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THE GAME INTERVIEW

DOUG SKREPNEK’S VIEWS ON THE GSD MARKET

Doug Skrepnek PRESIDENT ENCORE DRYWALL MATERIAL SUPPLIES Concord and Trenton, Ont.

MASTHEAD

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PRO Dealer // Q3 2026

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CONTENTS

PRO Dealer THIRD QUARTER 2026 // VOLUME 3, NUMBER 3

PAGE 12

NEWS TRUMP’S LATEST TARIFFS

10 THE GSD ISSUE EDITORIAL

VENDOR FORUM

32

BOB DOSANJH, PRESIDENT, GILLFOR DISTRIBUTION INC.

70

PRODUCTS FOR PROS

GMS BUYS PERIDOT SUPPLY CGC OPENS WALLBOARD PLANT HOME HARDWARE ADDS LUMBERWORLD

SKUS THAT WILL MAKE YOU MONEY

CASTLE EXPANDS NETWORK HOME HARDWARE SHOOTS PRO COMMERCIAL CANFOR ACQUIRES PINKWOOD

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

AD SIGNS ROOFMART

74 GRIDLOCK

DELIVERY CHALLENGE

6

PRO Dealer // Q3 2026

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Introducing Our Current 2026 Speakers

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Grant Leavitt

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

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CONTENTS

46

COVER STORY

AN INTERVIEW WITH DOUG SKREPNEK

A veteran GSD man shares his views

34

PRO DE ALER PROFILE

CLARE INTERIORS A look at a successful commercial dealer in Ontario

22 WHAT’S THIS MANAGEMENT

JOB WORTH?

The protocol for determining compensation

56

CATEGORIES

INSULATION

What’s new in the category

8

PRO Dealer // Q3 2026

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FROM THE EDITOR

WELCOME TO THE GSD ISSUE The drywall market in Canada is worth just shy of

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

$2 billion—even in a down market for homebuilding.

Small wonder that everybody wants a piece of the pie

Nothing has spurred on homebuilding like the invention of gypsum board. First appearing in 1894, the concept of putting plaster of paris between a sandwich of paper was the idea of Augustine Sackett, a Connecticut-born veteran of the Union Navy.

Sackett sold his patented invention to the United States Gypsum Company (USGC) in 1916. The product would take four decades more to supplant lath and plaster. When it did, it revolutionized the homebuilding industry.

This issue honours two pioneers of the gypsum business in Canada. Doug Skrepnek, formerly an executive with CGC, the Canadian subsidiary of USGC, created WSB Titan, a giant buying group of gypsum supply dealers (GSDs) in 2009. Nine years later it was sold to Gypsum Management and Supply (GMS) Inc. of Tucker, Ga., for $800 million. You can read his cover story on page 46.

The other giant we feature is contractor Pat Daly Sr., who founded P.J. Daly Contracting in Hamilton in 1953. His rapid growth came when he transitioned from lath and plaster to drywall—eventually leading to the company becoming a significant GSD known as Clare Interiors in 1991. The company is a three-unit operation now, with a large base in the Greater

“

Doug Skrepnek and Pat Daly are just two of the giants of Canadian wallboard sales.

Toronto Area. You can read the story of Clare Interiors on page 34.

Skrepnek and Daly are just two of the colourful characters that have populated the world of Canadian wallboard sales. There are, of course, others. Ken Sexton formed Kenroc, a massive GSD, in 1967. Wayne Jack formed Winroc, another large GSD, in 1971. Not to be outdone, two years later Bruno Mauro founded Dryco Building Supplies, another GSD, in 1973.

Canada is literally built of drywall, which is why we take great pride in bringing you the GSD issue.

10

PRO Dealer // Q3 2026

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“

I’m really proud to be a part of a Canadian business, from coast to coast.

Francois Riopel Store Owner Sainte-Adèle, QC

”

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.

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NEWS

WHAT’S HAPPENING IN THE PRO INDUSTRY

WHAT WILL THE LATEST TRUMP TARIFF THREATS MEAN FOR PRO DEALERS? On July 20, Donald Trump issued three executive

U.S. liquor and wine industry, the dairy industry, and

orders that said the U.S. would tariff about 600

the automotive industry.

product categories that Canada exports south of the border at the rate of 50 percent on Aug. 19, 2026.

The threatened tariffs were in retaliation for

12

Section 338 of the U.S. Tariff Act of 1930 allows the president to act alone in the case of countries acting contrary to American public interest.

Canada acting in three specific areas of the econ-

Notably, CUSMA (the Canada-U.S.-Mexico trade

omy deemed prejudicial to American interests: the

agreement) enables most Canadian exports to enter

PRO Dealer // Q3 2026

Hardlines.ca

Photo: iStock/Iskandar Zulkarnaen

GMS ACQUIRES ASSETS OF PERIDOT SUPPLY GMS Inc. of Tucker, Ga., announced on May 15 that it had acquired the assets of Peridot Supply, an Ontario distributor of building envelope materials. Peridot has

the U.S. tariff-free—but it would not protect these

distribution centres in Brampton, northwest of Toronto;

product categories.

Ottawa; and Dorchester, just east of London, Ont.

Ken Jenkins, president and CEO of Castle Building

Peridot distributes building envelope materials,

Centres Group, said Trump’s move was “simply a

including flat roofing, steep-slope systems, wall and

negotiating strategy as [both countries] start into the

insulation products, and related accessories.

details of CUSMA.” The original CUSMA agreement

“We are excited to have Peridot join GMS Canada and

required each country to declare on July 1, 2026,

our group of strong, in-market branded companies,”

whether they wanted to negotiate a new agreement.

said Paul Green, president of GMS Canada, which is

Only the U.S. said yes.

headquartered in Concord, Ont. “The Peridot team has

Richard Darveau, president of the Quebec trade

served the building industry well and offers a complete

association AQMAT, said in broadcast interviews

package of roofing construction materials. This acqui-

that neither the North American Hardware and Paint

sition is expected to increase our in-market service

Association (NHPA) nor the National Association of

capability and capacity in roofing materials, which will

Home Builders (NAHB) have supported Trump’s tariff

allow GMS Canada to support our growing customers

threats.

more fully. Under Doug and Douglas Brown’s leader-

Liz Kovach, president of the Supply-Build Canada trade association in Winnipeg, said that the threat of

ship, Peridot has built a team and capability driven by core values that align well with those of GMS.”

tariffs “do impact wood products, such as LVL, ply-

Doug Brown, president of Peridot, added, “Our

wood, window frames, doors, and mouldings which

business was built on family values and a passion for

our members manufacture.” Kovach said the tariff

customer service. Our growth has been directly attrib-

threat was an opportunity “to bring about collabor-

utable to our dedicated staff and supportive customer

ation on trade” between the two countries.

base. The Peridot team looks forward to joining the GMS

Trevor Small, president of the Lumber and

family of companies. They not only share our values

Building Materials Association of Ontario, said it

and commitment to customers but bring a tremendous

was “very important” to get a renegotiated CUSMA

growth opportunity going forward.”

deal “soon.”

“Our manufacturing sector is in a holding pat-

Doug Brown and SVP Douglas Brown, along with their senior leadership group, are expected to continue with

tern until they know where the export rules will

Peridot going forward, operating under the Peridot

end up. We are losing out on millions of dollars of

brand name but integrating closely with GMS in Canada.

investment for plants and equipment until that gets decided.”

Hardlines.ca

Q3 2026

// PRO Dealer

13

NEWS

CGC OPENS $210-MILLION WALLBOARD PLANT NEAR CALGARY On June 10, CGC officially opened its new wall-

hub will help ensure builders have access to the

board manufacturing plant east of Calgary. It “sets

materials they need to build the homes and infra-

a new standard for sustainable manufacturing

structure Canada depends on, while supporting

with state-of-the-art technology and zero-waste

long-term jobs and economic growth in

initiatives,” a press release said. It will also expand

the region.”

CGC’s wallboard capacity to support homes and infrastructure in Western Canada, creating 100 new

facturing investments in our company’s history,

full-time jobs.

Wheatland represents a major milestone for our

The facility cost $210 million. It is located on

business and a significant commitment to the

214 acres. It will manufacture Sheetrock brand

future of manufacturing and construction in North

wallboard.

America,” said Chris Macey, president and CEO of

“We are proud to officially open our doors in

USG Corporation, CGC’s parent.

Wheatland County and deepen our long-term com-

“The new facility strengthens our manufacturing

mitment to Western Canada,” said Steve Youngblut,

network, adds critical capacity in Western markets

president of CGC Inc.

and improves our ability to deliver the quality, reli-

“This modern, sustainable manufacturing

14

“As one of the most significant wallboard manu-

PRO Dealer // Q3 2026

ability and performance our customers expect.”

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NEWS

HOME HARDWARE ADDS LUMBERWORLD TO VANCOUVER ISLAND ROSTER Lumberworld, of Victoria, B.C., has been purchased

“Lumberworld has earned the trust of both home-

by Central Builders Group, which operates stores

owners and contractors over decades; bringing this

in Courtenay and Parksville, B.C. It will operate as

location under the Home Hardware brand means

Central Builders Lumberworld.

we can keep delivering the service, products, and

“Choosing the right partner for our Lumberworld acquisition was important to us, and Home Hardware

expertise that both of these critical customer groups expect from us.”

made sense because it shares our commitment to

“Home Hardware has had a long relationship with the

serving customers and supporting the commun-

Central Builders ownership group through their existing

ities we’re proud to be part of,” says Rick Fisher,

operations on Vancouver Island, and we’re pleased to

dealer-owner.

support their growth under the Home Hardware brand with this new location,” says John Pierce, chief retail operations officer, Home Hardware Stores Limited.

