Pro Dealer Q2 2025

PRIVATE EQUIT Y

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FLEET MANAGEMENT

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TRUSS PLANTS

PRO Dealer Q2 2025

THE ULTIMATE RESOURCE FOR LBM DEALERS, GSDS, & SPECIALTY DEALERS SERVING THE HOMEBUILDING & ICI INDUSTRIES

A FAMILY’S MISSION INTERVIEW

‘OLD SCHOOL SERVICE FOR TODAY’S BUILDERS’ IS NOT JUST A SLOGAN

Don Clement PRESIDENT MISSION BUILDING SUPPLIES PRO DEALER OF THE YEAR Edmonton, Alberta

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WE’RE NOT GOING ANYWHERE...

BUT T FORWARD Orgill has been serving the industry for more than 175 years but what’s more important than how long the company has been around is where it is going. For the past three decades, Orgill has been the fastest-growing distributor in the industry and today, the company continues to invest in enhancing its products, programs and services to continue this legacy of growth.

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Tailored Solutions, Unlimited Potential

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MASTHEAD

PRO Dealer EDITORIAL

SECOND QUARTER/2025 // VOLUME 2, NO. 2 2060 Lakeshore Road, Suite 702, Burlington, ON L7R 0G2 • 905-330-3061 @Hardlinesnews • www.hardlines.ca

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ELMWOOD GROUP HOME HARDWARE

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ACCOUNTING

accounting@hardlines.ca ART DIRECTOR

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Michael McLarney mike@hardlines.ca

Aurora, Ont.

Bathurst, N.B.

Moncton, N.B. Brent Perry ALF CURTIS HOME IMPROVEMENTS

Peterborough, Ont. Gary Sangha CROWN BUILDING SUPPLIES

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4

PRO Dealer // Q2 2025

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CONTENTS

PRO Dealer SECOND QUARTER/2025 // VOLUME 2, NUMBER 2

10 WE’VE BEEN HERE BEFORE EDITORIAL

PAGE 12

NEWS Tariffs affect specific categories—but consumer confidence is threatened Crown Building Supplies acquires Alberta pro dealer BMR targets pros in new marketing campaign Home Depot increases sales by 4.5 percent in latest fiscal year Lowe’s sees sales fall in 2024, acquires contractor finishes firm GMS Inc. reports ‘pricing resilience’ despite declining market NGen launches fed-funded homebuilding tech projects

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20 WINDOWS & DOORS PRODUCTS FOR PROS

ROBOTICS OPENS AI-DRIVEN 60 PROMISE HOMEBUILDING FACTORY AUTOMATION

62

VENDOR FORUM

AN INTERVIEW WITH STEVE YOUNGBLUT, PRESIDENT OF CGC INC.

72 SEE WHAT’S IN OUR NEXT ISSUE INDEX TO ADVERTISERS

74

THE CHALLENGE

DELIVERY BY BARGE AND HELICOPTER ACROSS THE GEORGIA STRAIT Hardlines.ca

2025-04-27 10:36 AM

T

SERVICES

26

TRUSS PLANTS: THE FUTURE

34

COVER STORY

A FAMILY’S MISSION

A look at Mission Building Supplies in Edmonton, the recent winner of our Pro Dealer of the Year

An interview with the head of the Canadian Wood Truss Association.

Plus: Three operators that are changing the industry

FINANCE

52

FREIGHT

44

DELIVERING THE GOODS Economic and HR challenges are reshaping modern fleet management

PRIVATE EQUITY & PRO DEALERS

Access to ready capital must be weighed against compromising some independence

64

SUCCES SION

PRIME TARGET

An interview with Max De Angelis, the new owner of Target Building Materials in Windsor, Ont.

Hardlines.ca

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Q2 2025

// PRO Dealer

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FROM THE EDITOR

WE’VE BEEN HERE BEFORE

BY STEVE PAYNE Editor-in-Chief PRO DEALER steve@hardlines.ca

One pro dealer’s response to tariffs

From the electronics industry to the auto sector, everyone is trying to figure out how the trade war is going to affect prices in their subsector of the economy.

Let’s not make that mistake in the pro dealer universe. It’s consumer confidence that is threatened, not a specific SKU. You can get a tariffs exemption in your industry and still get hit by the recession.

(And please note that I’m writing this several weeks before you received this issue. So things could already be better. Or worse.)

We reached out to Majid Tasharofi, partner and general manager of Standard Building Supplies, with stores in Burnaby and North Vancouver, B.C. He first pointed out that reciprocal tariff s are a big issue and he’s seeing the price increases right now.

Canada’s Finance Department has levied “retaliatory tariff s” on almost $30 billion worth of imports from the U.S., effective March 4, 2025. Many back- and front-end SKUS from our industry are on that very long list.

As Tasharofi notes, the costs are already hitting his business. From the price of engineered wood products from the U.S. to hardware products made south

“

We’ve gone back to basics, which is managing our inventory levels well.

of the border, he’s feeling it.

But then Tasharofi went one better. And gave some good advice.

“We’ve gone back to basics, which is managing our inventory levels well,” said the TIMBER MART member. “We’ve seen this before with Covid. At some point they are going to come off. In the meantime we need to limit our exposure. Trying to make head or tails of it is an incredibly difficult thing to do.”

Pass the costs on and wait for change.

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PRO Dealer // Q2 2025

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PRO Dealer

NEWS

WHAT’S HAPPENING IN THE PRO INDUSTRY Sign-up for Breaking News at Hardlines.ca

TARIFFS AFFECT SPECIFIC CATEGORIES—BUT CONSUMER CONFIDENCE IS THREATENED latter factor dwarfs the SKU-specific raising of prices in certain categories.

Peter Turkstra is the owner of Turkstra Lumber, one of Southern Ontario’s biggest pro dealers (with 11 lumberyards plus a truss plant, a mill, a specialty trim and door division, and an industrial division). He says that it is the consumer behaviour impacts that he worries about the most. He says that, long before tariff s, “we were already in a pretty major recession.” “[The slowdown] might exceed a 70 percent yearover-year decline in housing. The tariff s have only made it worse,” Turkstra says. “What’s happened, of course, is that people clam up. They have job uncertainty. They have future uncertainty. Either way, they’re anxious and watching this gong show [the tariff s pronouncements]. The last thing they want to Tariff s, both inbound from the U.S. and outbound to that country, have only just started to impact the Canadian building supply industry at press time (end of April).

The effects are twofold. First, there is the SKU-

12

On the positive side, Turkstra, says the custom homebuilding side of his business is in better shape.

There is a difference to the slowdowns by region of the country, said Trevor Small, president of the

specific impact on the cost of goods. And second,

Lumber and Building Materials Association of

there is the impact on consumer behaviour. This

Ontario (LBMAO).

PRO Dealer // Q2 2025

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do is go out and make major investments.”

Hardlines.ca

2025-04-25 2:04 PM

Close to the Greater Toronto Area, in Ontario, it’s worse. This is because of the price of houses close to the city. Farther away from the GTA, it’s

CROWN BUILDING SUPPLIES ACQUIRES ALBERTA PRO DEALER

better, Small says. “And, of course it’s better in certain parts of Canada, like Western Canada, excluding British Columbia.”

The LBMAO has tried to educate its vendor members about the tariff s. Small authored an article called ‘Getting Your Products to the United States under the USMCA.’ It appeared in the latest issue of the LBMAO Reporter.

“One area that has been suggested is to make sure that Canadian made products going south are claimed under the USMCA rules,” Small writes. “The USMCA is the free trade agreement that went into effect on July 1, 2020 (the new North American free trade agreement). It was set up so that goods could fl ow from Canada, the U.S., or Mexico without duties.

“One method that looks like it may have some benefi t for Canadian exporters is to have their goods USMCA compliant. Currently only about 38 percent of our exports to the United States fall under the USMCA agreement but a significant majority could go compliant with some work to become certified. To fall under the USMCA, the product is required to be between 50 and 75 percent made on this continent—with documents such as a commercial invoice to certify compliance. It is believed that 38 percent of goods now certified could easily grow to 50 percent of our exports with some work.”

Small outlines the steps that vendors are recommended to follow to qualify for a USMCA exemption on tariff s. They include rules of origin, regional value content, and the technicalities of

Surrey, B.C.-based Crown Building Supplies, which already had three pro stores in the Lower Mainland of B.C., has acquired ADSS Building Supplies, which has two speciality building materials stores in Edmonton and one in Calgary.

“This acquisition represents an exciting new chapter for Crown Building Supplies,” said Gary Sangha, CEO of Crown. “ADSS has built a strong reputation for reliable service and quality products. By combining our resources and expertise—and with the addition of a major facility in Calgary [a 60,000- square-foot distribution and service hub]—we’re positioned to significantly expand our reach and elevate the service we offer to our customers.”

Will Davila, president of ADSS, added: “We are proud of what ADSS has built and the trust we’ve earned. The acquisition by Crown allows us to bring that legacy into a new era, with greater resources, expanded infrastructure, and an even stronger commitment to customer satisfaction.”

Crown is a member of AD Building Supplies – Canada. The buying group’s VP Paul Williams said: “AD Canada is proud to support its members as they pursue smart, strategic growth. The acquisition of ADSS by Crown refl ects the entrepreneurial spirit and long-term thinking that makes our network strong.”

applying for an exemption. Small’s USMCA document may be viewed at www.lbmao.on.ca.

