines Home Improvement Quarterly

That approach reflects the company’s broader emphasis on long-term relationships rather than short-term transactions. Independent dealers also benefit from flexibility. Unlike many larger retail environments where product decisions may be dictated nationally, independent operations can adapt more quickly to regional preferences, contractor feedback, and localized trends. That becomes particularly important in landscaping markets where aesthetics and project expectations can vary dramatically from one community to another.

SUPPLIER RELATIONSHIPS MATTER

Supplier partnerships also play a major role in profitability. For Vaccariello, customer service and reliability often outweigh small pricing www.hardlines.ca

HAMILTON BUILDERS’ SUPPLY

F LE

differences when evaluating manufacturers and distributors. “I don’t care about a nickel, but I certainly care about a dollar,” he says. That philosophy becomes important

That emphasis on responsiveness extends across the company’s operations. “Customer service is huge on both ends,” Vaccariello says. “If you miss a call, no big deal. But call that person back within a rea-

“

I think 2027 is going to be a great growth year. I think it’s going to be a more revenue-driven year.

when customers are waiting on products to complete time-sensitive projects. “If a supplier can provide something when one of my branches needs it, and their drivers say, ‘Yep, we’re going to be there in an hour,’ that’s what I value more,” Vaccariello explains. Poor supplier performance, he says, quickly damages dealer relationships. “When a supplier is unable to fulfil something because we wanted to save [money], that’s where it becomes detrimental,” he says. From the customer’s standpoint, when something bad happens, they’ll tell 15 people, and “If something good happens, you tell five people.”

THIRD QUARTER / 2026

”

sonable amount of time.” In his view, responsiveness remains one of the simplest ways companies can strengthen relationships. The supplier landscape itself has also changed over the years. Vaccariello says the company has expanded from carrying only a handful of hardscape manufacturers decades ago to working with seven today as the market has matured and diversified. That growth reflects broader changes in the category itself. Consumers now expect more variety in colours, textures, slab sizes, finishes, and applications. Contractors are increasingly

Hardlines Home Improvement Quarterly

specialized. Dealers that fail to evolve their product mix risk losing business to competitors with stronger assortments and better availability. At the same time, Vaccariello says the market does not change so quickly that suppliers are constantly being added or removed. Instead, supplier decisions tend to involve careful research, branch-level feedback, customer demand analysis, and long-term operational fit.

OUTDOOR LIVING KEEPS GROWING

The outdoor living movement continues driving demand across the category. Vaccariello says products tied to entertainment spaces and lifestyle-oriented backyard upgrades are generating strong customer interest. “Outdoor kitchens—that’s a huge one,” he says.

www.hardlines.ca

Stock smarter. Sell faster. A simple way to refresh the look of an old bath - no tear-out required. This Universal Retrofit Bath Trim Kit fits most bath waste systems, giving your customers a DIY friendly upgrade with immediate visual impact. Available in trending finishes and multiple style options to suit a wide range of tastes. Broad appeal. Easy upgrade. Better turns.

and done.

Visit our YouTube Channel to watch the video

Visit our website to see the assortment

osb.ca

HAMILTON BUILDERS’ SUPPLY

Pergolas, Pool environments and outdoor gathering spaces are also contributing to increased demand. “People spending time on their own property—I think Covid did a lot of that,” Vaccariello says. “We couldn’t travel, so people invested in their own houses and properties.” That behaviour has had lasting momentum. In affluent custom-home markets such as in the Greater Toronto Area, homeowners are investing heavily in outdoor spaces designed around comfort, aesthetics, and lifestyle. “When you talk about those custom homes, they certainly go all out.” Those customers, he notes, are often less focused on incremental price differences and more concerned with achieving a specific vision. “I want my backyard to look like I want my backyard to be,” he says. That willingness to invest creates opportunities for dealers capable of supporting premium projects with the right products, expertise, and inventory depth.

DATA, CULTURE, AND REPEAT BUSINESS

Managing a hardscapes business today requires a combination of data analysis and relationship-building.

THIRD QUARTER / 2026

F LE

Hamilton Builders’ Supply relies heavily on reporting systems to track sales activity, monitor inventory movement, and evaluate product performance across locations. “We can literally see every product that we sell, every SKU, everything that moves,” Vaccariello says. That visibility helps the company determine when products deserve additional space—or when they need to be removed from inventory altogether. “If we sell a whole bunch of it, then we need more space,” he says. “If we don’t, then why the heck do we have it?” Even the company’s ERP infrastructure reflects its long history. Hamilton Builders’ Supply still operates on a proprietary system originally rooted in the DOS era, though it has been significantly modernized over time. “We’ve been using a proprietary system from the old DOS days,” Vaccariello says with a laugh. “But we’ve upgraded to point and click.” At the same time, Vaccariello believes relationships remain central to long-term success. Hamilton Builders’ Supply has many long-term employees, several of whom have spent decades with the company building

Hardlines Home Improvement Quarterly

relationships with contractors and repeat customers. “Mostly, we rely on relationships,” Vaccariello says. “The majority of our core staff have been here for decades.” Those relationships often extend beyond day-to-day transactions. Vaccariello says the company’s workplace culture also contributes to employee retention. He says management works to remain accommodating and engaged with staff while maintaining a healthy workplace culture. Simple gestures matter, too. “You show up with a tray of coffee or doughnuts and it puts everybody in an awesome mood,” he says.

FUTURE FOR GROWTH

While Vaccariello expects 2026 to remain relatively stable compared to 2025, he sees stronger growth potential emerging in 2027. “I think 2027 is going to be a great growth year,” he says. “I think it’s going to be a more revenue-driven year.” For independent dealers considering deeper investment in hardscapes, Hamilton Builders’ Supply offers a clear lesson: profitability in the category depends on far more than product selection alone. It requires disciplined inventory management, trusted supplier relationships, knowledgeable staff, collaborative decision-making, strong customer service, and the ability to evolve alongside changing outdoor living trends. The dealers succeeding in hardscapes today are not simply selling patio stone. They are helping customers build destinations. www.hardlines.ca

CANADIAN MADE

BOB JAMES

GENERAL MANAGER KEITH’S BUILDING SUPPLIES ST. GEORGE, NB

info@autostak.ca | www.autostak.ca | 1-888-318-0141

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

F LE

BY THE EDITORS OF HARDLINES

CANADA’S

TOP20 HOME IMPROVEMENT RETAILERS The retail home improvement industry faced another slow year in 2025, with recovery still elusive halfway through 2026. However, there were some bright spots, with an overall increase, albeit slight, in the overall size of the industry. For many dealers, however, that was not enough to lift their year-over-year sales. 44

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

www.hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

October 20 & 21, 2026 OT TAWA ,

O N TA R I O

Limited tickets available. Register now. hardlinesconference.ca

Dealers get a 30% discount on tickets. Contact jillian@hardlines.ca for the coupon code.

IN COLLABORATION WITH

LBMAO THE LUMBER AND BUILDING MATERIALS ASSOCIATION OF ONTARIO

TITLE SPONSOR

Celebrating 30 Years of Connecting the Home Improvement Industry

Join us in Ottawa to celebrate Hardlines’ 30th anniversary— three decades of bringing the home improvement industry together. This milestone event is your chance to stay connected, make new connections, and learn from industry leaders shaping the future of home improvement.

Ideas. Insight. Inspiration. Get them all at the 30th Annual Hardlines Conference, October 20 & 21, 2026, at the beautiful Fairmont Château Laurier.

CONFIRMED SPEAKERS

Doug Young RONA

Pierre Battah PIERRE BATTAH LEADERSHIP

Sophie Marai ENVIRONICS ANALYTICS

Peter Norman NORMAN ECONOMIC STRATEGIES

Chris Parsons RETAIL REWIRED

More speakers to be announced soon. Visit hardlinesconference.ca for further announcements.

Dan Tratensek NHPA

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

F LE

fter another slow year for sales in 2025, dealers have expressed modest expectations for this year’s prospects. In this year’s Annual Business Conditions Survey, we asked store owners and managers what their chief concerns were. They listed a range of issues that are likely to stall or at very least challenge business in 2026. These included tariffs and trade, training, and the continued growth of e-commerce. Dealers overall experienced another year of sluggish sales in 2025. While the overall growth rate of the industry inched up by 3.1 percent, dealers on average reported sales increases nationally of less than one percent. The discrepancy between what individual dealers experienced and our calculation for the industry overall is due to the addition by the buying groups of new stores, mainly from the commercial and industrial side, which are typically not aligned with a buying group. On a like-for-like basis, however, the industry

was virtually flat. Add in the increase of inflation last year of 2.1 percent, and sales were down closer to 1.0 percent in real terms. Variations in sales performance varied from region to region. Ontario was down by 0.4 percent; given that it’s the country’s largest market, that drop had an impact on the numbers nationally. Other provinces with negative growth were British Columbia, Saskatchewan, and Manitoba. Alberta bucked the trend, up over 10 percent. Quebec, which accounts for almost one-quarter of the Canadian retail home improvement industry, also showed good gains last year, up 5.2 percent. However, forecasts by dealers in that province are largely for flat sales this year. Dealers in Newfoundland and Labrador reported mixed results: half were up, while the other half suffered year-over-year sales losses of up to 10 percent. Dealers in that province were also pessimistic about prospects for 2026, with most expecting flat to slight sales increases.