“Lumberworld has long been an important part of the Victoria market, supporting homeowners, builders and contractors throughout the region. We know that

Photo: Derek Ford

Home Hardware’s hardlines and building materials programs, built to support independent dealers, will provide added value and help position this location for continued success.”

CASTLE BUILDING CENTRES GROUP EXPANDS ITS NETWORK

in Saint-Anselme, Que., southeast of Quebec City.

Castle Building Centres Group recently grew by eight

ing strong relationships with contractors, home-

members, announced in a two-month time frame.

owners, and customers alike.”

Castle grew by five members when it added AM

Poulin has steadily expanded Tôle Poulin’s presence in the region,” Castle said in a press release, “build-

The group also grew in the Greater Toronto Area,

Exterior Supply to its roster in mid-July. AM operates

announcing that it had signed Hanson Building

across multiple Ontario locations, including Owen

Supplies on July 7. Hanson, in business for over

Sound, Collingwood, Gravenhurst, London, and

30 years, offers a comprehensive range of building

Kitchener.

materials, Castle said. The business is owned by

AM specializes in exterior building products and is owned by Roger Haviland, Melanie Haviland,

16

“Since acquiring the business in 2017, owner Yann

Alex Azeto and Mickey Poon.

Castle added a second location in Alberta on June 1.

Mike Argue, and Andy Kamrath. It is “expanding into

It added Remuda Manufacturing Ltd. in Rocky View

retail,” the ownership group said in a press release.

County, Alta. The business offers truss and lamin-

Castle also added to its healthy Quebec contin-

ated post manufacturing and is twinned with Remuda

gent on July 14. It signed Tôle Poulin Inc., located

Building Supplies, both owned by Stephen Schouten.

PRO Dealer // Q3 2026

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NEWS

HOME HARDWARE SHOOTS PRO COMMERCIAL IN ST. THOMAS, ONTARIO Home Hardware has released its first commercial

events as far east as Moncton, N.B., and as far west

aimed at pros, marking a step up in its efforts to

as Kelowna, B.C.

serve the contractor segment. Filming took place

The events invite contractors to come on buses

at a store and active job site in St. Thomas, Ont.,

in the late afternoon to the venue—with a host store

featuring dealer-owners Craig Geerlinks and Adam

involved. Thousands of contractors attend the four-

MacLeod and their teams. The dealer-owners also

hour events, and skill challenges infuse energy into

own Home-branded stores in Port Stanley and

the events. There are numerous door prizes and

Komoka Kilworth, Ont. The campaign emphasizes

incentives, ensuring attendees walk away with added

local environments and local Home Hardware

value. The 2026-27 Home Hardware PRO Road Shows

stores.

dates and locations have not yet been announced.

Home Hardware has long coveted the pro builder.

18

The commercial was in time for National Skilled

Its outreach to pros includes its PRO Road Shows,

Trades Day. It stated that “The world doesn’t run

held annually in the fall and spring, across the coun-

without the trades,” and was dedicated to the “PROS

try in (usually) hockey arenas. Over the past year,

shaping our communities and our infrastructure,

Home Hardware Stores Ltd. has held PRO Show

and students learning how to carry it forward.”

PRO Dealer // Q3 2026

Hardlines.ca

NEWS

CANFOR ACQUIRES PINKWOOD PLANT IN CALGARY Photo: PinkWood

Canfor Corporation, an integrated forest products company in Vancouver, B.C., announced on June 9 that it had acquired the entirety of PinkWood Ltd., whose operations are based exclusively in Calgary. The largest I-joist facility in Western Canada, the factory employs some 120 people. It has an annual I-joist

residential and commercial buildings and is manufac-

production capacity of 46 million linear feet, serving

tured exclusively with solid-sawn lumber and OSB. It

customers across North America. PinkWood will retain

may be paired with PinkWood’s innovative and highly

its name and operate as a wholly-owned subsidiary of

material-efficient Webshield wood panels, which

Canfor. The acquisition is intended to enhance Canfor’s

enhance the structural integrity and safety of the

operations in British Columbia and Alberta.

I-joist in the event of a fire in an unfinished basement.

PinkWood is the exclusive producer of PKjoist.

This product is designed for floor and roof framing in

In announcing the acquisition, Canfor is getting into the value-added side of the industry.

AD BUILDING SUPPLIES - CANADA SIGNS ROOFMART AD Building Supplies signed up Roofmart, which has

transparency, scale across multiple verticals, and

56 locations from British Columbia to Quebec, the

business model … made them the clear and logical

buying group announced on July 1.

choice,” Koschitzky added.

Roofmart is owned by the Koschitzky family, which

“Adding a business like Roofmart to our group

also owns IKO, a major roofing manufacturer with

speaks to the strength of the AD Canada platform

assets on both sides of the border. Roofmart also

and our ability to support independent businesses,

distributes siding, metal, and building envelope

regardless of their size or scale,” said Paul Williams,

products.

vice-president of AD Building Supplies - Canada.

“Our team is incredibly excited at this new partnership with AD Canada. For more than 60 years, Roofmart has remained a proud Canadian and independent distributor, building its success through strong, enduring relationships with both customers and supplier partners,” said Ariel Koschitzky, CEO of Roofmart, in a press release.

“As consolidation continues across our industry, it was important for us to reinforce our position by aligning with the largest independent buying group in Canada and North America. AD Canada’s

20

PRO Dealer // Q3 2026

Hardlines.ca

Working for our members everyday.

So you can focus on what matters most — your business.

“We have had seven major expansions since joining Sexton Group in 2010. We couldn’t have done that without the tight-knit team of professionals at Sexton Group pointing us in the right direction. I’m often asked at conferences and meetings if I feel the pricing is competitive.

I say “YES.” You don’t expand seven times in 10 years without competitive pricing programs.

That’s why I am a Sexton member.”

Albert Pike, Pike’s Building Centre

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.

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Operations Photo: iStock/pixelfit

22

COMPEN$ATION

By Rebecca Dumais

Determining what to pay someone in your firm is critical.

After all, payroll isn’t a number; it’s a business strategy

PRO Dealer // Q3 2026

Hardlines.ca

“

People always think of compensation as just pay.

You need to remember that it’s everything else around that.

— Stephen Borer, CEO, DMC Recruitment

Stephen Borer

Every dealer eventually asks the same question: What should we pay for this

tives have climbed roughly 10 percent since 2024,

position?

approximately 30 percent. At the same time, half

It’s an understandable place to begin. Payroll is

while median commission earnings have fallen by of the respondents have been with their current

one of the largest investments that a pro dealer

employer for five years or less, despite reporting a

makes. And hiring the wrong person—or losing the

median of 15 years in the industry.

right one—can affect customer relationships, pro-

That stat suggests something important: people

ductivity, and profitability long after the position

aren’t leaving the industry—they’re moving between

has been filled.

employers. Employers, meanwhile, appear to be

The problem is that salary isn’t the starting point.

placing greater emphasis on predictable income

Before employers decide what to pay, they need

while experienced professionals continue searching

to understand what they’re hiring for, what today’s

for organizations that offer stronger opportunities.

labour market demands, and what they expect

For pro dealers, compensation has become much

compensation to accomplish. Those decisions

more than deciding on a competitive wage. It influ-

shape every dollar that follows.

ences who joins the business, who stays, and how

“People always think of compensation as just pay,” says Stephen Borer, CEO of DMC Recruitment.

people perform once they’re hired.

“You need to remember that it’s everything else

Start with the work, not the wage

around that.” That broader perspective reflects

All three experts interviewed for this story agreed

what’s happening across the building materials

on one point: deciding on compensation begins

industry.

long before anyone discusses salary.

According to DMC Recruitment’s 2026 Building

“The first step is usually to analyze and define the

Materials Salary Report, median base salaries for

job itself,” says Kiran Virk, head of talent acquisi-

Canadian building materials sales representa-

tion at Peninsula Canada. “Before deciding on pay,

Hardlines.ca

Q3 2026

// PRO Dealer

23

Operations

“

The first step is usually to analyze and define the job itself.

Before deciding on pay, you need a clear understanding of the position’s responsibilities and duties, required skills, education, certifications, and experience.

Kiran Virk

— Kiran Virk, head of talent acquisition at Peninsula Canada

you need a clear understanding of the position’s responsibilities and duties, required skills, educa-

them?” he says. “Hiring them is one thing but

tion, certifications, and experience.”

actually keeping them and building a culture

That process often results in a formal job description, but its value goes far beyond paperwork.

around them is another thing.”

Then comes another objective: how to drive the

It forces employers to examine whether they’re

behaviours sought in the role? Those questions—

hiring for yesterday’s position or tomorrow’s needs.

attraction, retention and behaviour—form the foun-

Many dealers instinctively replace the employee

dation of every effective compensation strategy.

who just left. Virk says that’s a missed opportunity.

For a sales role, for example, an employer might

Technology, customer expectations, and oper-

reward customer visits, business development,

ational demands have changed dramatically over

or other activities that support long-term growth

the past decade. A sales representative hired 15

rather than simply paying a flat salary. Compensa-

years ago likely wasn’t expected to manage CRM

tion becomes a tool for encouraging the behaviours

systems, analyze customer data, or identify new

the business wants to see.

business opportunities with the same level of sophistication that many employers now expect.