Hardlines.ca

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Q2 2025

// PRO Dealer

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NEWS

BMR TARGETS PROS IN NEW MARKETING CAMPAIGN

network,” BMR CEO Alexandre Lefebvre said in a release. “This new image reinforces our industryrecognized commitment to quality, while staying true to the core values that have made us successful.”

“We wanted to realign our focus on experts to evolve BMR’s brand positioning and image, to become the experts’ centre for professionals,” Marlène Hins, BMR’s VP of marketing and communications, told Pro Dealer. The marketing campaign, she explained,

BMR Group has adopted new marketing, touting

is “based on three key pillars: local, expertise, and

its stores as the destination for pros. Montreal

products—the right product and quality.”

creative agency Lg2 is delivering a multi-platform

BMR, she adds, is “already a destination for the

marketing campaign. The messages were unveiled

contractor clientele but we wanted to put the focus

in April through various media in Quebec, Ontario,

of our campaign on this very business segment,

and the Maritimes, including TV, radio, billboards,

which is one of the pillars of our growth strategy.”

and digital media.

At the same time, the company is also keeping a

The campaign includes 15-second multi-platform marketing spots, all featuring taglines that target the contractor customer: “Pour les vrais” (“For the

focus on a more skilled retail customer, “DIYers who aspire to be considered pro,” said Hins.

The new campaign encompasses all BMR brands.

real ones”), “Built for pros,” “The experts’ centre,”

“Our brand positioning and marketing campaign

and “Less dryers, more drywall.”

include all our banners—BMR, BMR Express, BMR

“At its core, BMR is defined by exceptional cus-

Pro, and Potvin & Bouchard—from smaller stores to

tomer service, a team of dedicated experts, a

larger locations, because they all serve, to a certain

high-quality inventory, and a well-established

extent, the pro clientele.”

BMR Group’s new marketing includes 15-second multi-platform marketing spots and billboards, all featuring taglines that target the contractor customer. The campaign began in April.

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PRO Dealer // Q2 2025

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NEWS

HOME DEPOT INCREASES SALES BY 4.5 PERCENT IN LATEST FISCAL YEAR Home Depot, the world’s largest home improvement retailer, increased its sales to US$159.5 billion in fiscal 2024, which ended Feb. 2, 2025. That’s a 4.5 percent increase.

Comparable sales worldwide decreased 1.8 percent for the year, while comp sales in the U.S. declined by the same amount. Net earnings for fiscal 2024 were $14.8 billion, or $14.91 per diluted share, compared with net earnings of $15.1 billion, or $15.11

Home Depot said it would open approximately

per diluted share in fiscal 2023.

13 new stores in North America.

The company provided some forecasts for the 2025 fi scal year. Total sales growth would be

represent about half of its sales—while only repre-

approximately 2.8 percent. Comp sales would grow

senting about 10 percent of its customer base. It has

about 1.0 percent for the year. Gross margin would

a large edge on Lowe’s, the second-largest home

be approximately 33.4 percent. Diluted earnings

improvement retailer in the world, when it comes to

would decline approximately 3.0 percent. The

serving contractors.

LOWE’S SEES SALES FALL, ACQUIRES CONTRACTOR FINISHES FIRM

ADG from private-equity firm Sterling Group.

Lowe’s, the world’s second largest home

vices for finishing products to new homebuilders.

improvement retailer, suff ered a drop in sales

It is a major purveyor of fl ooring, cabinets, and

of some 3.1 percent in fi scal 2024, which ended

countertops.

revenues of $1.80 billion last year. The company provides design, distribution, and installed ser-

“With more than 18 million homes needed in the

Net earnings for the year were $6.957 billion.

United States by 2033, we expect new-home con-

In its February investor call, the company pro-

struction will be a major driver of pro planned spend

vided an outlook for its 2025 fi scal year. Total sales

for the next decade,” said Lowe’s CEO Marvin Ellison

would be between $83.5 and $84.5 billion—in other

in a release. “The acquisition of ADG allows us to

words about fl at, and comp sales would be fl at to up

build on our momentum with pro planned spend

1.0 percent.

and it is expected to expand our total addressable

tractors back from Home Depot when it announced

market by approximately $50 billion.

About 30 percent of Lowe’s sales comes from

on April 14 that it would acquire Artisan Design

contractors, analysts say, compared to 50 percent

Group (ADG), of Dallas, Tx. Lowe’s is buying

for Home Depot.

PRO Dealer // Q2 2025

PD-Q2-25-News.indd 16

The purchase cost Lowe’s $1.33 billion. ADG had

Jan. 31, 2025. Sales were US$83.674 billion.

Lowe’s made a gambit to try to get some con-

16

Home Depot executives have disclosed that pros

Hardlines.ca

2025-04-29 9:34 AM

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2025-04-25 10:47 AM

NEWS

GMS INC. REPORTS ‘PRICING RESILIENCE’ DESPITE ‘REDUCED LEVELS OF ACTIVITIES’ RESILIENCE’

improvement in wallboard and ceilings,” said John C. Turner, Jr., president and CEO of GMS. “Economic uncertainty, general affordability, and tight lending conditions, combined with adverse winter weather disruptions, all contributed to reduced levels of activities in each of our end markets.”

GMS Inc., a leading GSD based in Tucker, Ga., with a

GMS was founded in 1971. It operates a network

Canadian division, released its third quarter results

of more than 300 distribution centres with extensive

for the period ending Jan. 31, 2025.

product offerings in wallboard, ceilings, steel fram-

Net sales increased 0.2 percent in the quarter

ing, and complementary products. In addition, GMS

to US$1.26 billion, while adjusted net income was

operates nearly 100 tool sales, rental, and service

$36.2 million or $0.92 per diluted share.

centres. It mostly serves the residential and com-

“Our results in the quarter refl ect the impact of

mercial contractor customer base across the U.S.

soft end market demand and steel pricing, both

and Canada. GMS acquired Yvon Building Supply,

of which deteriorated meaningfully during the

Toronto, in July 2024, for an aggregate purchase

last half of the quarter, ultimately driving both

price of up to CAD$196.5 million. And it previously

lower-than-expected sales and gross margin

bought two other dealers in Canada during the fi scal

compression, despite experiencing price and mix

year that ended April 30, 2024.

NGEN LAUNCHES FED-FUNDED HOMEBUILDING TECH PROJECTS The Government of Canada, in its 2024 budget,

additional $62 million in industry investment to

announced $50 million over the next two years for a

launch 12 project consortia involving 33 partners

Homebuilding Technology and Innovation Fund. The

from across the country.”

feds did this because they said that Canadian homebuilders need to triple the rate of housing production

ization,” its press releases say, this is a project

to meet demand projected for 2030. And there’s more.

of Ottawa’s Ministry of Innovation, Science and

Ottawa also said that the unit cost of building homes needed to drop by 54 percent. And carbon

The 12 projects listed in the first round of funding include a robotics and digitalization project

cent per home. And labour productivity needed to

for modular wood construction in Montreal and

increase by 60 percent to compensate for a shrink-

Carleton, Que., a rapid modular housing facility

ing workforce.

in Ancaster, Ont.; an advanced manufacturing for affordable home building project in Guelph, Ont.;

Manufacturing Canada) has announced its first

a mass timber urban housing platform in the

cohort of projects through its “Advanced Manufac-

Vancouver area; and micro-factories for affordable

turing Homebuilding Challenge.”

prefabricated housing in the Yukon.

A press release on March 21 said that “NGen’s initial investment of $33 million has spurred an

PRO Dealer // Q2 2025

PD-Q2-25-News.indd 18

Economic Development Canada.

emissions needed to drop by more than 20 per-

Pursuant to these goals, NGen (Next Generation

18

While NGen is an “industry-led non-profit organ-

Learn more and see the complete list of projects at ngen.ca.

Hardlines.ca

2025-04-28 5:14 PM

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2025-04-25 10:48 AM

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PRO Dealer // Q2 2025

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Q2 2025

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2025-04-25 2:07 PM

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PRO Dealer // Q2 2025

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PRODUCTS FOR PROS

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PRO Dealer // Q2 2025

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Hardlines.ca

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

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"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."

Dupont-PDQ22025.indd 25

2025-04-29 11:13 AM

TRUSS PLANTS

By Steve Payne

TRUSS PLANTS IN CANADA: THE FUTURE

An interview with Warren Cinquina, president of the Canadian Wood Truss Association (CWTA)

Warren Cinquina is vice-president of oper-

interviewed Cinquina about the future of the truss

ations at London Truss, in London, Ont. It’s an

industry in Canada.

independent truss plant with one unusual aspect— it’s the only truss plant in Canada that makes its own

The capital expenditure required to open a truss

truss connectors.

plant must be big. There’s all that technology,

Cinquina has been working for London Truss,

for starters.

which is celebrating its 50th anniversary this year,

Well, the technology is not in its infancy. But, yes,

since 1989. He has an applied math degree from

the CapEx required for a truss plant is fairly big

Western University—and an MBA.

because of the amount of steel required as far as

London Truss is owned by Sam Rattazzi, whose father started the business.

Cinquina is the current president of the Canadian Wood Truss Association (CWTA). Pro Dealer

the tables, the presses, and the equipment to move large trusses. If you take our truss presses, which have been in operation now—some of them—for over 20 years, just to retool them is a big expense. When we retooled one press out of eight, it was $80,000.

And the saws are three-quarters of a million dollars now because of the technology.

The workers cost a lot of money as well. Isn’t technology reducing the amount of labour?