HOME DEPOT

HQ: Toronto, Ont. 2025 RETAIL SALES: $10.918 billion STORES: 182

Home Depot noted, in its year-end 2025 statements this spring, that consumer uncertainty and housing affordability pressures held it back last year. With fiscal 2025 sales of US$164.7 billion, an increase of $5.2 billion, or 3.2 percent up from fiscal 2024, Home Depot showed admirable growth in a tough economy. But most of those gains were from acquisitions, such as the purchase of GMS Inc. of Tucker, Ga. Home Depot’s comparable store sales were tiny, at 0.5 percent in the U.S. and 0.3 percent in North America, including Canada. Bear in the mind that the average inflation in the U.S. measured 2.7 percent last year. Still, profitability showed that Home

THIRD QUARTER / 2026

Depot needs no tag days, with net earnings showing up at $14.2 billion in 2025, down only slightly from $14.8 billion the previous year.

Hardlines Home Improvement Quarterly

Home Depot is engaging in the long game of acquiring market share from less-wellheeled competitors. That tactic was a success said Ted Decker, CEO and president of www.hardlines.ca

ENGINEERED FOR OUR CHANGING WORLD DURABLE AND LOW-MAINTENANCE VINYL AND ALUMINUM CONSTRUCTION ALUMINUM-CLAD EXTERIOR, OFFERED IN A N AT T R A C T I V E S E L E C T I O N O F C O L O U R S SLEEK, LOW-PROFILE HARDWARE DESIGN E N E R G Y- E F F I C I E N T D U A L - P A N E A N D T R I - PA N E L O W- E G L A S S O P T I O N S 26% LOWER PROFILE FRAME INCREASES GLASS AREA UP TO 22% BETTER ENERGY EFFICIENCY

With the unique changes of our Canadian climate, the demand for energy-efficient products that can stand up to the elements is higher than ever. JELD-WEN of Canada proudly introduces the groundbreaking JWC8500 series window —a perfect blend of style, performance, and energy savings, meticulously engineered to exceed expectations. Our newest JELD-WEN® window, the JWC8500 hybrid option exceeds performance, in all regions of Canada, offering an aluminum-clad exterior finish with an exquisite selection of colours to choose from. Discover the advantages of JELD-WEN of Canada’s most energy-efficient window. Our 8500 series windows are 2030-rated to meet Canada’s U-Factor 0.14 (U.S./I-P) / 0.82 (Metric/SI) or ER 44 building codes, and are designed to significantly reduce energy costs while ensuring year-round comfort in your home. Tailored to meet the regional needs of homeowners, our windows are the perfect fit when planning a renovation or new home build, seamlessly blending functionality and style to suit any project. Discover the JWC8500 series window from JELD-WEN of Canada—and experience the future of home comfort and efficiency.

LEAR N M O R E T OD AY jeld-wen.ca

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

Home Depot earlier this spring. Decker talked about “the lack of storms” in the third quarter as a reason for results not being more vigorous. “Adjusting for storms, underlying demand was relatively stable throughout the year,” Decker said. Whether meteorology or a tepid consumer base is to blame, we’ll let the experts debate. Home Depot has opened about 25 new stores in the U.S. over the last two years, but precisely zero in Canada. It has been stuck at 182 stores in the Great White North for 11 years, since it last celebrated a board cutting here. That was in northwest Toronto (Vaughan, Ont.) on April 30, 2015. The news broke last year that Canada would finally see a new Home Depot store in Canada, in Fort McMurray, Alta., scheduled to open in May of this year. But this spring, Hardlines reached out to Home Depot to confirm the date, and received the news that delays (“as are common in largescale retail developments”) had caused the projected to be shunted back a year. That means that the biggest Home Depot construction project in Canada in the last decade remains the opening of the Flatbed Distribution Centre, serving contractors direct, near Toronto Pearson International

F LE

Airport, which opened in 2024. GMS is a big deal in Canada (about 40 stores and almost a billion dollars in sales here). But the effect on the Atlanta-based retailer will take until this time next year to show up. We have maintained our separate listing for GMS for one more year, since the deal didn’t close until September 2025. Vinod Nalajala has now been one year on the job as the head of the Canadian division. He is a 25-year Home Depot veteran.

HOW WE DO IT Using sales and other statistics from the companies themselves whenever possible, combined with competitive intelligence, much of it proprietary, from our own Hardlines Database, we have broken out the industry according to four different store formats. They are: • Hardware stores—traditional small hardware, housewares, and convenience offerings, reminiscent of a general store • Building centres—including lumberyards and home centres • Big boxes—large-surface home improvement stores, typically 65,000 square feet and up • Related estimated hardware, seasonal and home improvement sales by Canadian Tire Retail stores. We analyze each segment, and break out the industry by region, to establish how much it has grown and to identify which areas and segments are performing.

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

HOME HARDWARE STORES

HQ: St. Jacobs, Ont. 2025 RETAIL SALES: $8.484 billion STORES: 1,032

Home Hardware spent some of the past year defining where it wants to compete— and where it doesn’t. Under new president and CEO Ian White, the dealer-owned retailer sharpened its focus on contractors and rural customers, while making one of the biggest strategic calls in its recent history by exiting the furniture business. White made it clear early in his tenure that Home Hardware sees its future through two distinct customer groups: the DIY shopper and the professional contractor. “One of the biggest benefits we have is a brand that Canadians trust and respect. This is going to continue to be a top priority for us,” White said in an interview with HHIQ. That contractor focus surfaced repeatedly throughout the year. Speaking at the Retail Council of Canada conference, White outlined how the company is investing in digital sales tools, contractor apps, expanded assortments and larger job-lot capabilities to attract serious builders and tradespeople. The pro market is “one that we are uniquely positioned to serve—and to serve well—and one that we will continue to

www.hardlines.ca

CANADIAN Crafted. LOCALLY Loved.

From customer service to warranty coverage to pricing and environmental sustainability, Kohltech’s passion is to make your house feel like a home. If you can dream it, we can do it! kohltech.com

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

spend time and effort on,” he later said. The retailer also moved quickly to capitalize on the demise of Peavey Mart, expanding assortments aimed at rural and agricultural customers. Home Hardware rolled out additional farm products ranging from livestock feed and fencing to welding supplies and farming apparel, backed by a dedicated farm catalogue and expanded online offerings. The move reinforced the company’s ongoing push to deepen its relevance in smaller communities where many of its dealers already have strong local ties. At the same time, Home Hardware made one of its most significant strategic decisions in years by announcing it would exit the Home Furniture business by May 2026. The move affects 28 dealer-owned furniture stores and the corporate-owned St. Jacobs location. Rather than simply winding down the business, the company aligned with LFL Group, the parent company of Leon’s and The Brick to provide future options for dealers. “This decision is part of a strategic realignment that allows us to focus on areas where we can deliver the greatest value for our independent dealers and the customers they serve,” said John Pierce, chief retail operations officer. The company said streamlining operations would allow it to focus more on its core home improvement business. Still, it wasn’t all strategy sessions and operational restructuring. Home Hardware also delivered one of the year’s more memorable marketing moments with its Toronto Blue Jays partnership and “Raise a Little Hell” commercial during the World Series. Featuring dealer-owners from across Canada in baseball-inspired scenes set to the Trooper classic rock anthem, the ad gave the retailer national exposure while leaning heavily into its community roots. “We wanted to take a bit of a chance: with the music, the tone, and the energy,” said Jennifer Bryl, group director of marketing. “The goal was to reflect a modern, fresh

THIRD QUARTER / 2026

F LE

side of Home Hardware while still staying grounded in what makes us who we are.” 3

RONA INC.