Branch managers are now overseeing reporting systems, software platforms, and employee

“You’ve got to look at a comp plan and work backwards from what you are trying to achieve,” Borer says.

Wolf Gugler, president of Wolf Gugler Executive

development responsibilities that barely existed

Search, approaches the question from a similar

when many veteran employees were first hired.

perspective. Before discussing salary, he recom-

The title may remain the same but oftentimes the

mends examining comparable roles within the

work doesn’t. Borer encourages employers to step

organization, reviewing job descriptions and

back even further before assigning a salary.

performance expectations, and reviewing histor-

“I think that the first thing I would do would be look at the problems that you’re trying to solve,” he says. “Why are you trying to determine how much to pay this person?”

That question changes the entire conversation.

24

“First and foremost, am I worrying about hiring

PRO Dealer // Q3 2026

ical precedent to determine whether the role itself has evolved.

Sometimes it has. However, it could be the business that’s changed. And sometimes both the business and the role have changed. Only

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“

“I found a great individual,” he recalls. “We found out that the individual was severely underpaid.”

I found a great individual.

We found out that individual was severely underpaid. The candidate ultimately accepted a new position with approximately a 35 per cent increase in compensation. His company had just said, ‘This is what we pay.

This is what we’ve always paid.’

— Wolf Gugler, president, Wolf Gugler Executive Search

The candidate ultimately accepted a new position with approximately a 35 percent increase in compensation.

“His company had just said, ‘This is what we pay.

This is what we’ve always paid,’” Gugler says. “I think they were just sort of blind to, ‘This is what the market pays.’”

For employers, that’s an expensive lesson. If compensation doesn’t keep pace with the market, someone else eventually notices.

Virk recommends gathering information from several sources before establishing compensation, including salary surveys, internal comparisons, organizational budgets, and external labour market data. Those inputs help ensure compensation remains competitive while still aligning with business goals.

Gugler agrees that employers should cast a wide

after those questions are asked can a compensa-

net. He also reminds dealers that their competition

tion bracket be determined.

extends beyond other building supply companies.

Manufacturers, distributors, transportation firms,

Understanding the market

and other industries frequently recruit from

Once employers understand the role, the next

the same talent pool.

step is understanding the market, and that’s

Borer suggests two additional sources that

where many organizations fall behind.

many employers overlook. “I would look at

Compensation often changes gradually inside a company. Annual increases feel reasonable, budgets stay under control, and

Indeed and LinkedIn and just simply see what Wolf Gugler

nobody notices that the labour market may be moving much faster than payroll.

Eventually, reality catches up. An experienced

“That’s the market. It’s a live market.”

Salary surveys remain valuable, but job postings

reveal what employers are willing to pay today—not six months ago.

candidate declines an offer. A vacancy stays open

Viewed together, those sources create a much

for months. By then, the market has already deliv-

clearer picture than relying solely on historical

ered its verdict.

payroll records.

“I don’t think you can always just go on history,” says Gugler.

He recently completed a search where a client specifically wanted to recruit someone from a competing company.

26

the competitors are advertising,” he says.

PRO Dealer // Q3 2026

Past salaries explain where a company has been, and current market information shows where it’s heading. The strongest compensation decisions consider both.

Every market has its own rules.

Hardlines.ca

Photo: iStock/Osarieme Eweka

Operations

Don’t ignore local disparities in pay One of the quickest ways to make a compensation

ing to travel extensively across a large territory.

strategy fall apart is assuming salary data applies

Finding someone with the right combination of lan-

equally across the country. It obviously does not.

guage skills, technical knowledge, and willingness

A manager in a Toronto pro yard competes in a

to spend significant time on the road dramatically

vastly different labour market than someone running a yard in rural Saskatchewan. Housing costs differ.

Competition for talent differs. Travel expectations

narrowed the field.

“They were quite aware that they probably had to compensate better than others,” he says.

differ. Even the size of the available candidate pool

What impressed Gugler wasn’t simply that the

can change dramatically from one region to the next.

company paid more—it was how they handled it

Virk says regional compensation should never be based solely on national averages.

“We analyze compensation data from salary surveys,

internally.

“I think the good part was they rationalized that to the existing employees,” he says. “Nobody was

various industry reports, job postings, and labour

surprised because, at the end of the day, everybody

market sources for similar positions in the same geo-

somehow or another finds out or talks about what

graphic area,” he says. “We also consider factors such

their counterparts make.”

as the local cost of living, demand for talent, industry

Instead of allowing rumours to fill the gaps,

trends, and the qualifications required for the role to

management explained exactly why the role com-

establish a competitive and appropriate pay range.”

manded a premium. That transparency matters.

Gugler recently witnessed those realities during

Without context, employees often assume

a search in Northern Ontario.

28

The employer needed a bilingual candidate will-

PRO Dealer // Q3 2026

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context, they understand that some positions require different compensation because the market

specialized product knowledge, or an established

demands it.

customer network may justifiably begin much closer

The DMC 2026 Building Materials Salary Report illustrates just how wide those regional differences

to the midpoint—or beyond.

Virk says placement within the range should re-

can be. Median base salaries for Canadian sales

flect “education, experience, skills, qualifications,

representatives range from approximately $72,000

and how closely they meet the job requirements,”

in Atlantic Canada to about $100,000 in Quebec,

while also considering internal equity, market con-

with Ontario and Western Canada falling between

ditions, and future growth potential.

those benchmarks.

Those figures aren’t intended to become a pricing guide for every employer.

Borer sees every compensation decision as a balancing act.

“The employer has to look at what the value is

They’re a reminder that every labour market

to them of the role within their business,” he says.

has its own realities, and the better question isn’t

“But they also have to look at the open market.”

whether your wages match the national average; it’s

The forever balance that an employer has is:

whether they’re competitive where you’re actually

What is the market demanding? That balance has

hiring.

become more challenging as the industry’s work-

Build a compensation range, not a single offer.

force continues to age and competition for experi-

Once the role has been defined and market re-

enced people intensifies.

search is complete, employers can finally answer the question they set out to answer.

“If you’re having to attract the candidate that’s been in the industry for 25 years,” Borer says,

What should we pay?

“you’re going to end up paying more for that 25-year

Virk recommends avoiding a single target salary

veteran—even though you didn’t necessarily need

in favour of a structured compensation range.

“Once market data has been gathered, we estab-

them.”

The market ultimately decides what experience

lish a pay range by selecting a market reference

is worth, and performance should determine how

point, such as the average or median salary for

people progress within the range.

similar roles, and then setting a minimum, midpoint and maximum salary around that value,” he says. “The pay range is further adjusted based on

Gugler believes employees want to know that exceptional effort will be recognized.

“Everyone likes to know part of their compen-

factors such as internal equity, budget, experi-

sation is based on performance,” he says. He

ence levels, and the organization’s compensation

sees problems when compensation treats high

strategy.”

performers exactly the same as employees who

That structure creates consistency while giving employers flexibility. A candidate entering the

30

Someone bringing years of relevant experience,

simply meet minimum expectations.

“The individual says, ‘What’s in it for me to be the

industry may begin near the lower end of the range

exceptional employee?’ ” That’s a question every

while developing the required skills.

compensation strategy should be able to answer.

PRO Dealer // Q3 2026

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Vendor Forum

GROWTH + PEOPLE = SERVICE

Gillfor Distribution has risen, through a series of acquisitions, to become one of the country’s top LBM distributors. Gillfor president and CEO BOB DOSANJH talks about how and why the company is committed to growth

Gillfor has risen to become a true national distributor. Can you explain the company’s trajectory and vision?

tical integration is increasing in importance, AI has

Gillfor’s roots trace back to when Fraserview Cedar

strategies and go-to-market plans.

arrived. All of these elements and more are taken into consideration as we implement our growth

Products opened its doors in 1994 as a fence panel

facilities, a national distribution network for build-

How do you manage the integration of competing lines or suppliers when you make an acquisition or enter into a new strategic partnership?

ing products, and a growing real estate portfolio.

Acquisitions are expensive and require significant

We have regularly reinvested in growth opportun-

due diligence. A large part of that due diligence

ities and will continue to do so as the next genera-

includes the evaluation of the pre- and post-product

tion readies itself internally to support the growth.

mix that we bring to market.

manufacturer. Since then, it has expanded its manufacturing footprint to include multiple production

On most occasions, timing is everything and the

Further, the Canadian real estate market is one

decisions are almost made for us.

This was especially the case after we

and setting up distribution networks

purchased AFA in 2022. Prior to the acqui-

requires investments in urban markets,

sition, we noticed that a significant part

close to the customer base. We have a

of our vendor and customer communities

large but finite real estate footprint that

preferred one point of contact across Can-

houses our distribution facilities, and

ada. That, along with other factors, ren-

every inch of those facilities needs to

dered the acquisition a “must” for Gillfor.

“

What’s critical for our trajectory is

32

of the most expensive in the world

BOB DOSANJH

produce an ROI. While we have been very lucky that

ensuring the sustainability of our operations. The

there has been a strong overlap in the product port-

game is changing: supply chains are evolving, ver-

folios in our past acquisitions, there have also been

PRO Dealer // Q3 2026

We have regularly reinvested in growth opportunities and will continue to do so as the next generation readies itself internally to support the growth. On most occasions, timing is everything and the decisions are almost made for us.