Yes, but now you have to have a worker who understands all that complicated equipment in your plant, in case it breaks down. Or you have to have somebody on call who understands that equipment, like an electrical technician or a computer technician.

Warren Cinquina used to calculate his truss designs without computers. After all, he came to his job at London Truss after doing an applied math degree.

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2025-04-28 5:21 PM

Two of the eight presses at London Truss. The plant makes its own truss plates.

From time to time a lumberyard will buy a truss plant. What are the challenges they typically face?

The big challenge is the difference between a truss plant and a lumberyard. Now, they’re starting to get it because they’re leaving truss guys to run truss plants. But I remember when Cashway bought their first truss plant near Peterborough [Ont.], a few decades ago. They found out that the production culture is completely different. I’m not going to say

you’re always going to get beat by a framer with low

that it’s easier to run a lumberyard but the skill sets

overheads uless it’s a large project with an economy

to be successful are different. Truss plants tend to

of scale. So, unless the market changes where you

focus on design and production. Whereas lumber-

have a labour shortage for framers and margins get

yards require extremely complicated logistics and

higher, you may as well focus on trusses.

retail customer support.

Some custom home builders complain that they Is the evolution of truss plants leading them to sell

can’t get trusses without long lead times because

more ancillary products, other than the roof and

of tract builders doing deals with truss manu-

fl oor trusses they make themselves?

facturers. Is this a real national problem or just a

Yes, we are a reseller who carries LVLs. And now

regional problem?

some truss plants have moved into panelization. But

I think it’s regional. You’re just going to base your

we [at London Truss] haven’t gotten into the panel

business on what you think is going to make you

game yet. But the margins with wall panels are thin-

the best money, right? It’s going to be based on

ner. You’re basically nailing a square together. And

whatever you think is going to be your best practice.

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Q2 2025

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2025-04-28 7:27 PM

TRUSS PLANTS

Canada has some truss manufacturers that are

gration was to start stamping our own plates and

great at dealing with larger builders. At London

managing our own software and testing, et cetera.

Truss we aim to provide service to all types of build-

I’ve been on the board of the Truss Plate Institute of

ers. Between Sam and I, our combined experience is

Canada [TPIC] for about 25 years. I believe our work

probably 60 years. We’ve seen everything and we’ll

with TPIC contributes to the skill of our design and

take on any project. The contractor who says, ‘Oh,

engineering departments.

these plants won’t do this or this plant will only do this,’ is likely regional. Or maybe they just called

Speaking of associations, what are the big issues

one or two plants.

that you as an industry are working toward?

Quality control, standards, and tolerances. Back

At London Truss, you make your own truss plates,

in the day, there were no tolerances. And so, TPIC

which is unusual among Canadian truss plants. How

created an appendix of tolerances for plants to go

did you make the decision to fabricate your own?

by. And that turned into a national quality standard.

We’ve been punching plates almost as long as

Recently, the TPIC manual made quality control man-

we’ve been doing trusses. It’s just something we do.

datory. Since the National Building Code of Canada

Again, we’re kind of truss geeks here. We’ve been

recognizes the TPIC manual for quality control, it’s

doing this for a long time. Part of our vertical inte-

now mandatory for all truss plants in Canada.

“

When you design a truss, it’s kind of like music, an orchestra. It has to be 100 percent. If you send it to the jobsite and it doesn’t fit, it costs you a lot of money.

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There is a consolidation happening in the truss industry, just like other industries. Can you comment on that?

The market’s looking for it, right? You have a lot of cottage plants, mom-and-pop shops, from the 70s or 80s. They might even be second-generation and ready to retire now. Some of these plants, they’re in good locations, they’re strong plants, they’ve got great people. And consolidation really helps a lot of these employees in the industry. It’s not a bad or a good thing. It’s just an opportunity that exists.

Hardlines.ca

2025-04-28 5:21 PM

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2025-04-25 10:49 AM

TRUSS PLANTS

P.E.I. TRUSS PLANT RAMPS UP Island Structural Systems Inc., the province’s newest truss plant, adds a second line

Island Structural Systems Inc. (ISSI), which opened in Kensington, P.E.I., in January 2024, is adding a second production line.

GM and owner Matthew Bowness said the idea for opening ISSI was based on truss shortages in the province. “The lead times for builders could be eight to 12 weeks even before Covid.” It got worse when the Covid boom in homebuilding hit. Then, the island was facing up to a six-month lead time for trusses.

Not an acceptable situation, Bowness thought.

He gathered investors together, and was helped in his fundraising by the Atlantic Canada Opportunities Agency (ACOA). It put a “repayable contribution” of $2 million into the mix.

This is ISSI’s second year of business. And the roof and fl oor truss manufacturer is adding a second production line. Something that the business plan for ISSI didn’t predict until year fi ve, Bowness said.

This is a truly independent truss plant. It sells to every channel it can: building supply dealers, home-

Island Structural Systems Inc. GM and owner Matthew Bowness said the idea for opening ISSI was based on truss shortages in the province.

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Island Structural Systems’ 25,000 square foot facility is state-of-the-art, with high-tech Simpson Strong-Tie equipment that builds a lot of trusses at a high rate of speed.

builders, farm building contractors, commercial clients, plus homeowners building their own homes.

The 25,000 square foot facility is state-of-the-art, with high-tech Simpson Strong-Tie equipment that builds a lot of trusses at a high rate of speed. The plant also makes laminated veneer lumber (LVL).

P.E.I. is now self-sufficient in trusses. Bowness said he doesn’t have to search farther afield, for example to New Brunswick, for customers. ISSI opened with 18 employees in January 2024 and now, with the new production line coming on-stream, that is expected to increase to 32 employees.

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TRUSS PLANTS

AEP’S HADI ABASSI: THE CONSOLIDATOR

Iranian immigrant worked at McDonald’s to get his initial investment to consolidate Canada’s truss plants

Born in Iran, Hadi Abassi came to Canada in 1982, when he was 26. Like many immigrants, he went to work at McDonald’s—not an auspicious start

Atlas Engineered Products owns eight truss plants in four provinces.

to his corporte career.

But Abassi had grander goals in mind. During a

AEP will bring the

previous stint in the U.K., he had picked up a degree

capital to the mom

in mechanical engineering from Swindon Technical

and pops, technology will be brought in, and Canada

College. He gravitated from McDonald’s to con-

will become a world leader in the factory assembly of

struction, becoming a salesman for windows.

housing components. That’s Abassi’s vision.

In 1999, he’d saved enough in 15 years to plunk

When he took AEP public in 2017, Abassi says,

down $45,000 to purchase a tiny truss plant in

revenues were $8 million. Revenues peaked at $61.9

Nanaimo, B.C. It had revenues of $95,000 a year.

million in 2022, before falling commodity prices

Fast forward to today. Hadi Abassi is one of the most important consolidators in the truss manufac-

post-Covid led to a 20 percent drop in sales in 2023.

AEP started acquiring truss plants in 2018,

turing industry in Canada. His company, Atlas Engin-

when it bought its second facility, Clinton Building

eered Products (AEP), owns eight truss plants in four

Components, in Southern Ontario. Two other truss

provinces. AEP is publicly-traded on the TSX Venture

plants would follow that year: Satellite Building

exchange—and it’s really just getting started.

Components, in Eastern Ontario. And Pacer Building

AEP and Abassi are not coy about outlining their

Components, in Southwestern Ontario.

game plan for Canada’s

In 2019, AEP bought South Central Building Systems

truss, wall panels, and

in Carman, Man. In 2020, it purchased Novum Building

engineered wood products

Components in Abbotsford, B.C. In 2022, the company

industry. It’s a “fragmented

acquired Hi-Tec Industries, on Vancouver Island, just

industry populated by

17 km from AEP’s original plant in Nanaimo.

independents unable to

A big deal was next. AEP acquired New Brunswick’s

invest in transformation,”

Léon Chouinard et Fils (LCF) for $26 million in cash.

AEP says on its website.

LCF generated $25.7 million in revenues in 2022.

Finally, in December 2024, AEP acquired 42 acres

Hadi Abassi is one of the most important consolidators in the truss manufacturing industry in Canada.

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of land in Colborne, Ont., 140 km east of Toronto.

There, AEP plans to build a high-tech housing components factory.

Hardlines.ca

2025-04-28 5:21 PM

UNITED TRUSS: HIGH-TECH

A division of United Lumber Home Hardware Building Centres, this manufacturing facility is state-of-the-art

“

Before United made the investment of millions of dollars, we did a lot of time studies.”

As befits one of the largest Home

puck, Sandke calculates. “That’s a million

Hardware pro dealers in Canada, United

dollar investment for just one line, allowing

Lumber has a state-of-the-art truss plant,

for American dollars,” he says. And United

United Truss, located in Innsifil, Ont., an

Truss has four such lines.

hour north of Toronto.

United Truss is in the custom homes

United Lumber operates yards in Barrie,

business. The old-fashioned way of building

Bolton, and Georgetown, Ont. David Sandke, operations manager at

trusses, with manual pucks (not laserDavid Sandke

United Truss, reflects on the decision of

operated), wouldn’t cut it in United’s sector.

“Back in the day, when we had just regu-

ownership to get into the truss plant business in 1997.

lar pucks and the metal tables, we could be 30- to

“We bought a little truss plant called Action Truss.

45-minutes for a setup of one truss. And there’s a lot

We took it over, rented the building that it was in,”

of one-truss setups in the custom home business.