HQ: Boucherville, Que. 2025 RETAIL SALES: $7.958 billion STORES: 426

RONA is an institution in its home province of Quebec, where it was founded in 1939 as Les Marchands en Quincaillerie by Roland Dansereau and Napoleon Piotte. The RONA (originally Ro-Na) name came in 1960 in tribute to their names. Today, it encompasses both corporately owned stores and independent affiliates under the flagship RONA banner, along with RONA+ stores and Dick’s Lumber outlets. After its first overture was rebuffed in 2012, Lowe’s Cos. succeeded in making an offer for RONA in 2016. But the U.S. firm struggled to rationalize the Canadian business’s multi-banner strategy, which included Réno-Dépôt (acquired in 2003 from the UK’s Kingfisher plc), Ace (whose Canadian licence RONA took over in 2014), and stores under Lowe’s own banner. Ultimately, Lowe’s sold its Canadian business, including RONA, to a New York private equity firm, Sycamore Partners, in early 2023. As a result, financial reports are no longer provided. RONA continues, however, to be managed from its Boucherville,

Hardlines Home Improvement Quarterly

Que., head office. Since the ownership transfer, big boxes formerly branded as Lowe’s, Réno-Dépôt, or RONA L’Entrepôt have transitioned to a new RONA+ banner. The first was RONA+ Hull in Gatineau, Que., previously a Réno-Dépôt. In fall 2025, RONA debuted its annual RONA Momentum gathering in Quebec City. The event merges the dealer-only RONA Connexia event of past years with the company’s Vendor Forum and equivalent gatherings for store managers and pro services teams. At the beginning of 2026, RONA announced two promotions within its dealer support team. Bernie Gauthier moved from vice-president of operations to VP of business development, affiliated dealers. François Fournier was promoted to VP, operations, RONA affiliated dealers. On the marketing side, RONA made a splash last year with its “Mike chez RONA” campaign, featuring a fictional store associate backed by a parody of The Knack’s 1979 hit “My Sharona”. Since then, RONA has spun the Mike character into a Halloween costume and a touring bus ad. The actor who portrays him, Alexandre Pronovost, even appeared on Radio-Canada’s Sunday night talk show, Tout le monde en parle, in December.

www.hardlines.ca

Window’s Best Friend Tough Flashing Protection that Outsmarts Water Une protection de solin résistante qui déjoue l‘eau

Protection for Corners and Curves Protection pour les coins et les courbes

Sealing for Heads and Jambs Scellement pour les têtes et les jambages

The Proven Performance Package Le forfait de performance éprouvé www.dupont.ca/building

"DuPont believes this information to be reliable. It may be subject to change as additional knowledge and experience are gained. It is not intended as a substitute for any testing you may conduct to determine for yourself the suitability of our products and information for your particular purpose. Since conditions for use are outside the DuPont’s control, DUPONT DE NEMOURS, INC. AND ITS AFFILIATES MAKE NO WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING BUT NOT LIMITED TO WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE AND ASSUMES NO LIABILITY IN CONNECTION WITH ANY USE OF THIS PRODUCT AND INFORMATION. This information is not intended as a license to operate under or a recommendation to infringe any trademark, patent or technical information of DuPont or other persons covering any material or its use. ©2025 DuPont. All rights reserved. DuPont™, the DuPont Oval Logo, and all trademarks and service marks denoted with ™, SM or ® are owned by affiliates of DuPont de Nemours, Inc. unless otherwise noted."

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

Meanwhile, RONA’s strategy leans on serving pros. At a January event hosted by the Retail Council of Canada, executives described contractors as one of RONA’s “pillars” of business. A growing number of “Shop in Shop” concepts also differentiate RONA’s offering. To date, these stores-within-stores include dedicated spaces for Scotts garden supplies, AutoShack, Moen, and Dulux/Sico. 4

CANADIAN TIRE RETAIL

HQ: Toronto, Ont. 2025 RETAIL SALES: $7.745 billion* STORES: 502

*Hardlines focuses only on the Canadian Tire Retail business, and only the hardware, housewares, and building materials sales within that business.

F LE

Canadian Tire Corp. is a behemoth that includes a real estate division, financial services and banking, and multiple retail banners. Its flagship Canadian Tire stores are the ones we track in Hardlines. Each store is owned by an associate dealer, in partnership with Canadian Tire’s head office. These dealers own the fixtures, equipment, and inventory of the stores they operate, employ the store staff, and are responsible for store operating expenses. Their ranks, which include former big box managers from other banners, are typically nurtured through the system and given larger stores and bigger markets over time. Canadian Tire stores are part of the company’s retail division alongside PartSource, Party City, clothing retailer Mark’s, and Canadian Tire gas stations. Despite their

wide range of products, Canadian Tire stores do not go deep into building materials; instead, they focus on hardlines, home décor, and lifestyle categories. These are often presented as store-in-store formats, such as Party City and U.S. pet retailer Petco. Most recently, CTC added the Stripes Collection, representing its acquisition of the Hudson’s Bay Company’s intellectual property, including its signature trademarked product lines. Canadian Tire stores focus on five categories. The Automotive division is responsible for automotive products and services, including automotive maintenance products and accessories. The Fixing division includes electrical, hardware, paint, plumbing, and tools. The Living division sells consumables, home décor, home organization, kitchen, and pet care products. The Playing division features camping, exercise, hockey, hunting and fishing, and team sports and golf products. The Seasonal & Gardening division consists of backyard living, cycling, outdoor tools, seasonal, and toys. A huge part of CTC’s strategy, which was accelerated by shop-at-home trends during Covid, is its loyalty program. Triangle Rewards, which has supplanted the famous Canadian Tire money of the past, is imaginatively structured around all the various banners sharing the same points program. That program has been further expanded through its partnerships with RBC’s Avion Rewards program and PetroPoints at PetroCan gas stations. Most recently, CTC joined

Big Box Banners by Region Retailer

PEI

TOTAL

Home Depot Canada

182

RONA inc.*

Kent* Total

125

97 4 7

3 7

1 2

2 3

10 289

*Big box stores only

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

www.hardlines.ca

Help customers save up to 75%!

VOLTEX AL ®

Connected Heat Pump Water Heater 4x MORE Efficient Compared to a standard electric water heater.

WHISPER Quiet Only 45 dBA, the Voltex® AL is similar to a fridge running.

FLEXIBLE Modes Four options: efficiency, hybrid, electric & vacation.

MAXIMIZE Energy Efficiency Increase tank size to operate longer in efficiency mode.

DID YOU KNOW? Water heating can be nearly 20%** of monthly energy bills?

*Compared to a standard electric water heater of a similar gallon capacity **Natural Resources Canada

gsw-wh.com

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

F LE

Overall industry size ($billions)

with WestJet, allowing customers to link Triangle Rewards and WestJet Rewards accounts. These moves reflect growing momentum in cross-sector loyalty programs as retailers and travel providers look to deepen customer engagement and spending across categories. During 2025, CTC had 52 new store openings, renovations, and expansions. Another 70 are planned for this year. These largely represent replacement or expansion of existing stores, as the retailer’s store count remains relatively stable at just over 500 locations.

SEXTON GROUP

HQ: Winnipeg, Man. 2025 RETAIL SALES: $4.556 billion STORES: 487

Sexton Group, part of the Sexton Family of Companies, is a privately-owned buying group founded in 1985 by legendary entrepreneur Ken Sexton. Eighteen years before that he had founded the Kenroc Building Materials group, a gypsum supply dealer, which still serves 17 locations across Western Canada. The Regina-based group is attracting a lot of eyeballs now that the two biggest home improvement retailers in the world, Home Depot and Lowe’s, have bought stakes in huge GSDs. Two structural things over the past seven years have set Sexton Group on a new path. First, the group’s founder died in 2019, just a few days from turning 91. Then, probably as a direct result of that, a private equity group, PFM Capital, Regina, bought a majority share in the Sexton Family of Companies, along with BDC Capital and Roynat Equity Partners. The need to grow Sexton expanded. It responded by growing its business development team. It especially looked at regions

THIRD QUARTER / 2026

Sales ($billions)

$62 $61

$61.667 3.1%

$60.983 4.2%

$59.637

$60

-2.2%

$59.812 0.3%

$59 $58 $57

2022

2023

that it hadn’t sufficiently grown in Canada— Ontario and the Atlantic Provinces, but especially Quebec. In that province, two years ago this October, Sexton and a Quebec buying group did a deal. Sexton’s president, Eric Palmer, and dealer Geneviève Gagnon, head of a new buying group, Evolution Distribution, formed a joint-venture called EvoX. To add to its hardlines buying punch, Sexton joined the Octo Purchasing Group on Jan. 1, 2025. Sexton Group also has ramped up its business development team with new personnel in Ontario and Atlantic Canada.

I NDEPENDENT LUMBER DEALERS CO-OPERATIVE

HQ: Ajax, Ont. 2025 RETAIL SALES: $5.017 billion STORES: 515

The Independent Lumber Dealers Co-operative (ILDC) remains one of

Hardlines Home Improvement Quarterly

2024

2025

Canada’s most significant buying groups despite having only 19 members. But those include some of the country’s largest independent dealers and hundreds of locations. The group’s membership stretches from coast to coast and includes well-known regional operators such as Kent Building Supplies in Atlantic Canada, McMunn & Yates on the Prairies, Turkstra Lumber in Ontario, and L. Villeneuve & Cie in Quebec. ILDC’s buying power is further enhanced through larger organizations such as BMR Group and Federated Co-operatives, both of which are members of the co-operative. The most notable development involving ILDC over the past year came through Spancan, the hardlines buying group in which ILDC participates alongside TIMBER MART and Federated Co-operatives. In 2025, Spancan joined the international buying alliance A.R.E.N.A., a European organization representing more than €20 billion (approximately $32 billion) in purchasing power through a network of home improvement retailers operating across several countries. The agreement expands Spancan’s access to international sourcing and supplier relationships in categories including hardware, lawn and garden, and home improvement

www.hardlines.ca

Easi-Lite® | GlasRoc® Complete wall systems that do the most—for you and the planet. Ultra-low carbon manufacturing ■ Fire-resistant assemblies ■ Mould-resistant systems ■ Better acoustics ■ GREENGUARD Gold Certified ■

LEARN MORE Infinae™ CarbonLow™ and the Infinae™ CarbonLow™ logo are trademarks of Certainteed Canada, Inc.