Hardlines.ca

Gillfor recently was honoured as Supplier of the Year from Home Hardware Stores Ltd. From left: Jason Boshart, director, LBM merchandise, Home Hardware; Rob Rawson, merchandise manager, lumber and composites, Home Hardware; Greg Johnston, national business development manager, Gillfor; Matt Lipskey, national programs director, Gillfor; Andy Lanka, VP finance, Gillfor; Bob Dosanjh, CEO and president, Gillfor; Angelo Campagna, VP sales and operations, Gillfor; John Dyksterhuis, chief supply chain and merchandising officer, Home Hardware.

a few necessary exits as we streamline our offering

position at all levels of the supply chain: manufac-

to take a more uniform approach.

turing, distribution, retail, development, contractor,

When Gillfor commits to servicing and adding a program, it’s because we have done the due diligence to ensure we can exceed our vendor and customer needs.

and DIY. It’s natural that it can become an appealing target for anyone, let alone American players.

Borders don’t intimidate companies as much as they used to, in spite of geopolitical matters. For the

How vital is continued consolidation for you?

most part, many companies are diversified enough

Activity in the marketplace is good. It’s welcomed.

to be self-sufficient in local markets already, so

We have seen significant consolidation in the North

they can be closer to their own customer base.

American marketplace across multiple channels,

Companies need to scale, just like Gillfor, and

and that will continue to happen, which limits

we need to be ready to accept the challenges that

opportunities, but only fuels our desire for growth.

come our way.

Whether it is Gillfor or a different organization, a tunities for us with respect to product mix, introduc-

Can you talk about the value propositions Gillfor brings and will bring in the future?

tions to new vendors, or a different customer base.

The cost of entry in distribution has become price

Gillfor Distribution was built on organic growth,

competitiveness, reliability on delivery, and robust

but more so on acquisition and consolidation: five

inventories. Gillfor’s value proposition is our people.

acquisitions in a 10-year span that resulted in the

Our goal is to become the trusted adviser for each

national network that’s in place today. That activity

and every dealer we conduct business with.

transaction in the market can present new oppor-

has allowed us to provide a range of products that

To do that, we need to know the dealer’s business:

serve our customers on a daily basis, on a stream-

what they carry, what their customer mix looks like.

lined and uniform basis. Our goal is to be the trusted

We must present growth opportunities, remove

brand that helps our customers thrive.

obstacles, and more. Our account managers are tasked with that mandate and are the drivers for

How will the entry of American players affect the industry—and impact Gillfor?

collaborative growth.

The entry of American players was inevitable.

have already seen the benefits of AI in opportunity

Canada is not an afterthought. Rather, we are a

analysis, data scrubs, reporting, and more. Time will

multi-billion-dollar market that occupies a strong

tell how it can further support our value proposition.

Hardlines.ca

The interesting part is what AI brings to the table. We

Q3 2026

// PRO Dealer

33

Pro Dealer Profile

CLARE INTERIORS Interview by Steve Payne

A look at a successful commercial dealer in Ontario

Photos: Ema Suvajac

34

PRO Dealer // Q3 2026

Greg Daly, vice-president Clare Interiors

CLARE INTERIORS

Pat and Anne Daly started P.J. Daly Contracting in Hamilton, Ont., in 1953. It was a plastering business at first, before

Hamilton, Toronto

an era when most contractors switched to drywall.

Pat worked for Passmore Plastering when he was a teenager. And then the firm’s owner got sick—and

Hardlines.ca

FOUNDERS As P.J. Daly Contracting, 1953 Pat Daly Sr., Anne Daly

Pat took over the business.

FIRST OUTLET Hamilton, 1991

Clare Interiors, a pro dealer which grew out of the

SECOND OUTLET Toronto, 2022

very resilient. He just kept going.”

VICE-PRESIDENT, CLARE INTERIORS Greg Daly

day job at Dofasco, one of Hamilton’s steelmakers.

BUYING GROUP TIMBER MART

“I believe he went bankrupt two or three times, in his early career,” says Greg Daly, vice-president of P.J. Daly Contracting business. “My grandfather was In the 1960s, during tough times, Pat even took a He did his plastering and drywall work on the side.

Greg is the third generation of the Daly family.

Q3 2026

// PRO Dealer

35

Pro Dealer Profile

“

The idea for Clare Interiors, a business selling building materials to commercial contractors, was forged out of P.J. Daly Contracting, a sister company.

They are descendants of County Clare, on the rug-

Greg recalls his grandmother as diminutive but

ged west coast of Ireland. That’s obviously where

feisty. “In the early days, she ran the office and my

the name of the dealer business came from.

grandfather was in the field.”

P.J. Daly Contracting is now a sister business of

The idea for Clare Interiors, the interior wall and

Clare Interiors. It is run by Greg’s father, Dan, and

ceiling supplier to commercial contractors, came to

two of Greg’s brothers.

Greg’s uncles Matt and Pat (Jr.) and Greg’s father,

Pat Daly Sr. died in 1985, in his 50th year. After that, Anne ran the business like a pro. “She was very pivotal in the business staying afloat after my grandfather passed away,” Greg said.

Dan. It was opened in 1991. Matt ran Clare for several years.

Four years ago, Clare expanded into the Greater Toronto Area (GTA) market, buying an outlet in North York, Ont., in 2022.

In the first issue of PRO Dealer, we interviewed Michelle Chouinard-Kenney, CEO of both Gibson Building Supplies, which is a pro dealer, and Chouinard Brothers roofing, a major contractor in southern Ontario. Clare Interiors and P.J. Daly seem to be of the same structure.

We’ve always run the businesses very separately— we don’t have crossover in management. It’s no secret that P.J. Daly is affiliated with Clare. Our

36

PRO Dealer // Q3 2026

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Pro Dealer Profile

family has been in the drywall business for a long time but we keep our businesses separate. My dad and my brothers, they do a very good job at running the contractor business. And my sole focus is on the supply side.

Why did you open in Toronto four years ago?

We always had goals of growing the business and trying to do more. And we grew this yard [Hamilton]

And Future Acoustic & Drywall Supply was for

to a decent size. We only had a couple of trucks in

sale. We had gotten to know Fred Romano, the

2010 and we started to grow fairly substantially from

owner of Future, pretty well. We said to him if he

our perspective. We know some of the different con-

ever wanted to sell, we would like to talk. There

tractors that do work in the GTA. I thought we needed

“

were quite a few years before anything happened

a bricks-and-mortar space down there, because

because he wasn’t ready to retire. At one point, he

people thought Hamilton was so far from Toronto.

said he was ready to sell.

The Daly family are descendants from County Clare, on the rugged west coast of Ireland. The name of the dealer business is in honour of their roots.

38

PRO Dealer // Q3 2026

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Pro Dealer Profile

How long have you been involved in the family business?

provinces. You guys don’t.’ I say, ‘But we belong to a group that does.’

Since I was a kid. When I was 10 or 11 years old, I

And I have a colleague in British Columbia. I have

used to sit between the seats of the truck, going on

a colleague in Calgary. I have a colleague in Quebec

deliveries with the guys. I graduated to driving the

because TIMBER MART allows us to have that

truck and just went from there.

national presence.

Without TIMBER MART, we would be a smaller

When did you join TIMBER MART?

player in the market. But we are with a huge

Shortly after Bernie Owens became president [in

group in the GSD business that is national. We

2013]. Mark Finucane was VP of commercial and we

have sister locations all across the country with

knew him and he approached us.

TIMBER MART.

How do you feel about your buying group?

Speaking of the national scene, Ontario is in the doldrums right now. Big players, as you mentioned, with GMS (and FBM), are using that and the rest of the Canadian slowdown to buy market share.

We ourselves don’t have a national presence. But TIMBER MART does. So, it’s something that I think we can help leverage with our group. And I’ve done it with some of our customers.

Some people will say: ‘GMS has yards in different

40

PRO Dealer // Q3 2026

You have to stay competitive, but at the same time,

Hardlines.ca

you don’t want to be detrimental in any way to

I think anybody in the industry right now, they’re

the market. But the current state of the market is

definitely not as busy as they were. They’ve prob-

definitely slower than it has been in the past couple

ably got some pieces of equipment sitting around

of years. Even just post-COVID, there was a bit of

and it’s definitely tough. But I think we’ve been

a boom for a little while and I think everybody was

fortunate for quite a few years when we had a busy

quite busy.

market.

And now it’s definitely changed. But there are still

money. Hopefully, the residential sector does come

Last summer, you bought a majority share in Ontario Acoustic Supply, a Toronto dealer in North York. They are a distributor of acoustic ceilings, wall panels, and grid products. That expands Clare Interiors’ product base.

back. The high-rise market in Toronto has been very

They run separately from Clare day-to-day. Ontario

tough lately. I believe that will take longer to come

Acoustic Supply doesn’t distribute drywall, metal

back than the low-rise market. Hopefully, some of

studs, and insulation. It’s all specialty ceilings, wall

the things that the government’s trying to do are

panels, acoustical ceiling tiles and ceiling grid. It’s

going to help, like some of the HST rebates and

always been a bit of a boutique market. They have a

things of that nature, to help fuel it a little bit.

good name in that niche.

some things out there. I think in the next little while there’s some decent large infrastructure projects that are going to be coming out.

The government seems to be spending a lot of

Hardlines.ca

Q3 2026

// PRO Dealer

41

Pro Dealer Profile

“

customer, then what relevance do you have in the

I think anybody in the industry right now, they’re definitely not as busy as they were. They’ve probably got some pieces of equipment sitting around and it’s definitely tough.

marketplace, right?