Sandke recalls [this was three years before he started

As you can imagine, it’s inefficient.”

working at the truss plant]. “It was a learn by trial-

Before United Truss made the investment, “we

and-error type of idea. We had old technology. We had

did a bunch of time studies,” Sandke said. “Because

C-clamps and old saws and old wooden flip tables.”

of that investment, we turned 30 minutes into

When ownership saw truss sales taking off, if they

30 seconds.”

got high-tech equipment, a decision was made. The Innisfil plant opened in 2004.

The automated laser system and the “pucks” that press the truss plates into the lumber, are expensive. Like about $15,000 to $20,000 apiece for each United Truss is perfectly positioned an hour north of Toronto. From this location, it can serve a huge territory.

Hardlines.ca

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Q2 2025

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2025-04-28 5:21 PM

MISSION BUILDING SUPPLIES MISSION BUILDING SUPPLIES

A FAMILY’S

MISSION

By Steve Payne

Mission Building Supplies won the Best Pro Dealer award at the 2024 Outstanding Retailer Awards.

It’s a testament to five generations of the Clement family

MISSION BUILDING SUPPLIES 114 Avenue NW, Edmonton

WAREHOUSE SPACE: 45,500 sq.ft.

lumber and building materials industry in Western Canada.

The patriarch of the family, Thomas Franklin Clement (1855-1932), was born in the farm town of Elderslie, Bruce County, Ont. By about 1902 he was the first operator of the Home Lumber Yard in Sanford, Man., where he had a farm at the edge of town. He was also the first grain buyer for the community’s grain elevator that had been built along the recently established Canadian Northern Railway.

Photography: Devon Riel, Avonlea Photography

The Clement family has a long history in the

LAND: 6.0 acres FOUNDED: 1985 BUYING GROUP: Castle Building Centres Group

EDMONTON ROOF TRUSS 142 Street NW, Edmonton

BUILDING SPACE: 24,000 sq. ft.

LAND: 4.3 acres ACQUIRED: 2023

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BUYING GROUP: Castle BuildingHardlines.ca Centres Group

2025-04-29 10:02 AM

DON CLEMENT, President Mission Building Supplies, Edmonton 2024 Pro Dealer of the Year

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Q2 2025

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2025-04-28 5:51 PM

MISSION BUILDING SUPPLIES

The second generation of the family to be in the LBM industry was Russell Robert Clement (18871962), the second son of the Sanford farmer. He rode the rails on the Prairies, setting up lumberyards for Monarch Lumber, accompanied by a competing agent for Beaver Lumber.

The third generation of the family to work in this industry was Thomas Clement Sr. (1928-2004). He was born and raised in Saskatoon, and started out in the LBM industry much like his father. He worked for Canfor Lumber and Revelstoke Lumber Co., moving through the cities of Brandon, Man.; Humboldt, Sask.; and Calgary, among others. With three partners, the senior Tom Clement started Westwood Forest Products in Edmonton.

Top: Mission Building Supplies, Bottom: Edmonton Roof Truss

Tom Clement II and his wife, Karen, purchased Mission Building Supplies in the Edmonton suburb

36

After relocating the store in 1990, Tom and Karen

of St. Albert in 1985. They bought the yard from Al

engaged in a tremendous period of growth. Don

Pitchko, who had once worked for Tom Clement Sr.

Clement, one of their sons, joined the family enter-

at Canfor. Pitchko remains a worthy competitor to

prise in 2004. He assumed leadership in 2022 and cur-

Mission with his Mr. Plywood business.

rently serves as Mission Building Supplies’ president.

PRO Dealer // Q2 2025

PD-Q2-25-MissionBuildingSupplies.indd 36

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MISSION BUILDING SUPPLIES

DON CLEMENT

his Outstanding Retailer Award entry. “We have

When Don Clement joined the business two dec-

shipper/receivers and engineering technologists

ades ago, he said he knew where the success of the

who have been with us over 20 years, multiple

yard came from. “It was the deep-rooted passion

truck drivers with over 15 years of service, a

my father, grandfather, and generations before

sales team with members exceeding 10 years,

them had for this industry.”

and retired sales staff who dedicated over three

“The passion is not limited to the family but

decades to Mission.”

extends to our dedicated staff, many of whom have

The customer base, 75 percent of which is con-

made Mission their home for numerous years,” he

tractors building new homes, has been loyal, too.

observed. The business has 58 full-time employees.

Many of those builders have extended for two gen-

“Our team at Mission comprises exceptional

erations, “mirroring our own family’s generational

individuals with extensive tenures,” Don wrote in

KAREN CLEMENT: FINANCE AND THE WRLA

involvement,” Don said.

She learned self-confidence when she was sent to collect $800 from a member of a motorcycle gang.

Repossession of the man’s prized possession, a

Karen Clement was 30 when she and Tom acquired

Harley Davidson, was in the cards. “He took out his

Mission Building Supplies. Before that, Karen had

pocket and fl ipped out all the money he owed us,”

worked at two financial institutions in Edmonton.

Karen recalls.

She had worked her way up from being a teller to the personal and commercial loans department.

The male domination of the lumber industry didn’t bother Karen. Around 2010 she became the first female chairperson of the Western Retail Lumber Association (WRLA, now called Supply-Build Canada). “Being in a man’s industry, they didn’t understand my personality,” Karen says. “It was tough.

At that time, I was the only woman on the board.”

Karen looks at her financial training as the perfect background for being a business partner of a lumberyard. But she knew next to nothing, at first, about the lumber industry. A lot of it she learned from her husband’s father, Tom Clement Sr. “Tom’s dad would sit with me and we’d have lunch together regularly. He would teach me all about the industry. He would explain all kinds of stuff, such as lumber gradings, board feet, and how to read the stamp on a 2x4, or on a sheet of plywood.”

Karen and Tom Clement first purchased the business, then located in the Edmonton suburb of St. Albert, in 1985.

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

Mission’s primary focus is on Edmonton and its surrounding communities, although they have also

“

The passion is not limited to the family but extends to our dedicated staff, many of whom have made Mission their home for numerous years.

delivered materials to contractors in northern B.C., Saskatchewan, Manitoba, Ontario, and Alaska.

Sourcing lumber from top-tier mills is a priority to ensure Mission’s customers can construct high-quality homes.

The store functions on efficiency and is able to complete 90 percent of its deliveries on the same day or the next day. The sales team conducts job estimates at no charge and can also provide complimentary site visits.

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PD-Q2-25-MissionBuildingSupplies.indd 39

Q2 2025

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2025-04-29 10:31 AM

MISSION BUILDING SUPPLIES

Edmonton Roof Truss was purchased by Nicole Caney-Clement and Don Clement in 2023.

40

ADDING A TRUSS PLANT

cant extension of the business since it transitioned

One of the biggest feathers in the cap of the new

from a retail to a contractor-based model in 1990.

president, Don Clement, shortly after he assumed

“Despite encountering some challenges during

the leadership role in 2022, was the acquisition of

its first nine months of operation, we are thrilled

Edmonton Roof Truss in the fall of 2023. He acquired

about the plant’s potential to thrive independently

the truss business in partnership with his wife,

and contribute to the ongoing expansion of Mission

Nicole Caney-Clement. The addition of a truss plant

Building Supplies,” the company wrote in its Out-

to Mission Building Supplies marked the first signifi-

standing Retailer Award entry.

PRO Dealer // Q2 2025

PD-Q2-25-MissionBuildingSupplies.indd 40

Hardlines.ca

2025-04-28 5:51 PM

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MISSION BUILDING SUPPLIES

Edmonton Roof Truss has been building trusses since 1978. It provides Alberta and surrounding provinces and territories with roof, fl oor, and garage trusses. It also supplies its customers with engineered wood.

In spite of the big news that the truss plant acquisition made in the industry, Mission has not really stopped growing since the outset. The original store, when it was acquired, was 4,000 square feet and had a couple acres of yard space.

In 1990, Mission moved to a 6,000-square-foot building in Edmonton. And in 1995 it moved to its current location, occupying at that time 9,500 square feet and 4.5 acres of yard. In 2015, Mission purchased the building next door and could now boast a combined space of 36,000 square feet of warehouse and six acres of yard.

TOM CLEMENT: MEMORIES OF HIS FATHER

Al Pitchko say that he’d like to sell his yard in the suburbs of Edmonton.

“The company wasn’t that expensive, but the

Tom Clement II recalls living in Humboldt, Sask.,

inventory was,” Tom said. “We ended up borrowing

where his father was managing a Revelstoke

money for the inventory from my dad to get started.”

Lumber Co. yard. “I would have probably been

A pivotal decision was made in 1990, fi ve years

fi ve years old,” he said. “My father would go down

after Tom and Karen bought Mission. They decided

there on a Saturday to do his paperwork. My job

to relocate the business to Edmonton and concen-

was to pick up all the pieces of string and banding

trate exclusively on serving contractors.

that held the lumber together and sweep out the saw shed. I got 25 cents a day to do that.”

“Another recollection of my father was during the Calgary Stampede. Dad would take one of the [Rev-

“We moved into a really dirty, grungy quonset hut,” Tom recalled. “We set up the business there and got it all cleaned up. The owner said, ‘Oh, you’ve got it looking nice! I think I’ll sell.’”

elstoke] delivery trucks and put the hoist part way

“Tom got very annoyed,” Karen said. “He left the

up. He nailed bleachers on the deck so people could

office and drove about three blocks away and came

sit and watch the Stampede parade go by.”

across a building that was for sale. We bought it

Tom Sr. was at a Canfor function when he heard

42

“

Old School Service for Today’s Builders is not just a set of words,” Don Clement says. “It’s a legacy that traces back to my grandfather.”