CANADA’S HOME IMPROVEMENT RETAILERS

TOP

ALLIANCE INTERNATIONAL LLC

DO IT BEST (U.S.)

HOME HARDWARE STORES

Home Hardware Building Centre

F LE

THE HOME DEPOT (U.S.)

OCTO HARDWARE

RONA INC.

CASTLE BUILDING CENTRES GROUP

THE HOME DEPOT CANADA

HD Supply Canada

GMS Canada

Dick’s Lumber

RONA

Traditional Building Centres

Big Box Stores

Home Building Centre

Home Hardware

Patrick Morin

Commercial Division RONA Building Centres (Corporate)

RONA Affiliated Dealers (Independents)

PLUS 60 OTHER MEMBERS

PRESTON HARDWARE

RONA+

CANAC

RONA Home and Garden/ RONA L’entrepôt

E.G. PENNER BUILDING CENTRES

Specialty Dealers

GROUPE GAGNON

Bytown PRO

Manugypse

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

Évolution Distribution

NOTE: The placement of the groups in this chart does not intend to rank them in any way, but merely to show how they are related. www.hardlines.ca

SOLLIO COOPERATIVE GROUP

A.R.E.N.A. (EUROPE)

INDEPENDENT LUMBER DEALERS CO-OPERATIVE

TIMBER MART

BMR GROUP

LOWE’S COS. (U.S.)

SPANCAN

Kent Building Supplies

AD CANADA

FEDERATED CO-OPERATIVES LTD.

Co-op

FBM CANADA

ALLROC Tool

Potvin & Bouchard

Lefebvre & Benoit

BMR Express

BMR Pro

BMR Expert

Agrizone

Emard Bros. Lumber Company Ltd.

Fries Tallman Lumber (1976) Inc.

Igloo Building Supplies Group

Matério Laurentiens Inc.

J&H Builder’s Warehouse

L. Villeneuve & Cie (1973) Ltée

Jacques Laferté Ltée

Copp Building Materials Ltd.

Sexton Group

AD Building Supplies – Canada

DELROC INDUSTRIES

UFA Farm & Ranch Supply

Simcoe Block Ltd.

Soo Mill & Lumber Company Ltd.

Star Building Materials

Windsor Plywood

Turkstra Lumber Company Ltd.

AD Electrical – Canada

AD Plumbing & Heating – Canada

AD Industrial & Safety – Canada

EvoX Group

McMunn & Yates Building Supplies Ltd.

www.hardlines.ca

AD (U.S.)

BYCO

United Building Products

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

products. It also places ILDC members within a broader global procurement network, at a time when retailers continue to seek opportunities to strengthen supply chains and improve purchasing efficiency.

TIMBER MART

F LE remained active. Dealers in several regions— particularly in Western Canada—expanded yard capacity and upgraded facilities, signalling long-term confidence despite ongoing market pressure. The group’s National Buying Show is a key driver of engagement, supporting vendor partnerships and program execution across the network. With hundreds of locations nationwide, TIMBER MART positions itself as one of Canada’s largest buying groups, balancing independent ownership with increasingly co-ordinated scale and operational discipline.

Castle’s president and CEO, Ken Jenkins, has said his group was motivated, in part, by the two biggest home improvement retailers in the world, Home Depot and Lowe’s, buying into Gypsum Management and Supply and Foundation Building Materials, respectively. It “compels groups like ours to support the channel,” Jenkins said. Castle ended 2025 strong, with nine dealers joining the group at year-end. The signed stores were spread across the country, with two in British Columbia, one in Alberta, two in Quebec, and four in Atlantic Canada.

HQ: Calgary, Alta. 2025 RETAIL SALES: $3.945 billion STORES: 597

TIMBER MART focused on strengthening its national procurement strategy and reinforcing dealer competitiveness in 2025, as the member-owned buying group continued to evolve its structure under president and CEO Bernie Owens. In 2025, TIMBER MART formalized and expanded its procurement and dealer support structure through a series of internal promotions. Kurt Norlen was appointed director of forest products trading, while Damien Sohm expanded his role as national procurement manager across key categories, including roofing and insulation. Shawn Ettinger was elevated to senior national procurement manager, overseeing hardlines programs and supplier partnerships. Phil Temple moved into the director of member services role, reinforcing the group’s dealer-facing leadership. These changes reflect a broader strategic shift toward greater national alignment in purchasing, with expanded category leadership across lumber, hardlines, and core building product segments. The goal: improved consistency, stronger vendor relationships, and increased buying efficiency across TIMBER MART’s network of independently owned dealers. At the same time, member investment

THIRD QUARTER / 2026

C ASTLE BUILDING CENTRES GROUP

C ANAC

HQ: Mississauga, Ont.

HQ: Quebec City, Que.

2025 RETAIL SALES: $3.400 billion

2025 RETAIL SALES: $1.550 billion

STORES: 350

STORES: 35

Castle continued to grow last year, signing a bunch of members across both its traditional and commercial divisions. Late last summer, it signed House of Flooring in Mississauga, Ont., a flooring installer that expanded into retail. It also signed Affordable Construction Supplies, with two units in the GTA. It also expanded in Quebec, signing a Sherbrooke dealer, Maçonnerie Desrosiers, a masonry contractor that had previously expanded into retail. In the third quarter of 2025, Castle announced that it had achieved the highest incremental growth in company history. Probably the biggest news for Castle last year was when two of its commercial members, Encore Drywall Material Supplies in Ontario, and Groupe Beauchesne in Quebec, teamed up to buy Coastal Drywall Supplies, a well-known GSD operator in Dartmouth, N.S., and Hanwell and Dieppe, N.B.

This major player in the Quebec City region, formerly known as Canac-Marquis Grenier, is also the province’s largest independent. It follows a Walmart-style everyday low pricing model and has more than a dozen stores in the Quebec City region alone. Canac’s offering runs the gamut of home products, with pricing especially aggressive in commodities. It has pursued a strategy of steady expansion, adding about two new stores per year. In recent years, Canac has made long strides in growth outside its historic base in the Quebec City area. Last year, it opened its largest store to date, in Laval, the province’s third-largest city, on the North Shore of Montreal. The chain has two stores on the South Shore, in Longueuil and La Prairie. The Laval site had the advantage of coming with an existing warehouse space that Canac was able to integrate into its plans.

Hardlines Home Improvement Quarterly

www.hardlines.ca

PRIDE IN EVERY JOINT. PRECISION IN EVERY FINISH. Trusted by Canadian pros for over 100 years. Canadian job sites don’t wait for perfect weather — and neither do Canadian contractors. Early mornings, frozen fingertips, blazing summers, and job sites that don’t slow down just because the weather does. Yet crews across the country show up, day after day, to keep the work moving. That’s what it means to build in Canada. For more than a century, CGC wallboard, joint treatment, and performance solutions have delivered the strength, consistency, and results pros can count on — in every season, on every site.

See how we’re building Canada

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

The final frontier is the Island of Montreal itself. Canac is set to make its debut there early in 2027 in the borough of Anjou. To prepare, the company had to devise a scaled-down version of its usual large- surface model. Its 38th store will occupy a 450,600-square-foot lot.

BMR GROUP

HQ: Boucherville, Que. 2025 RETAIL SALES: $1.983 billion STORES: 295

BMR Group is a member of the Independent Lumber Dealers Co-operative (ILDC) and since 2015 the retail division of Sollio Groupe Coopératif (formerly La Coop fédérée). It describes itself as the largest wholly Quebec-owned home improvement retailer.

F LE Beyond Quebec, the group has been recruiting dealers in Ontario and the Maritimes, particularly in New Brunswick. As a wholesaler, it operates its own distribution facilities in Quebec. BMR’s banners include a standalone BMR brand for home centres, the BMR Express proximity banner, and the larger BMR Extra format. The farm-oriented Agrizone largely functions as a store-within-a-store. Over the past year, the company added a new member in the Ottawa area that quickly added a second location, signed two Montreal stores, and saw growth in New Brunswick. There, two existing BMR dealer-owners are part of a group of four partners launching a new store in Grand Falls. In Ontario, BMR brought on board Welbeck Sawmill, which has served the town of Durham for some 150 years. In March, the retailer announced it was partnering with Sico to launch private- label paint offerings, BMR Paint and BMR Total Paint.

Big box stores vs rest of the industry Home Depot Canada 17.7%

RONA 6.2%

Kent 0.7%

Rest of the industry 75.4%

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

The biggest news out of BMR this year was the leadership transition from outgoing CEO Alexandre Lefebvre to Charles Grégoire-Béliveau, previously senior vice-president of sales and partner relations. Lefebvre joined BMR for a seven-year term when it purchased a stake in his family’s company, Lefebvre & Benoît.