—Greg Daly

presence on social media. But I don’t think it drives

These large competitors that we have now, they obviously know what they’re doing. They’re growing, they do their job well, too. Our only way to compete is that we may be able to shift a little bit faster because we’re a family-run business.

What is changing in the industry?

Technology, for sure. I think it is important to have a our potential revenue streams compared to what it would in the retail sector. Because we’re mainly

You have been a Hamilton business from the beginning and the city is known for supporting its own. It’s very loyal to Hamiltonians. How has that market changed?

focused on business to business. We do definitely

There’s definitely been some strides made, in the

on social media to find us. They wouldn’t know who

city core, in the last little while. There are a lot of

the main players in our market would be, so to speak.

new condos and buildings happening. The skyline

Making use of various technologies is important

has definitely changed from what it was at one time.

supply retail, but our main focus would be business to business.

Most of our customer base, they wouldn’t look us up

to us. Whether it be a new ERP system, reporting software, logistics software, and now AI, technol-

With the residential construction numbers down in southern Ontario, to what extent does Clare being a commercial yard help?

ogy is so important.

We supply anything from a renovation or a one-

business in an effective and efficient manner.

We try to utilize these technologies as much as possible to streamline processes and run our

off custom house, to a new residential housing development or a high-rise condo tower, to a large infrastructure project. Anywhere people need drywall, metal studs, insulation, and ceiling systems, we can help them.

Anyone in the drywall business for a long time figures out it’s a relationship business.

It’s nothing but the relationship. I agree with that, for sure.

Being a smaller business with some of these giants that are here now, it’s sort of all we have is the relationship. And the majority of our customer base would be family-run businesses, for the most part. If you don’t have the relationship with your

42

PRO Dealer // Q3 2026

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Pro Dealer Profile

THE

GAME

By Geoff McLarney

Photos: Ema Suvajac

After years in the drywall business, Doug Skrepnek stepped away to pursue other opportunities. Now he’s back in the GSD industry, and Encore Drywall Material Supplies is shaping up to be his second act.

46

PRO Dealer // Q3 2026

Doug Skrepnek knows drywall. After heading up CGC from 1998 to 2003, he was asked to go overseas to run one of its international divisions.

“I just decided as a Canadian kid that I wasn’t going to do that, so I left that business. I opened up a buying group called the Signature Buying Group, which became the biggest buying group for gypsum supply dealers in Canada within about six months.”

Skrepnek’s path from there wasn’t straightforward.

“Manufacturers had some pushback from what is now my competition, but back then, there were

“

Skrepnek headed up CGC from 1998 to 2003 before he started Signature Buying Group.

buying groups like Allroc and FBM. Those guys certainly didn’t want me to be on that side of the fence, so they pushed back.

“They got their way, but then I got all the members

year, Skrepnek was named president of GMS Canada but was replaced by Travis Hendren later that year.

Bound by a non-competition agreement for the next

five years, Skrepnek got involved in other businesses,

to take a position. Beauchesne, Leon’s, Patene,

including Drain-Tite Industries, which provides

CCS, those companies all came together and said, ‘If

waterproofing, insulation products, and installation

you were our president and general manager, then

services for residential and commercial construction.

we think this would still work.’ Of course, it worked,

Some of Drain-Tite’s customers were the same ones

but it was never my plan to leave to go work for a

served by the GSD world he came from.

bunch of gypsum supply dealers.”

Two years after starting Signature, Skrepnek was

He then returned to the drywall business with the appropriately named Encore Drywall Material

approached by the operating partner of one of its

Supplies. He acquired one location, in Concord,

members, Watson Building Supplies, who was looking

Ont., from CSR Building Supplies, while a second,

to retire, and Skrepnek ended up buying him out.

in Trenton, Ont., was a greenfield project. In 2024,

“At the time, they were doing about $50 million in

he brought Encore aboard Castle Building Centres’

revenue. Three years later, we were $120 million

commercial division. CSR was already a Castle

and then we formed Titan in 2009. The rest is kind

member, and Skrepnek saw value in remaining with

of history: Titan was us [Watson] and Beauchesne,

the group.

Shoemaker. And in 2014, we bought Slegg.”

At the time, he wrote to vendors expressing his

Skrepnek was the head of WSB Titan. The group

hope that, in an age of increasing consolidation in

withdrew from its affiliation with TIMBER MART, and

the GSD business, there would remain a place for a

Skrepnek from its board of directors. He oversaw the

group focused on personalized service.

sale of Titan to Georgia-based Gypsum Management &

“We believe that the importance of relationships

Supply (GMS) in 2018. The reported price was US$627

both up and down the channel has been somewhat

million (C$800 million in 2018 dollars). The following

lost and diluted to a more transactional exchange,”

Hardlines.ca

Q3 2026

// PRO Dealer

47

Pro Dealer Profile

Skrepnek wrote, “and our mission is to go back to the days where loyalty was long-lasting, and a commitment meant everything.”

Meanwhile, although a member of WSB Titan, Beauchesne was not a part of the sale to GMS. Skrepnek recalls that Beauchesne’s Robert Léonard, now deceased, told him he didn’t need the money and his son Carl, who had grown up in the business, wished to continue with it.

“I said to him, ‘I want to do what’s best for you.’

I hooked him up to be a member of GMS. But the

“

WSB Titan was formed by Skrepnek in 2009. It was most famous for its three partners, Watson Building Supplies in Ontario, Shoemaker Drywall Supplies in the West, and Beauchesne Group in Quebec.

minute I decided to get back into the business, his son said to me, ‘I wasn’t willing to go with GMS

up with Beauchesne, which has three locations

because you were retiring. But now you’re coming

in the Montreal area and two in the Quebec City

back into the business and you’re no longer with

region. Through their joint venture, Leonek Corp.,

GMS. How do we do this together?’”

they acquired Coastal Drywall Supplies, based

Skrepnek recalls phoning Castle president Ken Jenkins, who had been a competitor when

in Dartmouth, N.S., with locations in Dieppe and Hanwell, N.B.

Skrepnek was at Titan. “I said, ‘Listen, you’ve always

The transaction is part of a broader trend of

wanted to grow your commercial division. If you’re

consolidation in the GSD sector. Last year, Lowe’s

interested in me joining your team, sitting beside

acquired Foundation Building Materials, giving

you when we talk to manufacturers, I think this

the retailer a toehold in Canada once again after

could work. We’ll grow the commercial division over

its dramatic divestment from RONA in 2023. Also

the next five years.’

in 2025, GMS itself was acquired by Home Depot.

“Shortly after that, Groupe Beauchesne joined

As a result, the two largest home improvement

Castle. And shortly after that, we bought Coastal

retailers in the world own two of the largest gypsum

Drywall Supplies.”

suppliers in North America.

It was at the end of last year that Encore teamed

At the time of the Coastal announcement, Jenkins said in a statement that it “enhances Castle’s reach, expands our capabilities, and reinforces our commitment to serve the Atlantic region with excellence.”

The joint venture with Beauchesne is a foretaste of more to come for Encore. Skrepnek laughs as he speculates that “there are probably still a few people who think I got back into the drywall business just to run two locations.” Nothing could be further from the truth, he adds, but “growth for the sake of growing is not in my DNA.”

48

PRO Dealer // Q3 2026

Hardlines.ca

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Pro Dealer Profile

AN INTERVIEW WITH

DOUG SKREPNEK

Do you have any more acquisitions or startups on the horizon?

Yes, several. You’ve heard that Central Builders

tentacles, but none of them were keeping me overly busy.

And so I made a decision based on the fact that I

bought Lumberworld? That was a deal that we had

like being busy; I like winning. I believe that life is

on the one-yard line. But the land portion of the deal

a chess match, whether it be personal or business.

had some tentacles that we weren’t able to work out.

And the business chess match had gone away from

That would have gotten us back onto Vancouver

me. I wanted to be back in that game, so in June of

Island, back out west. We have a significant number

2024, I sat my wife down and said, “Okay, I’m ready.”

more markets in Ontario that we need to serve. You

Six days later, I bought CSR. I believe that both

know, this is the worst market I’ve seen in Ontario

at Watson and at Titan, we acted as a tremendous

since 1990 or 1991. Growth for the sake of growing

market steward. And that moral compass for our

is not in my DNA. I will grow because the market

manufacturers and our customers is in high regard

either needs it, wants it, or demands it. And today,

for me. And so I will not push the envelope in a market

we’re not there.

where the pie used to be three times what it is today.

We need the development charges that have just

50

You sold WSB Titan to GMS in 2018 for US$627 million. Did you have a non-compete agreement at that time?

been legislated. We need some of that to come to

Yeah, that ended in 2024. And, you know, I’m

buyers. We need that to take with some penetration.

involved in all kinds of businesses. I’m involved in

As that does in Ontario, 2027 will be a bit better.

land development. I’ll just say I have a few other

2028 will be exponentially better.

PRO Dealer // Q3 2026

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Pro Dealer Profile

There was some upset in the GSD world when Brad Jacobs formed QXO. It seems they left the bidding for GMS when Home Depot arrived.

don’t get those by pressing that computer button.

One hundred percent. Although I believe he

technology platform.

In our sector, we have customers for life. And you You don’t get that by creating an AI platform or a

overpaid for Beacon; I think that when Brad bought

Now, listen, we’ve already adopted Claude in our

Beacon he was looking for big chunks. I think that

business, on our telephones. That will assist us in the

they were at the trough with FBM. But at $8.8 billion,

growth of our business using relationships that matter,

a lot of people would say 13.4 times earnings was

up the channel with the manufacturers and down the

just too much [Note: that’s what Lowe’s paid for

channel with the customers. If you think you can just

FBM in U.S. dollars].

focus on one area and that’s technology, good luck.