PRO Dealer // Q2 2025

PD-Q2-25-MissionBuildingSupplies.indd 42

with little money down and three mortgages.”

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2025-04-28 5:51 PM

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FLEET MANAGEMENT FLEET MANAGEMENT

DELIVERING THE GOODS

By Sarah McGoldrick

Economic and HR challenges are reshaping modern fleet management

In spite of the bright future that

and delivery. The company has 11 locations and five

Canada’s housing shortage is offering to pro

specialty divisions.

dealers, the industry is being hit by multiple headwinds right now. Trade wars and fears of

management, primarily. But Turkstra wanted

a recession (and simultaneous inflation) have

to talk about the impact of the tariffs, excessive

damaged consumer confidence.

development charges from municipalities, and

As a result of these economic pressures, fleet managers are being forced to find new ways to

other industry impediments to growth.

He noted that struggles with fleet management

mitigate the impact. Delivering the goods has never

were well underway before the pandemic. It

been more demanding.

created vehicle shortages and made supply chains

Hamilton, Ont.-based Turkstra Lumber has been delivering LBM across Ontario since 1953. Peter

unpredictable—long before the tariffs.

“The cost of any kind of vehicle is dramatically

Turkstra is the third-generation owner. He’s a

higher than it was 10 years ago, off-the-charts

chief executive officer who has seen the economy

higher,” he said. He noted the sharp rise in the

weather many storms. Yet his company has always

cost of boom trucks and Moffetts—even before

found innovative ways to pivot and grow.

the tariffs. “The cost per dollar-kilometre is just

The company’s primary customers are 75 percent

44

Pro Dealer contacted Peter Turkstra about fleet

dramatically higher than it used to be.”

contractors and 25 percent retail, with a recently

There are so many Turkstra Lumber customers—

added e-commerce component to expedite orders

the company has some 3,600 accounts—that rising

PRO Dealer // Q2 2025

PD-Q2-25-FleetManagement.indd 44

Hardlines.ca

2025-04-28 6:11 PM

Matériaux J.C. Brunet, a member of BMR, is one of the bigger pro dealers in the province of Quebec. Shown here is part of their fleet at their Saint-Joseph-du-Lac location.

“

The cost of any kind of vehicle is dramatically higher than it was 10 years ago, off-the-charts higher.

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2025-04-28 6:09 PM

FLEET MANAGEMENT

delivery costs are not incremental. Peter Turkstra

Specialized equipment for rooftop delivery is

pointed out that, for most pro yards, delivery char-

expensive, Small said. “It costs a lot to buy new, and

ges have not kept pace with behind-the-scenes

it is expensive to maintain. Truck-mounted forklift

costs and wage inflation.

costs have almost doubled since I bought my first

To mitigate the negative impact, the com-

one in 2008.”

pany has developed a coordinated delivery

“Customers, either tradespeople or retail-

structure utilizing a small team that reviews

ers, do not want to pay those costs. I never

every order and determines the best place to

was able to get a perfect solution to have

send it from.

delivery costs paid for by our customers.”

“It might be central out of Stoney Creek [Ont.], which is our central distribution yard,

Peter Turkstra

how much delivery recovery they are willing

or it could be that they fired it off to a local

to include and how much they think the cus-

branch. Part of that would depend on what’s

tomer will pay.

being ordered, and the timeline, and also

Meeting and fulfilling government and

where the inventory is.”

FINDING THE RIGHT TALENT Trevor Small, president of the Lumber and

insurance company regulations is another problem for small fleet operators, Small Trevor Small

Building Materials Association of Ontario (LBMAO), told Pro Dealer that meeting delivery challenges is a constant concern for his members.

“In the building materials industry, the trade-off

said. Larger fleets may have specialists who can devote the time to keep records for both

equipment and operators.

Achieving this, he said, starts with having a competent point person to manage the maintenance and record-keeping. He said finding and keeping that

has always been how to recover the cost of deliv-

key person is a challenge in today’s marketplace—as

eries while not having your customer look to other

is the driver shortage.

suppliers,” he said. Small has worked for both suppliers and a family retail operation in his career.

46

He said each pro dealer has to determine

PRO Dealer // Q2 2025

PD-Q2-25-FleetManagement.indd 46

“It is important to hire drivers who want to be in the role you are hiring for. Many operators are just

Hardlines.ca

2025-04-28 6:09 PM

“

Companies can also benefit from route optimization tools and strategies to reduce fuel usage and drive time.

downtime, causing disrupted operations as an ongoing challenge for fl eet managers.

Additionally, he said, ensuring the company is maximizing assets is key to maintaining both efficiency and profitability.

placeholders and are willing to move on if they think

“Efficiency starts with smart routing—optimizing

the grass is greener. I tried to make hires who fit into

routes to cut down on unnecessary travel is essen-

our organization’s culture,” Small said.

tial. Reducing dead calls and dead miles makes a

The important question is: what motivates an

big impact. Investing in fl eet management software

employee?

is also crucial for real-time tracking and data-driven

“Some want just money; others want time off.

decision-making,” Cyr said.

Some are looking to advance into more prominent

And as economic challenges continue to rattle

roles. While driving is a skill that is import-

the industry, however, Cyr predicted further

ant, and we took new potential hires on the

shifts in fl eet management.

road to see how they performed, it is not the

“I would estimate that at least 60 percent

only thing.” The correct fit to your business

of framers [in Cyr’s marketplaces] do not

can help keep someone long-term.

have projects right now. They’re not work-

Then there’s demographics. An ageing population will lead to a significant deficit in

Ray Cyr

ing. They’re on the sidelines. It’s expected that new home construction may be off

drivers in the near future. New data from Immigration

over 50 percent this year, year over year. And

Canada shows that the country could face a shortage

that’s not because of the tariff s, by the way. That’s

of over 25,000 truck drivers by 2025, and more than

pre-tariff s. We don’t even know how much worse

55,000 by 2035.

it’s going to get.”

As fl eet managers grapple with a more tense

PREVENTIVE MAINTENANCE

trading situation at the border between Canada

Ray Cyr, president and CEO of RONA Fraser Valley

and the U.S., Cyr warned that businesses involved

Building Supplies Inc., a six-outlet operation in

in cross-border shipping should expect significant

British Columbia, said that one of the biggest

customs delays in the future, resulting in “wasted

challenges fl eet managers are facing is keeping

driver hours.”

their fl eet on the road. He pointed to unpredictable maintenance costs, leading to unexpected vehicle

Hardlines.ca

PD-Q2-25-FleetManagement.indd 47

Paired with increased fuel prices and higher costs for new trucks and replacement parts, Cyr warned

Q2 2025

// PRO Dealer

47

2025-04-28 6:09 PM

FLEET MANAGEMENT

this can strain budgets and disrupt fleet planning.

positive,” said Jason Libralesso, director of trans-

Preventive maintenance is key.

portation at Home Hardware Stores Limited.

“It helps avoid costly breakdowns and unexpect-

Libralesso added that some of his drivers were

ed repairs,” Cyr said. “Replacing ageing units

initially skeptical but have quickly embraced the

before they fail can save money in the long run.

EVs. They appreciate the quiet, smooth ride and

Companies can also benefit from route optimiza-

have found the power and performance more than

tion tools and strategies to reduce fuel usage and

adequate.

drive time,” he said.

ELECTRIC VEHICLES

“This kind of reception is not only encouraging, it’s great for driver retention and helps attract future talent to our fleet,” he said.

In 2024, Home Hardware announced the addition of

The EVs are used for daily store deliveries and

two Volvo VNR electric trucks to its fleet. The com-

shuttling between Home Hardware’s satellite ware-

pany noted that these vehicles were the first zero

houses. The electric shunt truck, which has been

­tailpipe emission vehicles to join the banner.

operational for about a month, is “performing very

The trucks were added to the fleet to handle

well,” according to Libralesso. “Traditional shunt

last-mile deliveries from the company’s distribution

trucks are notoriously loud, so this EV significantly

centre in St. Jacobs, Ont., to stores within a radius of

improves the working environment and makes our

100 to 150 kilometres.

yard operations quieter, not just for our team but

“Currently, we have two electric day cab trucks

also for our neighbours.”

operating out of our St. Jacobs distribution cen-

Libralesso added the company is continuing to

tre, and we’ve recently added a new electric yard

optimize routes to expand the use of these EVs and is

(shunt) truck to support operations on-site. The

actively exploring opportunities to add more as tech-

feedback from our drivers has been overwhelmingly

nology and infrastructure continue to advance.

In 2024, Home Hardware announced the addition of two Volvo VNR electric trucks to its fleet.

48

PRO Dealer // Q2 2025

PD-Q2-25-FleetManagement.indd 48

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PRIVATE EQUITY PRIVATE EQUITY

PRIVATE EQUITY AND PRO DEALERS Access to ready capital must be weighed against compromising some independence

$

$

On Jan. 13, RONA inc. and its owner, New York City-based private-equity firm Sycamore Partners, completed their acquisition of All-Fab Group (AFG), a Manitoba-based building materials distributor whose 18 locations serve retailers in Western Canada and the U.S. As is often the case when private equity gets involved, this acquisition gave rise to unanswered questions about its financial terms, its strategic purpose, and how RONA planned to integrate AFG into its network and operations.