11 KENT BUILDING SUPPLIES HQ: Saint John, N.B. 2025 RETAIL SALES: $1.171 billion STORES: 48 Kent Building Supplies continues to hold a dominant position in Atlantic Canada’s home improvement market, operating 48 stores across the region through a mix of traditional home centres and big-box formats. Part of J.D. Irving Limited, the retailer serves both DIY and contractor customers, though like many players it has increasingly focused on the pro market in recent years. Its operations also include truss plants and a drywall facility. This year marks Kent’s 50th anniversary, a milestone the company is using to roll out several operational and merchandising initiatives. Among the most significant is the launch of new private-label programs introduced at its February trade show in Halifax. The “EraHome” brand will focus on kitchen and bath cabinetry and decor products, while “Made 4 Supply” includes hand tools, storage, seasonal items, heaters, and generators. Kent is also preparing to launch a redesigned website and expand the use of technology for store associates. Additional store growth is planned this year, including a new location that opened in Summerside, P.E.I. Existing locations are also seeing investment, including a renovation of the Amherst, N.S., store this spring. www.hardlines.ca

D IMENSIONS PRE MIUM T M

R50 & R60

WELDED PVC ATTIC HATCH B U ILT L I K E A W I N D O W . S E AL E D L I K E A VAU LT .

Y o u r c ustomers do n’t o nly deser ve ou r w i n d ow s a n d d o o rs . The y need the Dim ension s PVC at t i c h at ch t o c o mple te the pro ject. WINDOW-BUILT

SEALED TIGHT

Assembled like a window — an industry first for lasting durability.

Dual weatherstripping & dual compression locking for maximum airtightness.

ASK US ABOUT OUR DISTRIBUTION PROGRAM

I NTE GR AT ED AIR C H AM BER S

info@dimensionspf.com - dimensionspf.com

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

The retailer also saw a notable leadership change this year with the announced retirement of Mike Simms, vice-president of J.D. Irving’s retail division.

12 PRINCESS AUTO HQ: Winnipeg, Man. 2025 RETAIL SALES: $995 million STORES: 58 Princess Auto is a privately-owned retailer headquartered in Winnipeg, Man. It began as an auto-wrecking business in Winnipeg in 1933. In 1942, it was sold to Harvey Tallman, who expanded into auto parts and army surplus products, later adding tools and equipment. Today, it’s run by third-generation owners, brothers Matthew Tallman and Marc Tallman. Princess Auto’s target customers include serious DIYers and tradespeople, as well as industrial and farm customers. The retailer’s primary distribution centre is in Winnipeg, with a second Western DC in Calgary, and an Eastern DC in Milton, Ont. Expansion of distribution facilities in Calgary is expected to support continued national expansion. Princess Auto recently opened a flagship store in its hometown of Winnipeg. The company says the new location marks “a significant evolution in the company’s national retail strategy and a major investment in experiential, community-driven retail.” The site is across the street from the company’s corporate office. And its 100,000-square-foot size makes it considerably larger than the average 40,000-squarefoot Princess Auto store and twice as large as its more recently opened outlets in Saskatoon and London, Ont. The new location focuses on creating an

THIRD QUARTER / 2026

F LE experiential environment that brings people together. It offers a range of new features for Princess Auto, including an expanded assortment of products across recreation, hardware, electrical, and plumbing. “The Shop” is a new in-store workspace where customers can test equipment, showcase their projects, and use the area as an auxiliary workshop. The prototype is the chain’s 59th store.

13 DELROC INDUSTRIES HQ: Langley, B.C. 2025 RETAIL SALES: $900 million STORES: 134 Delroc is a privately owned buying group with roots dating back to the formation of Dryco Building Supplies in Vancouver in 1973. In founding it the following year, Dryco founder Bruno Mauro wanted to increase his buying power. There are seven Dryco yards today: four in B.C., two in Alberta, and one in Ontario. Delroc, meanwhile, has grown beyond its origins as a gypsum supplier dealer. It is a full-service building supply buying group. The head office is in Langley, B.C., and it has 137 member stores (33 member companies), with Windsor Plywood the largest member (see separate listing) with 57 stores. Other members include prominent yards such as Northern Building Supply in Vancouver and Peace River Building Products in Fort Saint John, B.C. Delroc expanded its product line last year, forging an agreement with hardlines buying group Octo Purchasing. The 52-year-old buying group is going through a generational transition. Two sons of Bruno Mauro, Daniel Mauro and Anthony Mauro, are senior executives with the group. Daniel is the national operations

Hardlines Home Improvement Quarterly

manager of Delroc and Anthony is a director. Delroc markets itself as the “lowest cost” buying group in the building materials industry. In that, it is not alone; most groups claim to be the lowest-cost operator. But it’s true that Delroc has low costs and its members are given their independence.

14 GMS CANADA INC. HQ: Vaughan, Ont. 2025 RETAIL SALES: $895 million STORES: 43 GMS Canada began life as WSB Titan, a Canadian gypsum buying group founded in 2009. The WSB moniker came from its principal members: Watson Building Supplies in Ontario, Shoemaker Drywall Supplies on the Prairies, and Beauchesne Group in Quebec. In 2018, WSB Titan was purchased by Gypsum Management and Supply Inc., of Tucker, Ga., for US$627 million. GMS is a publicly traded company. In the last three years, GMS has expanded in Canada, adding Blair Building Materials in Maple, Ont., in 2023; Home Lumber and Building Supplies in Victoria, B.C., the same year; and Yvon Building Supply in Burlington, Ont., in 2024. It has reached about 40 points of sale in Canada, including Slegg Building Materials (10 outlets on Vancouver Island) and the enormously influential Watson and Shoemaker. Beauchesne Group in Quebec was never part of GMS’s purchase. Last year, Home Depot bought GMS in a deal that concluded in September. Home Depot paid US$5.5 billion for the powerful GSD. In its most recent fiscal year, GMS posted sales of US$5.51 billion. GMS will clearly be a significant part of Home Depot’s Canadian growth, as well as the growth of the world’s largest home improvement retailer in the U.S.

www.hardlines.ca

March 31 - April 1, 2027 Toronto Congress Centre Toronto, Ontario

Where Ontario’s building supply leaders meet

Discover new products, forge strategic partnerships, and drive business growth in the lumber, building materials, and hardware industry. Expected Exhibitors: 200+ companies

Expected Attendees: 750+ buyers

Get involved at the LBMAO Buying Show 2027. Contact Frank Scalisi at frank.scalisi@informa.com for more information.

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

A D CANADA - BUILDING SUPPLIES

HQ: Mississauga, Ont. 2025 RETAIL SALES: $879 million STORES: 59

AD Canada entered 2025 on the back of a record-setting performance from its parent organization, as Affiliated Distributors reported global member sales of US$100 billion, up 20 percent yearover-year. Canadian same-store sales rose approximately 5 percent, reflecting steady demand across electrical, building supplies, industrial, and plumbing sectors. Under chairman and CEO Bill Weisberg, the group continued to lean into scale as its primary competitive lever. Purchases from AD supplier partners increased 34 percent in 2025, while more than $1.8 billion in

F LE rebates and incentives were returned to members, reinforcing the model’s core value: independent distributors gaining the advantages of national buying power without sacrificing ownership. Strategic expansion also shaped the year. AD’s merger with IMARK Electrical broadened its footprint and strengthened supplier alignment, while member companies across North America remained active on the acquisition front, consolidating regional players and expanding service capabilities. In Canada, AD’s divisional structure— guided by member-led leadership teams— differentiates the organization. Executives from companies such as E.B. Horsman & Son, Ideal Supply, and The Eddy Group play a role in shaping programs in pricing, marketing, and supplier engagement. With more than 1,000 members and over 9,000 locations globally, AD remains a scale-driven counterweight to consolidation, equipping independent distributors with the tools, programs, and purchasing

Market share of store types by sales Big Boxes 25%

Canadian Tire* 13%

Hardware Stores 9%

Building Centres * Home category only, excluding sporting goods and auto.

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

53%

strength to compete in an increasingly concentrated market.

F EDERATED CO-OPERATIVES LIMITED (FCL)

HQ: Saskatoon, Sask. 2025 RETAIL SALES: $585 million STORES: 103

Federated Co-operatives Limited demonstrated resilience and scale in 2025, reporting total sales of $11.7 billion, slightly down from $11.8 billion the previous year, as economic pressures and energy market volatility shaped performance. Despite softer top-line results, profitability strengthened significantly. Net earnings rose to $462 million, enabling the Saskatoon-based co-operative to return $261 million in patronage to its network of more than 160 member co-ops, reinforcing its core value proposition as a member-driven distribution system. Under CEO Heather Ryan, FCL maintained a steady focus on operational stability and long-term investment. The Co-op Refinery Complex (CRC) in Regina, one of Canada’s largest integrated refining operations, marked its 90th anniversary in 2025, underscoring its role as a key energy supplier across Western Canada. Strategically, FCL continued to evolve its asset base. The company advanced integration of Blair’s Ag retail assets into the Co-op system and expanded logistics capabilities through the acquisition of ColdStar Solutions Inc., supporting its food distribution network. Community and brand engagement remained a defining feature. Fuel Good Day 2025 raised a record $795,000 for local causes, while Community Spaces funding supported projects across Western Canada. www.hardlines.ca

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

F LE

Top 20 banner groups by retail sales ($millions) Rank Company

2025

Change

Notes Sales do not include HD Supply.