So I think that Jacobs would say that’s just too

they’ve made some other acquisitions. And I think

You were influential, I think, in getting Beauchesne to join Castle? You go way back with the family of the company.

that, from what little I know of Brad Jacobs, he

Yes, Carl and I have a great relationship. Do I have the

would be happier to see a more U.S.-concentrated

same relationship over the last four or five years as

business than a North America-wide one. So I don’t

I did with his father over 30 years? No, that doesn’t

think that bothered him.

happen. His father and I were of the same generation.

expensive for our liking. But of course, since then, they’ve bought TopBuild. They bought Kodiak. So

His goal is to be a $50 billion company. And with

But what I like is that Carl has two ears and one

TopBuild and Kodiak, they’re now roughly $32 or

mouth. He listens. He’s pragmatic. He knows what

$33 billion in revenue. He’s a couple of acquisitions

he knows and knows what he doesn’t know.

away from where he wants to be.

A lot of the time, he sits beside me in a room. Certain rooms, he knows where to take charge, and other

Publicly, Brad Jacobs says that the North American market is ripe for reinvention. He wants to use technology because he was once the head of a technology company. What do you think about using tech like that?

rooms, he knows where he should acquiesce to that

I think what he’s saying is serious in his mind. I

Atlantic Canada before, but if anyone goes there in

believe that the rental business [Jacobs founded

15 years—you may think about our country now as

United Rentals] is not a building materials

Toronto, Vancouver, Montreal, and then Calgary—

distribution company. And they don’t have

but pretty soon, from a construction standpoint,

repetitive customers for the most part. There’s

you’ll be going in the order of Calgary, Montreal,

a lot of one-and-done.

Toronto, Vancouver.

“

charge. And for that, I have a great partner in Leonek.

So what was attractive about Coastal?

It’s a good business. Ontario is dead. We weren’t in

In our sector, we have customers for life. And you don’t get those by pressing that computer button. You don’t get that by creating an AI platform or a technology platform.

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continue to keep it a buoyant market with oil over

Chris Macey, a Canadian, has become president of USG, based in Chicago. We asked him about that move, since not many Canadians get to head giant U.S. corporations.

And he said that it’s all the same business.

$90. But then you get to the Atlantic, and it’s always

Canada lays a great foundation for an understanding

been something no one thought about or gave a lot

of how business works. Yes, our population density

of heed to unless you were from Atlantic Canada.

might be one-eighth or one-ninth of the U.S. But we

It’s almost hard to wrap your head around a city in Calgary that’s three times larger than Toronto, and how Calgary is going to be doing more business. But it’s frankly a buoyant market. This Iran crisis will

People are missing the boat if they don’t

don’t do business fundamentally different than the

understand that Halifax will be synonymous with the

U.S. We may have some curveballs here that they don’t

other four big cities in Canada. When you think about

and vice versa. But, by and large, if you know how to

the hub of Atlantic Canada and the Queen Elizabeth

run one business, you do know how to run the next.

II hospital they’re doing now, that $5- or $6-billion

they’re not going to love how big Halifax gets

You’re part of Castle Building Centres’ commercial division. Can you share your thoughts on the buying group ecosystem in Canada and your place in it?

in the next 10 years. Did any of us, in any city in

Its commercial division is a smaller one but Castle is a

this country, love when the population density

nice-sized buying group. GMS is one company and it’s

exploded? I’ll leave the opinions to other people.

not really a buying group. FBM has struggled a lot in this

But it’s going to be a very good market.

country in the last five years and they are a shadow of

project will also bring another $5- to $10-billion worth of infrastructure over the next 10 years.

And I think for some people in Atlantic Canada,

And, you know, it’s no secret we’re looking at

their former self. So if we stayed the same size, Castle

Ottawa, so I’m not letting anything out of the bag

would be a good-sized player but not a prominent

here: that’s something that Carl and I will do soon.

player. But we’re not going to stay the same size.

And we would prefer to do it through an acquisition than to do it greenfield.

We’re a country with many, many buying groups.

We have way more buying groups in this country than

But, you know, we haven’t had anyone jumping off

they have in the U.S. And so I think that some people

the page to sell us the business at this point in time.

around a bunch of boardroom tables need to put their

So we already have the customers. So someone

heads together and say, “If we’re going to compete

will either sell it to us, or we’ll come and we’ll do it

against Home Depot—and I’m talking about the retail

ourselves.

channel because I have very few worries about

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// PRO Dealer

53

Pro Dealer Profile

Lowe’s or FBM or GMS in the commercial channel.

They’ll do what they do, and we’ll do what we do, and we’ll see who wins.

But when it comes to the retail channel, you need more strength in each buying group, whether it be RONA, Castle, Home Hardware, TIMBER MART. They need to figure out how to create sheer size to be taken seriously. In Canada, they won’t have to worry as much, of course, about Lowe’s because I do not see Lowe’s ever coming back to this country as a retailer.

“

Lowe’s will have to spend the next year or two or three investigating what they are going to do with the Canadian division of FBM.

their business, they may look for somebody as a suitor to say, ‘We want to focus because we love the

Winroc has some yards remaining in Canada doing business as FBM. What was their highwater mark, as you remember?

U.S. business.’

They used to be bigger than Kenroc. Winroc bought

time. We’re going to come back again as a retailer. I

Leon’s and IBS and McCurry’s. And those three

would fall off my chair but they could be thinking that.

But none of us is sitting around Lowe’s table. They may say we attacked Canada the wrong way the first

purchases equalled, at that time, in the early 2000s,

They could think it’s such a small piece of the

$100 million worth of revenue. Now, every business

overall entity as Lowe’s global that they just don’t

that they have is a shadow of its former self.

need to even think about it now. They’ll think about it

And so I’m somewhat puzzled. I’d been somewhat

down the road. So let’s get all of our ducks in a row in

puzzled, even when I was running Titan, at FBM’s

2026, 2027, or 2028. And then they may say it’s time

positioning in the country. But I do think that the

to spin off FBM if that’s what they decide. But I think

Canadian division of FBM was paramount to be

like most of those huge global conglomerates, they

sold as part of the entity to Lowe’s.

have no need nor desire to rush into any decision.

I don’t necessarily think it was a sought-after commodity but I do think that it was part of the package. And I think that Lowe’s will have to spend the next year or two or three investigating what they are going to do with the Canadian division.

ABC Supply now has the ABC Supply Canada brand name and a new managing director to run it. They claim to be the largest building materials distributor in North America. Any comments about ABC Supply?

We were wondering why they were back in Canada. We thought that FBM or Lowe’s could sell FBM Canada to you, say.

Yes, they seem to be as intelligent a North American

I would certainly suggest that when FBM dissects

wait. I don’t think they’re going to grow the business

company in the space as any. They will not overpay.

They will not chase. They’ll be patient and they’ll feverishly, but I also don’t think that they’re worried about that. I don’t think they feel like they have to be a big Canadian player. I think they want to be a significant player in Canada, but they will do it through slow, methodical, intelligent decisionmaking. We’ll be fine, even if it takes a little longer to get there.

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PRO Dealer // Q3 2026

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Jayson Keever, president Bancroft BMR Pro.

info@autostak.ca www.autostak.ca

CATEGORIES

BEYOND THE

By Steve Payne

COMMODITY SALE How Canadian lumberyards are winning more insulation business from contractors

56

PRO Dealer // Q3 2026

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“

The early 1970s oil crisis convinced building supply dealers that they could make money from increasing their insulation sales.

For decades, insulation was often treated as a specialty category in the building materials supply chain. In the 1950s, contractors frequently

that selling insulation could bring them.

The Canadian Home Insulation Program (CHIP) was launched by the federal government in 1977.

It ran for seven years, and subsidized about $400 million a year of insulation upgrades.

sourced fiberglass, mineral wool, and rigid

Since then, there have been numerous federal

insulation from dedicated distributors, while

subsidy programs—and also subsidies funded by the

lumberyards focused primarily on framing

utilities—all driving the insulation business.

packages, sheathing, and structural products.

Until 1973, that is. Then the benefits of an energy-conscious world rocked the industry in Can-

Now, lumberyards and building supply dealers are increasingly positioning insulation as a core category rather than an add-on sale. Driven by tighter

ada. That year, OPEC decided to

energy codes, growing demand for high-perform-

strike the world with oil cutbacks.

ance building envelopes, and contractors’ desires

This encouraged

for procurement efficiency, insulation has become a

building supply

strategic growth opportunity for independent deal-

retailers to awak-

ers and large building supply networks alike.

en to the profits

ENERGY EFFICIENCY IS DRIVING DEMAND Insulation demand continues to be influenced by evolving building codes and homeowner expectations around energy efficiency. Whether contractors are constructing custom homes, multi-unit residential projects, or undertaking renovation work, thermal performance has become a central consideration.

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57

CATEGORIES

Higher wall assemblies, improved air sealing practices, and grow-

takeoffs and deliver insulation alongside framing

ing interest in net-zero-ready construction have

packages reduces the number of supplier relation-

expanded the range of insulation products being

ships contractors must manage. In an environment

specified. Fiberglass batts remain a staple, but con-

where labour shortages and project delays remain

tractors are increasingly evaluating mineral wool,

concerns, efficiency carries significant value.

rigid foam alternatives, continuous insulation sys-

As a result, many lumberyards are investing in

tems, and specialty products designed to improve

inventory, training, and sales support to ensure in-

building envelope performance.

sulation becomes part of every project quote rather

For dealers, this shift creates opportunities to move beyond commodity lumber sales and participate more fully in the building envelope conversation.