RONA and Sycamore acquired AFG from funds controlled by PFM Capital and Roynat Equity Part-

By John Caulfield

ners. Those two private equity firms, along with BDC Capital, are majority stakeholders in Sexton Family of Companies (SFOC), made up of fi ve busi-

52

PRO Dealer // Q2 2025

PD-Q2-25-PrivateEquity.indd 52

Hardlines.ca

2025-04-28 6:15 PM

$

$

$

$

“

Canadian private equity is interested in wetting its investment whistle on the building-supply sector.

nesses that include Sexton Group and Kenroc Build-

PLATINUM EQUITY AND US LBM

ing Materials. In 2022, when PFM, Roynat, and BDC

The RONA-Sycamore-AFG deals suggested to

secured their current ownership stake, they framed

some industry watchers that, under the right

that transaction as providing the means for SFOC to

circumstances, Canadian private equity is inter-

continue to execute its growth strategy nationally.

ested in wetting its investment whistle on the

Sycamore acquired RONA and other Canadian

building-supply sector. In the U.S., after all, several

retail assets from Lowe’s Cos. in early 2023. In a fire

large building supply distributors have private

sale, Sycamore paid US$491 million in cash for RONA

equity money in them. These include Atlanta-based

(less than one-fifth of what Lowe’s paid in 2016),

US LBM, with more than 450 locations. In October

plus a performance-based contingent consideration

2023, Platinum Equity acquired a stake in US LBM

with a fair value of US$21 million. At the time of the

from Bain Capital Private Equity.

Sycamore deal, RONA, with 232 corporate and 210

Over the previous three years under Bain’s owner-

dealer-owned stores, was contributing 5.2 percent of

ship, the company had nearly tripled its sales and

Lowe’s total North American revenue. For selling off

profit through mergers and acquisitions as well

RONA, Lowe’s recorded a US$2.54 billion loss-on-

as supply-chain optimization. “US LBM has built

sale impairment.

an impressive, diversified business with scale,”

Hardlines.ca

PD-Q2-25-PrivateEquity.indd 53

Q2 2025

// PRO Dealer

53

2025-04-28 6:15 PM

PRIVATE EQUITY

All-Fab Group (AFG) is a Manitoba-based building materials distributor whose 18 locations serve retailers in Western Canada and the United States. RONA and Sycamore acquired AFG from funds controlled by PFM Capital and Roynat Equity Partners.

observed Jacob Kotzubei, Platinum’s co-president,

equity firm Newlook Capital, through one of its

at the time of his company’s purchase.

portfolio companies, Plumbing Master, acquired

Private equity has also shown a parallel interest in

the previously family-owned Midtown Plumbing in

investing in home services. Last October, citing Pitch-

Bell, Calif. The deal expanded Plumbing Master’s

book as its source, the Wall Street Journal reported

footprint in the industrial services sector.

that private equity, since 2022, had purchased nearly 800 skilled-trade companies, such as HVAC install-

FOLLOW THE MONEY

ers, with an eye toward bundling them regionally.

When it comes to investing in building supply

Canada, too, has witnessed this trend. For

retailers, getting at private equity’s motivations

example, last June, Right Time Group of Companies, a leading home services provider majority-owned by the pri-

PE firms are generally circumspect to a fault. Michael Freitag, a spokesman for

vate equity firm Gryphon Investors,

Sycamore Partners, told Pro Dealer that

acquired Toronto-based Belyea

the firm does not participate in media

Bros. Limited Heating, Cooling, and

interviews. Other retailer-focused

Electrical. This was Right Time’s 22nd

private equity firms we reached out to—

acquisition. A few months earlier, during

including TriWest Capital Partners, Birch

March 2024, Burlington, Ont.-based private

54

and expectations is a challenge because the

PRO Dealer // Q2 2025

PD-Q2-25-PrivateEquity.indd 54

Hill Equity Partners, Stern Partners, and

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PRIVATE EQUITY

Fulcrum Capital Partners—did not return voice

ownership position” in California-based Founda-

or email messages requesting comment.

tion Building Materials (FBM), with more than 300

Analysts who cover retailers for firms like

retail locations in North America, 27 of which are

Desjardins Securities, BMO Capital Markets, and

in Canada. CD&R bought that interest from affili-

CIBC World Markets either declined to be inter-

ates of American Securities, which had acquired

viewed or didn’t return requests for comment.

then-publicly-traded FBM in November 2020 for

But there are some breadcrumbs one can follow along this trail. The Canadian Venture Capital &

still owns the majority stake in FBM. Kevin Penn,

Private Equity Association (CVCA), which tracks

American Securities’ managing director, said his

venture capital and private equity transactions in

firm’s partnership with CD&R “accelerates [FBM’s]

Canada, estimated there were 658 private equity

growth course,” without providing specifics.)

deals valued at $27.5 billion in 2024. Eighty percent

56

US$1.37 billion, including debt. (American Securities

of these deals and 89 percent of their aggregate dol-

KV CAPITAL AND NELSON LUMBER

lar value were for companies based in either Ontario

In May 2024, KV Capital, a “Canadian alternative

or Quebec. More than half of the dollar value ($15.2

investment manager,” entered a strategic partner-

billion) went to acquire stakes in 117 tech companies.

ship with employee-owned Nelson Lumber and

The manufacturing and industrial sectors also were

its prefab homebuilding division, Nelson Homes.

deal magnets. By comparison, the “consumer/retail”

That move marked a “significant expansion” of KV’s

sector accounted for 59 deals valued at $4.1 billion.

private equity division into the building products

CVCA did not break out transactions specifically

arena, the firm stated. To execute this deal, KV

involving building supply retailers. But there were

Capital “worked alongside” ATB Private Equity,

at least two prominent private-equity manouevres

BDC Capital, and Nelson’s employee-shareholders.

in Canada’s retail building-supply space last year.

KV stated at the time that this transaction (whose

On Jan. 30, 2024, the firm Clayton, Dubilier & Rice

terms weren’t disclosed) would support real estate

(CD&R) completed its acquisition of a “significant

development in markets where KV operates.

PRO Dealer // Q2 2025

PD-Q2-25-PrivateEquity.indd 56

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PRIVATE EQUITY

(Catherine O‘Neill, KV Capital’s spokesperson, did

tacking on performance and advisory fees that have

not respond to requests for comment.)

been known to add 20 percent or more to the cost of

A few months after this partnership was cemented, in July 2024, Edmonton-based Nelson

transparency, a trait that can obscure some convo-

Lumber—which already was operating in the Alberta

luted ownership scenarios.

markets of Edmonton, Grande Prairie, Lloydminster,

For example, the building materials distributor

and Slave Lake—expanded into Calgary by carving

Taiga Building Products, with 15 distribution centres

out a four-acre parcel for a new store on land owned

in Canada, is officially a publicly traded company.

by Nelson Homes. Perhaps it was a coincidence, but

Until recently, however, nearly 70 percent of its com-

last October Nelson Lumber named David Fraser

mon stock was owned by Avarga Ltd., part of Singa-

as its new CEO. Fraser previously was president of

pore-based Zico Trust. Last November, the business

Regency Fireplace Products and president of Assa

entrepreneur and analyst Dr. Kooi Ong Tong acquired

Abloy’s door systems business.

183.2 million shares of Avarga’s stock, bumping his

Curtis Graham, Nelson Lumber’s sales manager in

total to 481.5 million shares, or 53 percent of the

Calgary, referred questions about the market expan-

shares outstanding. By doing so, he now owns or

sion to Fraser, who did not respond to requests for

controls 69.7 percent of Taiga. The rationale behind

comment. “I’ll tell you one thing,” said Graham. “KV

this transaction was not revealed publicly.

is the reason we expanded into Calgary.”

RIPE FOR CONSOLIDATION

PRIVATE EQUITY AND INDEPENDENCE?

Scalability is an important consideration for private

It’s not uncommon for private equity firms to take

equity’s investment choices. And while Canada’s

active roles in the operations of the companies in

retail building supply sector is dominated by buying

which they invest. That involvement can manifest

groups, individual markets are still highly frag-

itself in various ways, depending on the investor’s

mented and potentially ripe for the kinds of consoli-

return-on-investment parameters, among other

dation opportunities that PE firms crave.

things. The extent that such operational involvement

Private equity firms often provide access to cap-

is acceptable to building supply retailers is likely

ital that otherwise wouldn’t be available to building

to be a factor in whether private equity penetrates

supply retailers. That capital can help retailers

deeper into a sector whose owners have prided

realize their growth ambitions. And because private

themselves on their entrepreneurialism.

equity generally takes a longer view of its invest-

When Sycamore Partners completed its acqui-

ments, that money isn’t as reactionary to sudden

sition of Lowe’s Canadian retail busi-

market gyrations.

But there are tradeoff s when retailers dip

nesses, Stefan Kaluzny, Sycamore’s managing director, proclaimed RONA

into the private equity well. For one thing,

to be “once again an independent com-

PE firms are obsessed with growth

pany headquartered in Boucherville,

as a component of their eventual exit

Quebec.” Just how “independently”

strategies, and debt from relentless

RONA controls its own destiny might,

expansion typically gets layered onto

for better or worse, serve as a litmus test

the acquired company’s balance sheet. PE firms are notorious for

58

a transaction. And PE firms are not reputed for their

PRO Dealer // Q2 2025

PD-Q2-25-PrivateEquity.indd 58

for other dealers thinking about getting into bed with private equity partners.