The Home Depot Canada

$11,178

$10,918

-2.3%

Home Hardware Stores

$8,643

$8,484

-1.8%

RONA inc.

$8,166

$7,958

-2.5%

Canadian Tire Retail

2024

Sexton Group

$7,503

$3,996

$7,745

$4,556

3.2%

Canadian Tire’s estimated sales do not include automotive, sporting goods, consumables, and other non-related products.

14.0%

Sexton’s growth is the result of new members and to a greater extent the addition of a new buying group in Quebec, EvoX. BMR, Kent, and FCL are members of ILDC and their sales are included here. However, their respective sales have been backed out of the total to avoid double-counting.

ILDC

$4,892

$5,017

2.6%

TIMBER MART

$4,021

$3,945

-1.9%

Castle Building Centres

$2,834

$3,400

20.0%

Canac

$1,490

$1,550

4.0%

BMR Group

$1,881

$1,983

5.4%

THIRD QUARTER / 2026

Hardlines Home Improvement Quarterly

Castle’s increase represents the addition of new members, but also the addition of significant sales from new members in its Commercial Division.

BMR is a member of ILDC, so its sales have been backed out of the total to avoid double-counting.

www.hardlines.ca

Rank Company

2024

2025

Change

Notes Kent is a member of ILDC, so its sales have been backed out of the total to avoid double-counting.

Kent Building Materials

$1,121

$1,171

4.5%

Princess Auto

$976

$995

1.9%

Delroc

$938

$900

-4.1%

GMS Canada

$948

$895

-5.6%

Home Depot closed, through its pro subsidiary SRS, the acquisition of GMS in September 2025.

AD Canada-Building Supplies

$806

$879

9.1%

AD Canada consists of four divisions that include industrial businesses. Their combined sales totalled $15.5 billion in 2025, up from $13.7 billion in 2024.

Federated Co-operatives

$557

$585

5.0%

FCL is a member of ILDC, so its sales have been backed out of the total to avoid double-counting.

Patrick Morin

$408

$453

11.0%

Patrick Morin purchased four stores from P. Bonhomme at the beginning of 2025, which accounts for the healthy increase here.

UFA Farm & Ranch

$412

$429

4.1%

UFA is a member of Sexton, so its sales have been backed out of the total to avoid double-counting.

FBM Canada

$401

$380

-5.2%

Lowe’s closed the acquisition of Foundation Building Materials in October 2025.

Windsor Plywood***

$334

$328

-1.8%

Windsor Plywood is a member of Delroc, so its sales have been backed out of the total to avoid double-counting.

$57,200

$58,075

1.5%

TOTAL www.hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

TOP

CANADA’S HOME IMPROVEMENT RETAILERS

F LE

Number of home improvement stores and sales market share by province/territory Total stores

4,971

Yukon

0.2%

Newfoundland and Labrador

Northwest Territories

177

2.7%

0.3%

Nunavut

0.1%

Prince Edward Island

0.7%

British Columbia

605

11.5%

Nova Scotia

202

Alberta

609

14.4%

Saskatchewan

280 4.3%

With operations spanning energy, agriculture, food, and home and building supplies, FCL is one of Canada’s largest co-operatives, anchored by scale, vertical integration, and a model built to return value directly to its members.

17 PATRICK MORIN HQ: Saint-Paul, Que. 2025 RETAIL SALES: $453 million STORES: 25 Groupe Turcotte, a network of seven Home Hardware stores in Quebec,

THIRD QUARTER / 2026

New Brunswick Manitoba

241

3.9%

Ontario

Quebec

32.3%

22.6%

1,439

partnered with Home Hardware Stores Ltd. corporate to buy Patrick Morin in February 2021. Patrick Morin, which had previously been a member of ILDC, has continued to maintain its own banner and branding. Its 25 stores are all corporately owned and the company is looking to nearly double that footprint over a decade-long $25 million project. At the end of 2024, Patrick Morin made its first excursion outside Quebec with the acquisition of four renovation centres from P. Bonhomme Enterprises. These locations straddle the Ottawa River. One store serves the Hull district of Gatineau, Que., while the others are in the Eastern Ontario communities of Rockland, Carleton Place, and Limoges.

Hardlines Home Improvement Quarterly

1,157

3.6%

182 3.4%

18 UFA FARM & RANCH SUPPLY HQ: Calgary, Alta. 2025 RETAIL SALES: $429 million STORES: 34 UFA Co-operative Limited delivered a strong performance in 2025, reporting sales of $2.8 billion, up from $2.6 billion the previous year, as the Calgary-based co-operative benefited from strength across its petroleum and agricultural businesses. Net earnings reached approximately $150 million, supporting reinvestment across the network and continued returns to its member-owners. With more than 120,000 www.hardlines.ca

members and a retail footprint spanning over 110 locations including its 34 Farm & Ranch Supply Stores, UFA is a key player in Western Canada’s rural economy. Under president and CEO Fred Thun, the organization maintained a steady focus on operational efficiency and infrastructure investment. Capital spending in 2025 included expanding and modernizing its petroleum network, along with enhancements to its supply chain and logistics capabilities. UFA also advanced its digital and data capabilities, improving inventory visibility and customer engagement across both retail and bulk fuel channels, an increasingly important factor for efficiently serving producers and rural customers. Community investment remained central to the co-operative’s mandate. Through its rural community initiatives and member support programs, UFA directed funding toward local projects and agricultural education across Alberta, Saskatchewan, and British Columbia. With its integrated model spanning fuel, agriculture, and retail, UFA continues to position itself as a resilient, member-driven organization focused on delivering value through scale, service, and long-term investment in Western Canadian communities.

F OUNDATION BUILDING MATERIALS CANADA

HQ: Calgary, Alta. 2025 RETAIL SALES: $380 million STORES: 25

The second-largest home improvement retailer in the world, Lowe’s, announced that it was purchasing one of the largest GSD operators in North America, FBM, in Q3 last year. The deal closed in the fourth quarter. It remains to be seen what effect the deal will have on Lowe’s numbers. www.hardlines.ca

The price was US$8.8 billion. Included among the 470 locations where the California-based seller of drywall operates were Winroc yards in Canada. Lowe’s CEO Marvin Ellison told analysts that FBM’s “extensive network is both expansive and highly complementary to our existing operations.” FBM bought Winroc 10 years ago from Superior Plus. The acquisition of FBM returns Lowe’s to Canada after three years without any Canadian holdings. It had sold RONA to Sycamore Partners, a New York-based private equity group, in 2023. Fifteen years in Canada was clearly not enough to dissuade Lowe’s from buying the big GSD. Lowe’s alternative was to resell its Canadian holdings to the hated Home Depot, which had bought GMS. Nevertheless, Winroc has been a successful performer since it was founded by Wayne Jack in Winnipeg in 1971. Maybe Lowe’s will reach profitability in Canada, at least on a divisional basis. FBM is a big fish. It generates some US$6.5 billion in revenue and in 2024 had a healthy $635 million in adjusted EBITDA from its North American operations. At last count, there were 27 Winroc yards in Canada, most of which have become known as FBM. There are 370 FBM yards in North America.

20 WINDSOR PLYWOOD HQ: Langley, B.C. 2025 RETAIL SALES: $328 million STORES: 57 When founder Randy Jones died twoand-a-half years ago, change was likely for Windsor Plywood. Jones had founded the chain in 1969, with a single store in Surrey, B.C. Since then, the chain has grown through franchising (it has a few corporate stores) to have 57 stores in Canada, plus four in the United States (all in Washington State, having closed the Montana store).

Archie Campbell has been CEO since December 2024. He was the former president and COO of Coast Appliances, Vancouver. Campbell told Hardlines about his goals for the organization, including using technology more than the chain had in the past, and getting young people involved in the chain. Campbell knows that this industry is going through succession. Therefore, he is very interested in flushing Windsor Plywood with an infusion of youth. Windsor Plywood has 29 stores in B.C., 19 in Alberta (which will be cut to 18 when the Calgary store closes soon), four each in Saskatchewan and Manitoba, and one in Ontario (Thunder Bay). The franchise model is unique in this industry. Campbell said there is value in being “somewhat unique in that regard.” Windsor Plywood is the largest member of the Delroc buying group (see separate listing).

WANT THE FULL STORY? The HHIQ Top 20 is just a fraction of the info we have for you in the 2026 Hardlines Retail Report and 2026 Hardlines Market Share Report.