ONE-STOP SHOPPING Many contractors prefer to consolidate purchases with a trusted supplier whenever possible.

than an afterthought.

TECHNICAL EXPERTISE MATTERS Selling insulation today requires more than stocking products.

Contractors increasingly expect guidance on thermal performance, fire resistance, moisture

A builder purchasing framing lumber, engineered

management, acoustic ratings, and code compli-

wood products, housewrap, roofing materials, and

ance. Questions about effective R-values, continu-

fasteners from a single dealer can ease ordering,

ous insulation requirements, vapour control strat-

invoicing, delivery scheduling, and worksite co-

egies, and whole-wall performance are becoming

ordination. Adding insulation to that package fur-

more common.

ther streamlines procurement.

58

Dealers that can provide complete material

PRO Dealer // Q3 2026

Successful dealers are responding by training

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CATEGORIES

sales teams to discuss building science principles

systems that can simplify installation and improve

and product applications with confidence.

performance, while dealers increase average order

Some suppliers are also working closely with

values and strengthen customer relationships.

manufacturers to provide educational seminars,

Building envelope expertise is becoming an im-

lunch-and-learn sessions, and jobsite support.

portant competitive differentiator, particularly as

These efforts help position the lumberyard as a

builders pursue higher-performance construction

technical resource rather than simply a product

standards.

distributor.

THE RISE OF BUILDING ENVELOPE SALES Leading dealers are adopting a systems-based sales approach.

INVENTORY AND LOGISTICS Insulation presents unique inventory challenges compared with traditional lumber products.

Many insulation products occupy significant warehouse space relative to their value, requiring careful

Rather than selling insulation as an isolated prod-

inventory management. Seasonal demand fluctu-

uct category, they are promoting complete building

ations, transportation costs, and regional market

envelope solutions that combine insulation, air bar-

preferences can also affect stocking decisions.

riers, weather-resistant barriers, tapes, sealants,

“

and accessory products.

This strategy benefits both the dealer and the

contractor. Contractors gain access to compatible

2024’s Pro Dealer of the Year, Adams Building Supply, a three-location Castle pro dealer, rolled out its new Woodstock, Ont., store in 2023 with a double drive-through provided by Auto-Stak.

The difficulty of merchandising bags of insulation efficiently has been addressed by Auto-Stak, which has a special place to put its racks in drive-through facilities.

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PRO Dealer // Q3 2026

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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.

CATEGORIES

“

As the construction industry continues to focus on energy efficiency and building performance, insulation is becoming a more strategic category for building material dealers.

This store reserves the top rack of the drive-

2020 that a serious ramp-up in the “tiers” of energy

through for bags of insulation—always a tough

efficiency was unveiled. This was expanded in the

challenge to merchandise efficiently.

2025 code, where a 5-tier system for small build-

Dealers are also refining forecasting practices and strengthening relationships with manufactur-

for large buildings was introduced.

ers and distribution partners. Pacific West Systems

How energy efficient is Canada’s building code?

Supply, a TIMBER MART dealer, has taken its insula-

Consider that the 2015 code is now only tier 1 of the

tion sales to new levels using technology. PacWest

new code. The code specifies that, to achieve tier

has 21 locations in Western Canada. It is closing

2, 10 percent more energy efficiency has to be met.

ranks with vendors to up its forecasting game with

Tier 3 is 20 percent more energy efficient. Tier 4 is

the use of AI.

double that, at 40 percent more energy efficient.

After all, a dealer that consistently has the right

62

ings was introduced. The same year, a 4-tier system

Tier 5 is Net-Zero Energy Ready, an extreme stan-

insulation products available when needed can earn

dard. Only just shy of 4,000 units have ever been

significant contractor loyalty.

built to that standard across the country.

But it’s not that governments are not effective

CODE CHANGES DRIVING EVERYTHING

at driving energy efficiency. They are, very much.

Canada’s building industry continues to be dictated

number of homes they rate by energy usage. The

by authorities to build tighter. But it was only as

Home EnerGuide Rating System now has 3.9 million

recently as the National Building Code of Canada in

evaluations in its database.

PRO Dealer // Q3 2026

For example, authorities have been adding to the

Hardlines.ca

Photo: iStock/Romolo Tavani

THE FUTURE OF ENERGY EFFICIENCY

material budgets and strengthening their role in the

As the construction industry continues to focus on

construction supply chain.

energy efficiency and building performance, insu-

For many dealers, insulation is no longer a spe-

lation is becoming a more strategic category for

ciality category. It is becoming an essential part of

building material dealers.

the modern lumberyard business model.

There has even been the launch of a new Canadian franchise installing insulation. It’s called Koala Insulation, and it opened up its first Canadian franchise in Kitchener, Ont., in 2024. Now it has grown to six Canadian franchises: Edmonton, Winnipeg, and four franchises in Southern Ontario. From a standing start in 2020, when it opened its first franchise in Atlanta, Koala has grown to more than 400 franchises in North America.

The most successful lumberyards are moving beyond transactional product sales and positioning themselves as partners in building envelope performance. By combining product availability, technical expertise, and integrated project support, they are capturing a larger share of contractors’

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63

Photo: iStock/Onurd Ongel

Technology

USING AI TO SELL MORE TO PROS

By Steve Payne

Since about 2020, Large Language Models (LLMs) have changed the game for pro dealers—and the industry at large. Artificial intelligence is here to stay

64

For decades, Canadian building supply

advantage is emerging across the industry: artificial

dealers have competed on product availability,

intelligence.

contractor relationships, pricing, and service. Those

While AI often generates headlines about chat-

fundamentals remain critical, but a new competitive

bots and futuristic technology, its most immediate

PRO Dealer // Q3 2026

Hardlines.ca

“

A new competitive advantage has emerged for the pro dealer industry since 2020: artificial intelligence.

impact in the building materials sector is far more

in 1997 when IBM’s Deep Blue defeated world chess

practical. Dealers are using AI to help sales teams

champion Garry Kasparov.

identify opportunities, improve customer service,

Over the first decade of this century, the internet

streamline operations, and ultimately increase

provided massive datasets, and better computer

sales to contractors and builders.

processors enabled “Deep Learning.” Since about

There’s already an enormous bad vibe around AI,

2020, the introduction of Large Language Models

though. Employees think that employers will use it to

(LLMs) has launched the modern concept of AI.

replace them. Or they expect, with AI, to be asked to

Breakthroughs like OpenAI’s ChatGPT shifted

vastly increase their output. And some thinkers pos-

capabilities from simple data processing to dynamic

tulate that AI will change society in negative ways—

creation. Today’s AI can analyze vast datasets, hold

up to and including mass extinction for humankind.

human-like conversations, and generate realistic

None of those negative sentiments is going to go away anytime soon. Because there is some truth to

media.

each one. Yes, owners will likely expect to replace

HELPING SALES BE MORE PRODUCTIVE

some employees in an AI world. Yes, the output re-

The history of AI can be boiled down to, in our indus-

quired of each employee will go up. And yes, the im-

try, the rise of simple subscription-based AI off-the-

pact of AI on human beings is still to be determined.

shelf packages. Individual AI packages like ChatGPT

But the fundamental question is no longer wheth-

Plus, Claude Pro, or Gemini Advanced can be pur-

er AI will affect the building supply industry. The

chased for about $30 per person per month.

question is what happens when you are competing

Bespoke (custom-built) packages for specialized

with another dealer who understands AI—and you

businesses can cost a firm up to hundreds of thou-

are burying your head in the sand? The question then

sands of dollars.

becomes how quickly dealers can put it to work.

While the history of AI goes back a couple of centuries, the British mathematician Alan Turing

Between individual prices and custom-built AI prices lies a vast realm of possibilities.

One of the biggest challenges facing dealers today

(later made famous in the film The Imitation Game

is that experienced salespeople spend significant

about Second World War codebreakers) published

time on administrative tasks instead of selling.

a landmark paper in 1950. He proposed a “Turing Test” to assess machine intelligence. Six years later, the term artificial intelligence was coined.

In the 1970s and 1980s, the development of AI

AI-powered tools can help automate many routine activities, including: • Drafting quotes and follow-up emails • Summarizing customer conversations

was slowed by the limited processing speed of the

• Preparing sales call notes

era’s computers. Interest in AI was briefly reignited

• Creating product recommendations

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// PRO Dealer

65

Technology

• Answering common customer inquiries

• Inventory availability updates

Rather than replacing salespeople, AI can act as a

• Order status inquiries

digital assistant. An outside sales representative can

• Delivery tracking

spend more time on jobsites and less time preparing

• Technical documentation access

paperwork. Inside sales staff can respond faster to

Many dealers are exploring AI-powered chat and

contractor requests, improving both customer satis-

self-service tools that provide contractors with an-

faction and close rates.

swers outside normal business hours.

In a business where responsiveness often determines who wins an order from a pro, speed matters.

FINDING HIDDEN SALES OPPORTUNITIES Most dealers have years of customer purchasing history, but relatively few fully leverage it.

AI systems can analyze transaction data to identify

action. Contractors still value relationships and expertise. AI simply helps customers get routine information faster while allowing staff to focus on higher-value conversations.