Hardlines.ca

2025-04-28 6:15 PM

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2025-04-25 10:53 AM

AUTOMATION

A NEW CUSTOMER, WITH ROBOTS

By Steve Payne

Promise Robotics plans to turn out a million square feet of housing annually on a Calgary assembly line

Starting this summer, there will be

“I spent 13 years at Autodesk [a software com-

a new customer in homebuilding in Alberta—and it

pany that developed AutoCAD software],” Attar

uses robots.

told us. “This industry has been building homes the

Promise Robotics is opening a new 60,000-squarefoot warehouse in Calgary where robots will create

escalating cost, and the supply needed is going to

modular panels for housing. Promise calls the facility

put a lot of pressure on this industry.”

and technology its “Homebuilding Factory-as-aService” (FaaS) platform.

Pro Builder recently interviewed Promise Robotics co-founder and CEO Ramtin Attar, a former architect and Autodesk employee, about the

60

Attar’s co-founder in the venture is Reza Nasseri, a homebuilder. Attar describes Nasseri this way: “He has committed his entire life to advancing construction and homebuilding.”

“I said, ‘Reza, how do you think we can make this

opportunity. Which is, according to press releases,

accessible to the rest of the industry?’ We need

simply to “deliver homes faster with significantly

foundational innovation in this industry,” Attar said.

fewer resources.”

“We raised investments and we started building our

PRO Dealer // Q2 2025

PD-Q2-25-Robotics.indd 60

same way for a century. The labour shortages, the

Hardlines.ca

2025-04-28 7:31 PM

artificial intelligence model for construction.”

Promise Robotics uses the same robots that are used in auto plants. “It’s a commodity, it’s off the shelf, the costs keep coming down,” Attar said.

“Right now, the cost of that robot in automotive plants is about 30 cents an hour.”

“We take the same thing, we add the construction

The robots are the same as the ones used in auto plants, founder Ramtin Attar says. “Right now, the cost of that robot is about 30 cents an hour.”

belt tool to it, and a Promise Robotics brain.”

“In automotive, you’ve got fi ve players that

tially advance enough to build highly variable things.”

basically produce every single car in the world. So

By fabricating modular panels, Promise Robotics’

they’re highly motivated. Whereas the construction

Calgary plant will be able to produce up to 1,000,000

industry is highly fragmented.

square feet of housing annually, Attar said. The new

“What we have done is to say, we can actually get robots to not care what they’re building. And essen-

Hardlines.ca

PD-Q2-25-Robotics.indd 61

plant is building on the success of Promise Robotics’ factory in Edmonton.

Q2 2025

// PRO Dealer

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2025-04-28 7:31 PM

STEVE YOUNGBLUT

Interview by Rebecca Dumais

EASING THE HOUSING CRUNCH Pro Dealer interviewed STEVE YOUNGBLUT, president of CGC Inc., about the deeper layers to the housing production issue

62

Canada’s housing crisis is more

What role does CGC play in the availability of

than a problem of supply and demand—it’s a tale of

housing materials, and how has its involvement

strained supply chains, shifting trade policies, and

shaped the housing market in Canada?

a construction industry racing against rising costs

CGC’s $210-million investment to build its newest

and population growth.

manufacturing plant in Wheatland County outside

Pro Dealer interviewed CGC president Steve

of Calgary is underway (its forecasted completion

Youngblut about how solving the housing crunch

is in 2026). The plant will significantly reduce the

requires more than business-as-usual approaches—

distance our wallboard products travel to Western

it demands collaboration across every link in the

Canada, while providing the entire country with

construction chain.

more product supply.

Material availability is often cited as a major factor

What are the primary factors affecting the avail-

in construction delays. How do material shortages

ability of building materials, and how do these

specifically affect timelines?

factors impact housing affordability?

Our primary focus is drywall, and there’s a finite

Before the 2016 tariff, all Canadian manufacturers

supply of wallboard in the market between domes-

were importing material from the U.S. The tariff

tic manufacturers and what’s currently allowed to

effectively cut off that supply, taking the equivalent

be imported. With the current U.S.-Canada trade

of 60,000 homes’ worth of material out of the market.

relations, Canada could have fewer options, making

The main raw material is gypsum, which is a nat-

our capacity to manufacture materials locally even

ural rock. We can also leverage synthetic gypsum,

more important. In any given year, we can only

a by-product of coal-fired power plant scrubbers,

properly complete about 215,000 to 225,000 homes

which is historically more affordable. However, as

with the currently available wallboard capacity.

coal-fired plants continue to shut down across the

CGC ships a substantial volume of product from

U.S., the demand for naturally occurring gypsum

Eastern to Western Canada, and with transportation

rock has increased. And, since wallboard produc-

complications, delays can occur.

tion relies on paper, and the pandemic saw a surge

PRO Dealer // Q2 2025

PD-Q2-25-CGC-President.indd 62

Hardlines.ca

2025-04-28 8:13 PM

“

In any given year, [Canada] can only properly complete about 215,000 to 225,000 homes with the currently available wallboard capacity. in demand for paper packaging, it further

Looking forward, what do you think

drove up costs. We’re focusing on tighten-

needs to happen for the housing industry

ing supply chains and increasing our

in Canada to achieve a balance between

domestic manufacturing capabilities.

supply, demand, and affordability?

If manufacturers, logistics providers,

How does CGC balance maintaining high

distributors, along with our customers

production levels with the ongoing challenges of raw material sourcing, espe-

and government entities, can come STEVE YOUNGBLUT

cially during supply chain disruptions?

together and work towards a common goal of building the homes Canadians

In 2023, we announced our $104-million investment to

need and can afford, we can uncover new and innov-

re-launch our state-of-the-art gypsum quarry in Little

ative solutions. This includes governments at all

Narrows, Cape Breton, Nova Scotia. Through this

levels from municipal to federal; their participation

investment we are securing rock resources for future

is essential to achieving meaningful progress.

generations, a commitment that echoes our overarching purpose to make tomorrow a home for us all.

Our investment in Nova Scotia is part of the over $300 million CGC is investing in mining and

All players in the home construction supply chain have a responsibility to innovate and expand our capacity for us to work more efficiently and produce less waste.

manufacturing projects in Little Narrows, N.S., and Wheatland, Alta., to ensure a steady supply of high-quality gypsum to our manufacturing plants.

What role do government regulations and policies play in exacerbating or alleviating material supply issues in housing construction?

When we collaborated with the Alberta government to secure permits and approvals for the new Wheatland plant, we could see early in the process they were committed to removing needless hurdles, and they shared our priorities.

CGC’s $210-million high-tech wallboard plant near Calgary is forecasted to be operational in 2026.

Hardlines.ca

PD-Q2-25-CGC-President.indd 63

Q2 2025

// PRO Dealer

63

2025-04-28 8:13 PM

SUCCESSION PLANNING

PRIME TARGET

By Geoff McLarney

After more than half a century and two generations, a pro yard in Ontario has recently undergone a rapid succession.

The buyer is one of the yard’s biggest contractor customers

64

PRO Dealer // Q2 2025

PD-Q2-25-SuccessionPlanning.indd 64

Hardlines.ca

2025-04-29 10:01 AM

“

Buying a company from an extremely well-respected family with good core values is a good fit.

Just across the St. Clair River from Detroit,

Windsor, Ont., is a hub of public construction projects.

Investor Max De Angelis has experience in a number of ventures, including as the head of a prominent contracting firm, Fortis Group Construction Inc. Fortis is a big player in all types of construction. With three Ontario offices, in Tecumseh, just east of Windsor; London; and Vaughan, the company has over 150 employees. De Angelis is a seasoned business owner.

That know-how will stand him in good stead as the new owner of a pro-oriented building supplies retailer, as he explained to Pro Dealer.

Target Building Materials was a family business for more than 50 years. Greg Drouillard, who had reluctantly joined the business in 1974, had been its owner since 2001, when he took it over from his father, founder Maurice “Moe” Drouillard.

Target specializes in residential, industrial, and commercial construction. Its offerings include various concrete products, sealants, ceiling tiles, foundation products, waterproofing, insulation, safety products, and tools.

As a TORBSA member, Greg Drouillard served on the group’s board from 2001 to 2007, the latter two years as chair. During 2007, he was also president of the Specialty Tools & Fasteners Distributors Association (STAFDA).

Hardlines.ca

PD-Q2-25-SuccessionPlanning.indd 65

Q2 2025

// PRO Dealer

65

2025-04-28 8:22 PM

SUCCESSION PLANNING

Greg Drouillard, who had reluctantly joined Target Building Materials in 1974, had been its owner since 2001, when he took it over from his father, founder Maurice “Moe” Drouillard.

GREG DROUILLARD Drouillard was key to negotiating TORBSA’s merger

In 2017, the yard celebrated its 50th anniversary,

in 2022 with Affiliated Distributors (AD). The LBM

marking the occasion with a series of contractor

group is now known as AD Building Supplies -

thank-you events. That year, at its annual gala,

Canada. Under Greg’s watch, Target staked out its

the Lumber and Building Materials Association of

turf in the commercial market, which benefited

Ontario presented Greg with its lifetime Industry

from the major public works that have unfolded in

Achievement Award.

Windsor in recent decades.

He also fended off, at considerable expense, a legal battle with a certain U.S. discount department store over the business’s name during a short-lived foray north of the border.

66

in 2015 after just four years.

The following year, he delved into the project of creating a showroom, converting a portion of the store’s warehouse for the purpose.