Available to order online at hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

PRO CORNER

THIRD QUARTER / 2026

F LE

Hardlines Home Improvement Quarterly

www.hardlines.ca

BY STEVE PAYNE

HOW DEALERS EXCEL AT

TECH Sukhi Sidhu, Pacific West Systems Supply, and Brent Burrows, CBS Bahamas, are taking tech to the next level

www.hardlines.ca

Hardlines Home Improvement Quarterly

THIRD QUARTER / 2026

PRO CORNER

arlier this spring, two building supply dealers revealed how their organizations excel in technology during a webinar hosted by Webb Analytics in Washington, D.C. The two dealers were probably one of the most geographically diverse pair ever to appear on a webinar in North America. Sukhi Sidhu is the director of business transformation and analytics at Pacific West (PacWest) Systems Supply in the Greater Vancouver Area. Brent Burrows is the managing director of Commonwealth Building Supplies in Nassau, in the Bahamas. PacWest is one of the largest TIMBER MART members in Canada. It has some 21 locations in Western Canada and around 550 employees. It is a supplier to the industrial and commercial supply industry and also owns Boyd Distributors, which sells to lumberyards. The event was hosted by Craig Webb, a D.C.-based home improvement industry analyst, publisher, and presenter. He began with a recap of recent advances in industry technology. The dealers were joined by a tech vendor, Kristina Henn, vice-president of product management at ECI Software Solutions in Palm Desert, Calif. Webb said that there is a tremendous leap forward in technology for dealers. He summarized the context of this tech revolution: things are not easy out there in construction supply. “It’s hard to make a lot of money,” Webb said, and then equated the industry right now to being on a paddleboard—the only speed you can develop is what you earn in effort.

Craig Webb 74

THIRD QUARTER / 2026

Sukhi Sidhu

F LE RECENT TECHNOLOGY

Webb summarized the developments in electronic shelf labels (ESLs). They have developed so much that not only are the price and SKU number listed, but also QOH (quantity on hand) and QOO (quantity on order). “So that if somebody comes up to you and says the peg is empty, but what have you got?” that information is instantly available to the staff member. Next, Webb moved on to software packages that attach to security cameras. “They

“

are heading rapidly toward where AI will become your “co-thinker,” Webb said. “A good example of this function is how artificial intelligence can bring together enormous amounts of data and compile a report for you that talks about the things you care about most and things you hadn’t thought about lately.” And if you are a dealer with customer contracts, AI can review the documents and identify weak spots. “It will offer alternative language,” Webb said. And there are pro-

We connected to every third-party and our ERP system. And we put all our data in one data link through Azure, and we built reports using Power BI.

”

—Sukhi Sidhu, Pacific West Systems Supply, Greater Vancouver can provide information about who’s coming into the store. If there are bad people in your neighbourhood, they can also identify when the bad people come in, too.” And item recognition is becoming more popular. Webb referenced a firm that is working with Lowe’s south of the border. When a customer checks out, the software recognizes the items. So if a customer “forgets” to scan and pay for a screwdriver, it will alert the customer and the staff. Artificial intelligence (AI) has, of course, recently revolutionized the way we work in stores. We have gone past the stage where AI is a “co-pilot” of staff in stores—and we

Brent Burrows

Hardlines Home Improvement Quarterly

Kristina Henn

grams where, if you’re doing takeoffs, you can compare them with your local building code and spot problem areas. This is a significant customer service and it doesn’t rely on the staff person’s memory.

TRACTOR SUPPLY COMPANY

One of the giant home improvement retailers (almost 2,500 stores in the U.S.) that Canadians don’t hear much about is Tractor Supply Co. It has recently put AI-powered technology into its staff’s hands. It answers to “Hey GURA!” (similar to “Hey Siri!”). GURA stands for greet, uncover, recommend, and ask (whether the customer is satisfied or has any other needs). GURA is not only an acronym for the process by which Tractor Supply staff sell items, but also the name of the “co-pilot” AI. “Do we have any dog food for dogs with sensitive stomachs?” GURA can be asked. “And it’ll give you an answer and tell you where the product is located,” Every employee gets to be that much smarter. “And I know people are alarmed www.hardlines.ca

Beauty and PERFORMANCE FROM

your TRUSTED brand

Wolmanized® Outdoor® Wood, protected with Wolman® NB Copper Azole (CA-B), with Tanatone® colourant offers decades of proven performance in protecting wood from its natural enemies — termites and fungal decay. Available in Above Ground, Ground Contact and Freshwater applications, it’s the ideal product for all of your outdoor projects.

Learn more at WolmanizedWood.com

PRO CORNER by the prospects for what AI can do. They think it’s going to take over the universe— and create problems like that,” Webb said. “But retailers are going ahead with it—and I don’t think fear should stop you, either.”

AN ASSIST FROM ORGILL

Burrows, the Bahamian dealer, discussed a special feature that ECI Spruce has recently added to his stores. Now, his customers have full access to real-time inventory from

“

F LE Burrows also highlighted his business’s AI-powered customer chat feature. He’s had it since the early days of ChatGPT in the fall of 2022, when generative AI first went mainstream. “Recently it’s become so much better, so much quicker,” he said. “Our customers rely on it heavily. And our staff relies on it heavily. The AI bot on the website is becoming aware enough to understand the context of the conversation. It knows when a customer

It’s not about the technology, it’s about the problem that you are trying to solve. —Kristina Henn, ECI Software

Orgill’s distribution centre. Orgill can ship any special order to the Bahamas in 10 days. ECI even calculates the retail price of an item, based on store-controlled metrics. The two-store business in Nassau is clearing one container of special orders a week. “That’s a good bump in sales,” Burrows said. “The response has been amazing—way better than we ever anticipated.”

THIRD QUARTER / 2026

”

is frustrated. It knows when it’s not helping well enough and when it needs to escalate something to one of our team members. “It’ll shoot us an email. It’ll tell us if it’s urgent or whatever the case might be. And so there’s no frustration on the customer’s part. The bot is trained to upsell, close sales, and help customers. We’re quite happy with that.”

Hardlines Home Improvement Quarterly

“It’s saved us a ton of time in customer support as well. And it’s available 24-hours a day. You can’t beat it, really. After some time, it becomes a member of your team.”

PACWEST’S TECHNOLOGY ROADMAP

Sukhi Sidhu, from Pacific West Systems in B.C., talked about her building supply dealer’s “technology roadmap.” It embarked on this journey about three years ago. Sidhu said one of the TIMBER MART dealer’s main focus was data. PacWest wanted to ensure that the 21 branches were making the right decisions based on the information managers had at their fingertips. “In order to do that, we had to build our data source. Basically, we connected to every third-party and our ERP system. And we put all our data in one data link through Azure, and we built reports using Power BI. Once we had built the reports, it was a challenge to get managers to actually look at the data to make strategic decisions. They were formerly used to managing by gut feel. But PacWest persevered on the project and now it can have smarter conversations with its managers. “We are able to point out, for example, how much inventory they have. We wanted to make sure that we’re keeping our costs down. And making sure that we are carrying the correct product—to make sure we have the proper turnaround.” Sidhu then outlined the second stage of PacWest’s data journey. It was to implement DQT Technologies’ platform, which is partnered with Spruce at ECI Software. “Just like Amazon, we wanted to be able to provide notifications to our customers, for example, on proof of delivery. Because a lot of times we would get calls from one of our Alberta locations, saying, ‘Hey, we didn’t get the five bags of insulation that you dropped off because there’s so much theft happening.’” PacWest was able to show photos of the insulation that was “missing.” “It’s a huge, positive ROI for us, based on customer notifications, proof of delivery, and cost savings,” Sidhu said. www.hardlines.ca

INDEPENDENT HOME IMPROVEMENT CONFERENCE

SEPTEMBER 28-30, 2027 MARCO ISLAND, FL

Meet Us In Marco THE INDEPENDENT HOME IMPROVEMENT CONFERENCE RETURNS TO MARCO ISLAND We are excited to announce that the Independent Home Improvement Conference is heading back to one of the industry’s favorite destinations. Join independent retailers, wholesalers, service providers, manufacturers,and industry leaders for three days of education, networking and collaboration designed to help you strengthen your business and connect with the independent channel. Be among the ﬁrst to receive conference updates, registration announcements, speaker news and special offers.

PRO CORNER

F LE They’ll jump on a forklift truck when it is needed. Whereas sitting back and analyzing your data is a lot more difficult, in my opinion. And getting them on board was a question of asking them to come meet with us every quarter just to talk about their data.” Brent Burrows wanted a strategy to get his most tech-averse customers—contractors—to use the functionality he has provided at CBS. “We decided to tell our existing contractors who had in-store accounts: ‘Hey, sit with us for 10 minutes. We’re going to give you a $20 gift card. Let’s get you set up online. Let’s show you how to use this stuff.’ “They were a bit apprehensive. But once we showed them, and once they saw the benefits, they were like, ‘Wow, this is terrific!’”

STARTING FROM SCRATCH

ECI SOFTWARE’S POINT OF VIEW

Kristina Henn, VP of product management at ECI Software Solutions, came into the conversation at this point. She differentiated between “people” issues and the tech itself.

“

but about the problem you are solving. “I think that’s where we see technology really helping with more automation and just making everybody’s life easier. And happy employees are also more product-

A lot of people get turned off at the idea of seeing these complex, complicated websites like ours, and they think: ‘That’s too much to handle.’

”

—Brent Burrows, Commonwealth Building Supplies, Nassau, The Bahamas “It’s not about the technology, it’s about the problem that you are trying to solve. It’s a mindset. And with the generational change now happening, more people are embracing and taking a risk on the technology.” Henn spoke about the language usage at ECI. “For example, we call it practical AI, because we want to look at it from a practical point of view. People really appreciate it if you share the practicality of a solution with them. You don’t talk so much about technology,

THIRD QUARTER / 2026

ive. I think that’s a really important point as well. By taking some of the stress off of them at work, with automation, it makes a huge difference.”

GETTING EMPLOYEES ON BOARD

Of course, one of the big challenges with technology is getting employees to actually use it! “We were trying to train our staff as well because technology is a huge, hard change. Most branch managers are more like doers.

Hardlines Home Improvement Quarterly

Webb asked the two dealers to imagine they were starting from scratch with technology. What would they start with first among the four choices? E-commerce? Bill payment systems and tracking their invoices? Inventory control? Or fourth, customer relationship management (CRM)? Burrows replied: “E-commerce has always been my baby, so I’ll have to go with that.” “A lot of people get turned off at the idea of seeing these complex, complicated websites like ours, and they think: ‘That’s too much to handle.’ But it doesn’t have to start like that. I always encourage people to start with what I call ‘hybrid e-commerce.’ Burrows advises dealers who are starting from scratch to set up a “simple payment portal.” “Let people call in, get a quote from you, and then if they pay on that quote with your payment portal, get a gauge of their interest. Maybe add a PDF catalogue online next. Something simple.” “There are very easy, scalable ways to do it, instead of diving headfirst in. Just take little steps here and there, and before you know it, you’ll be growing something nice and big. He recalls that before 2020, CBS had no e-commerce presence. “In five years, we’ve got something pretty complex and great.” www.hardlines.ca

R E G I S T R AT I O N I S O P E N October 5-7th The Westin Michigan Avenue Chicago

ProDealer Industry Summit is an exclusive, live educational forum designed to promote the growth of lumber & building product dealers, distributors, wholesalers, and the manufacturers who supply them. LBM dealers will benefit from sharing insights and best practices from industry leaders. Introducing Our Current 2026 Speakers

John Marshall

Mike McDole

Curtis Dubay

Grant Leavitt

Founder AI Growth Partners

Principal, Firing Line LBM Advisors

U.S. Chamber of Commerce

Marcus Lumber Company

THANK YOU TO OUR CURRENT 2026 SPONSORS

For more information contact: Amy Grant, Associate Publisher agrant@ensembleiq.com | 773-294-8598

AD INDEX

ADVERTISERS: THIRD QUARTER / 2026 Arxada

JELD-WEN

Auto-Stak

JRTech Solutions

BMR Group

Kohltech

Castle Building Centres Group

LBMAO Buying Show 2027

CGC

Leviton

Cloverdale Paint

Marwood

Consumer Products Institute of Canada

NHPA

Diablo Tools

Orgill

2, 3

Dimensions Windows & Doors

+osb

DuPont

Richelieu Hardware

Gentek

RONA

Gillfor

Saint-Gobain

GSW

Sexton Group

arxada.com autostak.com

bmr.ca/becomeadealer youarethebrand.ca usg.com cloverdalepaint.com

consumerproductsinstitute.ca diablotools.com

dimensionspf.com

dupont.ca/building gentek.ca

gillfor.com gsw-wh.com

Hardlines

4, 46, 47, 81

hardlines.ca

Home Hardware Stores

HBSDealer (Pro Dealer Industry Summit)

home-owner.ca

ensembleiq.com

IN THE

NEXT ISSUE OF HHIQ:

jeld-wen.ca

jrtechsolutions.com kohltech.com

informaconnect.com/lbmao-buying-show leviton.com marwoodltd.com yournhpa.org orgill.com osb.ca

richelieu.com

rona.ca/becomeRONA saint-gobain.com sextongroup.com

Taiga Building Products TIMBER MART

THIRD QUARTER / 2026

timbermartmember.com

Pike’s Home Hardware Building Centre PLUS: • Meet the Buyers • GSDs • Product Spotlight: Decks & Railings

Publication Date: October 9, 2026 • Ad Reservations: August 28, 2026 • Ad Material Due: September 16, 2026

15, 83

taigabuilding.com

Hardlines Home Improvement Quarterly

HOME IMPROVEMENT QUARTERLY

PUBLISHER:

david@hardlines.ca ACCOUNT MANAGER:

shannon@hardlines.ca www.hardlines.ca

EMPOWERING YOUR STORE AND THE PEOPLE WHO DRIVE IT Hardlines HR Advisor is a monthly e-newsletter designed to keep you informed about staffing issues in the retail home improvement industry. Are you having trouble finding good people? Or getting rid of a problem worker? Do you have a vision for guiding and coaching your team, and yourself, to take your business and your career to the next level? Hardlines HR Advisor is filled every month with insights and tips to help you.

Each issue of Hardlines HR Advisor features: 4 News about HR topics of interest to our industry 4L egal issues that affect your HR decisions 4E xpert Advice of the Month from HR managers 4A sk The HR Department, from a well-known HR agency

Hardlines.ca/publications/hr-advisor

ENDCAP

F LE

BY GEOFF McLARNEY

THE POWER OF A GESTURE Brock Hodgins spared a thought for a child during his building centre’s grand reopening and made his day. Hodgins says it was one of the moments that reminded him of how rewarding his work can be.

odgins Building Centre has two Southwestern Ontario locations, the original site in Wingham and a second store in nearby Lucknow. Brock Hodgins and his older brother Jordan are third-generation owners of the 65-year-old business. The pair brought Hodgins Building Centre into the Castle Building Centres fold in 2023, holding a grand reopening in June of that year to mark the occasion. Among the events planned was a pop-up ice cream parlour catered by an on-site truck. The area around Wingham has a significant population of Anabaptist “Plain People,” including Old Order Mennonites and Amish, leading to one customer encounter that makes Hodgins particularly proud. “A Mennonite customer of ours was in on the Wednesday leading up to the big event and mentioned that he wasn’t going to be able to make it because he had a big job to do on Saturday.” He felt sorry for his children, who would be missing out on the ice cream truck. Hodgins hatched a plan. “When the big day rolled around, I made sure to take 30

“

for another local business.” While Hodgins always looks forward to his conversations with the customer, on this occasion he explained, “I was just here

It really is the small things like this that can make life truly rewarding.

minutes to load up eight ice cream bowls in a cooler and drive them out to this customer of ours.” He found the man in his saw shop “working on some stair treads

Lucknow and Gorrie are located in a part of Ontario with a significant Mennonite presence.

THIRD QUARTER / 2026

”

to drop off the ice cream and get back to the big celebration.” The customer, Hodgins recalls, “was so appreciative of the gesture and turned off

Hardlines Home Improvement Quarterly

his large belt sander to take a short break to enjoy the treat with his wife and kids. It really is the small things like this that can make life truly rewarding.” As it happens, the family was so touched that they returned the favour. “The customer came into the store following the event and brought us two freshly baked pies that his wife made to show her appreciation for the gesture.” If the way to a man’s—or a child’s— heart is through his stomach, then Hodgins might just have secured a second- generation customer for life.

www.hardlines.ca

Taiga treated wood is treated right.

We oversee every part of the process, from raw lift to treated load, so every bundle meets our standard for colour consistency and quality. No matter the region, no matter the season, you get the same dependable product, shipped through our integrated logistics network and ready to perform in the toughest outdoor conditions.

Start at taigabuilding.com

Independence, Amplified! Your independence is your advantage. Amplify it! At Castle, we champion the strength, resilience, and entrepreneurial spirit of the independent dealer. Our commitment is simple: empower our members with unrivaled buying power, strategic vendor partnerships, and results you can measure. All of this…with no cost of affiliation. It’s why Castle continues to outperform the market, and why we remain Canada’s fastest-growing LBM & Commercial Buying Group.

Scan Here

Find out why Castle continues to be the Fastest Growing Buying Group in Canada! Western Canada

Quebec

Atlantic

Ontario

Jaana Reinikka

Richard Hamel

Terry Mulock

Lillian Diaz

BUSINESS DEVELOPMENT MANAGER BRITISH COLUMBIA & ALBERTA

BUSINESS DEVELOPMENT MANAGER NEW BRUNSWICK, NOVA SCOTIA & PEI

BUSINESS DEVELOPMENT MANAGER ONTARIO - SOUTHWEST / CENTRAL

780-722-1870 | jreinikka@castle.ca

BUSINESS DEVELOPMENT MANAGER EASTERN QUÉBEC & NORTHERN NEW BRUNSWICK

902-471-3985 | mulock@castle.ca

905-757-4918 | ldiaz@castle.ca

Darren McCooeye

Mélanie Belley

Brian Warr

Lyndon Deyo

BUSINESS DEVELOPMENT MANAGER MANITOBA, SASKATCHEWAN, NORTHWEST ONTARIO

BUSINESS DEVELOPMENT MANAGER WESTERN QUÉBEC

BUSINESS DEVELOPMENT MANAGER NEWFOUNDLAND & LABRADOR

BUSINESS DEVELOPMENT MANAGER ONTARIO - NORTHERN / EASTERN

514-809-6443 | mbelley@castle.ca

709-770-5607 | bwarr@castle.ca

613-805-7271 | ldeyo@castle.ca

204-771-1908 | dmccooeye@castle.ca

418-520-6244 | rhamel@castle.ca