But after weathering the pandemic, the family had to confront tough decisions about the future

That contest, Greg Drouillard told Hardlines

of the business last year, when Moe died and Greg

in 2018, entailed “six years of living hell … and a

became seriously ill. In the end, local contractor

lot of lawyer fees.” In the end, Target Corp. settled

Max De Angelis stepped up to acquire Target, as “the

on a policy of “cohabitation” with Drouillard’s busi-

next generation” of the Drouillard family “wasn’t

ness, before withdrawing from Canada altogether

interested in taking over,” according to De Angelis.

PRO Dealer // Q2 2025

PD-Q2-25-SuccessionPlanning.indd 66

Hardlines.ca

2025-04-28 8:22 PM

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SUCCESSION PLANNING

“

Fortis will obviously become a large client, which helps.

It allows us to expand our product line.

PRIME CANDIDATE

here and there. I know the Drouillard family very

A mutual acquaintance suggested De Angelis as a

well through their accountant. A business evaluator,

good candidate to take over, he recalls. “For the last

another mutual acquaintance, approached me and

few years I’ve been assembling different businesses

said it would be a good fit.

“They know I’m the type of guy that if I’m interested, I can close and get the deal done. I thought it was a very interesting opportunity.” De Angelis notes that Target is the third business he has acquired that’s more than 50 years old. “Buying a company from an extremely well-respected family with good core values is a good fit.”

De Angelis is not a family member, but he’s no stranger to the Drouillards either. “Greg was actually one of the guys who helped me start my first summer business when I was 18 years old. I had a driveway sealing business that expanded into installations, interlocking brick, tennis courts.”

Today, De Angelis owns or co-owns several firms.

Fortis Construction Group is one of Canada’s top 40 construction firms and a major customer of Target Building Materials. It pursues large commercial and public projects.

There is no shortage of those in Windsor, where construction of a new hospital is slated for 2026 and where the Gordie Howe International Bridge, scheduled to open later this year, is a $6 billion project.

One of the other firms that De Angelis owns is called The Hurricane Group, which consists of Hurricane Hydrovac, Hurricane SMS, Heaton Sanitation, and Ken Max De Angelis, the new owner of Target Building Materials, owns or co-owns several firms. One of them is Fortis Construction Group, one of Canada’s top 40 construction firms and a major customer of Target Building Materials.

68

PRO Dealer // Q2 2025

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2025-04-25 10:54 AM

SUCCESSION PLANNING

Lapain & Sons Ltd. Across De Angelis’s holdings, his

hope that “a fresh face and a fresh approach com-

interests include construction, sanitation, directional

bined with that 57-year history and great staff” can

drilling, and masonry.

revive its fortunes.

He cites advances in social media and marketing

A STANDALONE ENTITY

technology as examples of innovations he hopes to

De Angelis stresses that he has acquired Target

bring to the business. De Angelis adds that he plans

in his personal capacity and cautions against “the

to “bring a new generation to a 50-plus-year-old”

misconception that this is a Fortis-owned business.”

enterprise, with a view to “expanding horizons and

All of his companies, he explains, are standalone

broadening offerings” and thereby creating value.

entities. At the same time, “I do like to purchase companies that are in our space,” and Target “cer-

IDEALLY SUITED

tainly fits with what we do.”

Because De Angelis’s other business interests

De Angelis says his “forte is finding good opportunities and then connecting the dots with clients.

Target has a wide customer base and we’re trying to

include construction, he believes that he’s ideally suited to serve Target’s pro customer base.

“Fortis will obviously become a large client, which

resolidify the relationships with these clients. We’re

helps. And also allows us to expand our product

trying to bring in more stock and more inventory.

line, just by virtue of Fortis’s size as a contractor

“Over the last few years the company kind of got quiet,” De Angelis observes, while expressing his

and the scale of what we do.”

At the same time, De Angelis is confident that other contractors will also see the benefits of his

“

As an end user I certainly understand what contractors need: quickly delivery, good service, good pricing.”

experience at their end of the relationship. “Our understanding of what contractors need in terms of products and pricing will be good for competitors as well as myself.

“Although the supply business is new to us, as an end user I certainly understand what contractors need: quick delivery, good service, good pricing.

I’m hoping to welcome back customers, having supported Target for so many years.”

De Angelis recognizes the shoulders he’s standing on, describing Greg Drouillard as “a very good sounding board, very supportive of young entrepreneurs, a very good mentor who became a very good friend, more importantly,” he says.

“My ability to take on that legacy and continue on means the world for me. He’s one of the guys who gave me the courage to build my entrepreneurial spirit.

“It’s funny how 35 years brings things full circle.

I’m glad to be able to continue the Drouillard and Target names.”

70

PRO Dealer // Q2 2025

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Hardlines.ca

2025-04-28 8:22 PM

Get a new perspective from industry leaders What’s in Store A free podcast series from Hardlines that features interviews with industry leaders from all parts of the home improvement industry. Listen while you are in the car, or from the comfort of your office.

You will be entertained, educated and that much more connected to the industry!

RECENTLY ADDED PODCASTS

Peter Turkstra In this episode, Peter Turkstra, third-generation owner of 11-store Hamilton, Ont.-based Turkstra Lumber, is interviewed by Pro Dealer editor Steve Payne. Peter talks about the headwinds that all dealers face in 2025, starting with the tariffs issue, which he describes as a “gong show.” Peter also talks about how municipal development charges have climbed steeply.

Barry Eidt

In this interview with Barry Eidt, we talk to an entrepreneur who was our 2023 Young Retailer of the Year. Barry and his family run three stores in southwestern Ontario that recently joined BMR (January 2025). Barry talks about his happiness with his decision, and how BMR has spared no effort to welcome him into the fold.

Marilyne and Sylvain Laferriere

In this podcast, which was published Feb. 26, 2025, we interview the two entrepreneurial individuals who run Victory Building Centre, an independent store in the northern B.C. community of Mackenzie.

They talk about the ups and downs of serving their community and detail their new business idea.

Plus many more podcasts to choose from!

Listen today for free at hardlinespodcast.ca The Hardlines Podcast Series has been made possible through the support of:

Podcast-PDQ22025.indd 71

2025-04-30 3:47 PM

AD INDEX

ADVERTISERS Q2/2025 Auto-Stak

69

JELD-WEN

75

BMR

11

Johns Manville

37

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43

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5

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76

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17

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23

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67

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19

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2, 3

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25

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8, 9, 49

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57

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29

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55

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41

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59

autostak.com bmr.ca/becomeadealer bpcan.com

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cloverdalepaint.com diablotools.com dupont.com gentek.ca gsw-wh.com

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Home Hardware Stores home-owner.ca

50, 51, 71, 73

jeld-wen.ca jm.com

mastergrain.com maxusacorp.com osb.ca orgill.com saint-gobain.com sextongroup.com taigabuilding.com upwardor.com

15

3RD QUARTER 2025

IN THE NEXT ISSUE: PRO Dealer INSULATED CONCRETE FORMS PLUS:

• Warranties 101 • Steel Structures • Product Feature: Engineered Wood Products 72

PRO Dealer // Q2 2025

PD-Q2-25-AdIndex.indd 72

PUBLICATION DATE: August 19, 2025 AD RESERVATIONS: July 4, 2025 AD MATERIAL DUE: July 18, 2025 PUBLISHER David Chestnut david@hardlines.ca

ACCOUNT MANAGER Shannon MacLeod shannon@hardlines.ca

Hardlines.ca

2025-04-29 6:25 PM

GET TWO ADVANTAGES Pro Dealer is for pro specialists!

Just like the title suggests, it’s a business magazine expressly conceived for contractor specialist yards, GSDs, and any other resellers who serve the pro market—residential or commercial.

This brand-new monthly e-news vehicle is the digital complement to Pro Dealer magazine. Each issue features: • stories on methods for driving profits in your business • studies of successful pro dealers • insights into the economic trends and business conditions that affect your sales • new products and innovations for your pro customers

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FOR ALL INQUIRIES PLEASE CONTACT

David Chestnut, Publisher, david@hardlines.ca

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2025-04-28 10:31 AM

THE CHALLENGE

BARGING IN

How Standard Building Supplies will go to any lengths to make a delivery THE CHALLENGE Deliver the materials for a build on an island in the Georgia Strait

THE PRO DEALER Standard Building Supplies (TIMBER MART), Burnaby and North Vancouver, B.C.

THE CONTRACTOR A custom homebuilder constructing a high-end log home

THE JOBSITE On Gabriola Island just east of Vancouver Island, a 1.5 hour barge trip away

“

Loaded on a barge.

Getting helicopter offloaded to Gabriola Island. Just your average day for one of our sales reps!

—RON PRASAD

INSIDE SIDES REP, STANDARD BUILDING SUPPLIES

Posting on Instagram

74

PRO Dealer // Q2 2025

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2025-04-27 10:57 AM

DELIVERING EFFICIENCY AND S U S TA I N A B I L I T Y T O A L L C A N A D I A N S J ELD -W EN I S PR OU D TO BE A TWELV E- TI ME ENERGY STAR ® CANADA AWA R D W I N N ER , I NCL UDI NG THE 2024 MANUFACTURER O F T HE YEA R I N THE F ENESTRATI ON PRODUCTS CATEGORY Our goal is to always deliver JELD-WEN® products that exceed all expectations and standards, offering real, tangible benefits. This steadfast and unwavering commitment is reflected in our longstanding partnership with ENERGY STAR®.

JELD-WEN is proud that our continued recognition as Manufacturer of the Year shares our commitment and belief that sustainability and energy efficiency benefits our communities.

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