DEMAND FORECASTING AND INVENTORY MANAGEMENT

patterns that may not be obvious to sales teams. For

Inventory remains one of the largest investments for

example, AI can flag:

any building supply operation. Too much inventory

• Contractors whose purchasing activity has declined • Customers likely to need additional products for upcoming projects

ties up capital. Too little inventory risks lost sales and frustrated customers.

AI can analyze historical sales data, seasonality, weather patterns, housing starts, local construction

• Cross-selling opportunities

activity, and purchasing trends to improve forecast-

• Seasonal buying trends

ing accuracy.

• Accounts at risk of moving to another yard

More accurate forecasts help dealers:

A pro who regularly purchases framing lumber

• Reduce stockouts

but rarely buys fasteners, house wrap, or insulation

• Improve fill rates

may represent an opportunity for additional sales.

• Lower carrying costs

AI can automatically highlight these gaps, enabling

• Increase inventory turns

salespeople to have more informed conversations

• Capture sales that might otherwise be lost

with customers.

For contractors working on tight schedules, product

The result is often a higher wallet share from existing

availability often outweighs small price differences.

accounts—typically the most profitable source of growth.

Dealers that consistently have the right products in

IMPROVING CONTRACTOR SERVICE

stock gain a meaningful competitive advantage.

Contractors increasingly expect the same level of

SUPPORTING NEW EMPLOYEES

convenience they experience as consumers. They

Like many sectors, the Canadian building materials

want quick answers, accurate information, and

industry faces workforce challenges. Experienced

seamless interactions.

employees are retiring, while new hires often require

AI-powered customer service tools can help dealers provide: • Instant product information

66

Importantly, this does not eliminate human inter-

PRO Dealer // Q3 2026

years to develop product knowledge. AI can help bridge that gap.

Contemporary AI systems can quickly provide

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Technology

product specifications, installation guidance, code

In many ways, AI allows dealers to do more

references, and technical information. This gives

of what they already do best: serve contractors

newer employees access to expertise that previously

effectively.

depended on years of experience.

The technology doesn’t replace product know-

GETTING STARTED

ledge, but it accelerates learning and improves

Dealers do not need a massive technology budget to

confidence when serving customers.

begin benefiting from AI.

For dealers facing labour shortages, this capability can be particularly valuable.

ENHANCING PRO DEALER MARKETING

Many organizations start with relatively simple applications, such as: • AI-assisted email and proposal writing • Customer service chat tools • Sales opportunity identification

Many dealers struggle to maintain consistent com-

• Inventory forecasting

munication with contractors due to limited marketing

• Marketing content creation

resources. AI can assist with creating:

The key is to focus on specific business problems

• Contractor newsletters • Promotional campaigns

rather than implementing AI for its own sake.

The dealers that succeed will be those who iden-

• Product spotlights

tify practical uses for the technology and integrate it

• Educational content

into everyday workflows.

• Social media updates • Event promotions

LOOKING AHEAD

Marketing teams can generate more content

The Canadian building supply industry has always

in less time while tailoring messages to specific

evolved alongside changes in construction meth-

customer segments.

ods, customer expectations, and technology.

For example, framing contractors, custom home builders, renovators, and commercial builders may each receive communications focused on products and services most relevant to their businesses.

More relevant marketing typically produces better engagement and stronger sales results.

THE HUMAN RELATIONSHIP STILL MATTERS

Artificial intelligence represents the next phase of that evolution.

For dealers serving contractors and builders, AI is proving to be less about automation and more about amplification. It helps salespeople sell, customer service teams respond, marketers communicate, and managers make better decisions.

As competitive pressures continue to grow, the ability to use AI effectively may become an import-

Despite the excitement surrounding AI, the building

ant differentiator between dealers that lead their

supply industry remains a relationship business.

markets and those that struggle to keep pace.

Contractors rely on trusted salespeople who under-

The future of building supply sales will still be

stand their projects, solve problems, and help them

built on relationships. AI simply gives dealers new

succeed. No technology can fully replace that trust.

tools to strengthen those relationships—and sell

The most successful dealers are not using AI to elimin-

more in the process.

ate human interaction. Instead, they are using it to make employees more productive, informed, and responsive.

68

PRO Dealer // Q3 2026

This article was created by both AI and human input.

Hardlines.ca

OCTOBER 28-29, 2026

I

I

COHERE CENTRE OTTAWA ONTARIO

Your gateway to construction and building supply innovation in Canada’s capital

This October, Construction IMPEX Canada brings game-changing buying opportunities to Ottawa for Canada’s construction supply chain, and you’re invited.

Construction IMPEX Canada is a groundbreaking event that will bring global perspectives, innovative products, and cutting-edge solutions to the Canadian construction industry.

Here’s what sets it apart: 1. Expert-Led Sessions: Learn actionable tactics on supply chain efficiency and strategic purchasing in Canada’s LBM market.

2. Networking Opportunities: Connect with retailers and buying groups through facilitated and casual networking to fast track new-to-market for LBM retail.

3. Focus on Sustainability: Explore green building materials, energy-efficient options, and circular construction materials.

Don’t miss the inaugural Construction IMPEX Canada. Manufacturers, buying groups, distributors, retailers, builders, renovators, government decision-makers, and modular construction suppliers will be there.

Opportunities like this don’t wait, reserve your spot today.

Interested in Becoming an Exhibitor?

Interested in Attending?

Use code HARDLINES to redeem your free expo passes.

PRODUCTS FORPROS DEWALT

DeWalt 20V MAX Cordless Nailer Your pro customers can complete a wide variety of concrete forming, temporary bracing, and temporary scaffolding jobs with the DeWalt 20V MAX Cordless Nailer. Achieve up to three times the productivity with the industry’s lightest battery-powered duplex nailer, designed for professionals who demand speed, ease of use and durability. This unit provides powerful performance and is engineered to work seamlessly with DeWalt nails (sold separately). dewalt.ca

DIABLO

Diablo Metal Demon Drill Bits These drill bits ensure reliable performance without the need to switch bits. This all-in-one tool drills through mild steel, hardened steel and stainless steel while maintaining durability and cutting speed. The Thermal Shield Protective Coating helps reduce heat buildup and extend bit life during repeated drilling, extending drilling life up to 30 times longer.

Ideal for metalworking, fabrication and general construction applications. diablotools.com

70

PRO Dealer // Q3 2026

Hardlines.ca

FESTOOL

Festool Cordless Edge Router As part of its summer 2026 product lineup, Festool is introducing an expanded range of cordless tools, advanced battery technology, and system accessories designed to deliver more power, greater precision and cleaner results across the jobsite. Engineered to integrate seamlessly within the Festool system, these innovations support faster workflows, improved air quality and consistent, high-quality performance for pros.

Included in the lineup is the MFKC 700 Cordless Modular Edge Router (shown). festoolcanada.com

TREX

Trex Select Railing Trex Select Railing is the best choice for deck railing. It has designs for every style, from sleek modern to timeless classic. Trex’s design tools let your customers plan, price and explore railing styles from home—quick and easy. Installation is made simple with step-bystep guides and Trex Academy resources. And Trex railings allow your customers to skip the painting and staining—just enjoy lasting beauty with 15-50 year warranties. trex.com

Hardlines.ca

Q3 2026

// PRO Dealer

71

AD INDEX

ADVERTISERS Q3/2026 Auto-Stak

55

JELD-WEN

31

BMR

27

Johns Manville

59

Castle Building Centres Group

76

JRTech

9

CGC

49

LBMAO

61

Construction IMPEX Canada

69

MAX USA

19

Diablo Tools

67

Orgill

2, 3

DimensionsPF

17

Owens Corning

51

Gillfor

43

Saint-Gobain

37, 39

GSW

25

Sexton Group

21

autostak.com bmr.ca/becomeadealer youarethebrand.ca usg.com informaconnect.com diablotools.com dimensionspf.com gillfor.com gsw-wh.com

Hardlines Inc. hardlines.ca

5, 44, 45, 73

HBSDealer (Pro Dealer Industry Summit)

7

Home Hardware Stores

11

ensembleiq.com home-owner.ca

jeld-wen.ca jm.com

jrtechsolutions.ca lbmao.on.ca maxusacorp.com orgill.com owenscorning.com saint-gobain.com sextongroup.com

Taiga Building Products

15, 75

taigabuilding.com

TBD

29

xxxx

4TH QUARTER 2026

IN THE NEXT ISSUE: PRO Dealer THE AMERICANS ARE COMING! PLUS:

• Equipment Rentals • Power Tools and Fasteners • Building Materials Distribution 72

PRO Dealer // Q3 2026

PUBLICATION DATE: November 13, 2026 AD RESERVATIONS: October 9, 2026 AD MATERIAL DUE: October 21, 2026 PRESIDENT David Chestnut david@hardlines.ca

ACCOUNT MANAGER Shannon MacLeod shannon@hardlines.ca

Hardlines.ca

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

THE DELIVERY CHALLENGE

GRIDLOCK THE BUILDING A high-rise apartment building in Toronto’s west end

THE GSD Watson Building Supplies, with eight locations in southern Ontario

Delivering gypsum in downtown Toronto—with some of the world’s worst traffic and impossibly tight spaces—is hell.

Luckily, Watson Building Supplies is an expert at delivering to the city’s urban core.

“With safety always at the forefront of what we do with our personnel and the public, our focus is very different than in less dense locations,” explains Paul Green, president of GMS Canada, which owns the Watson brand. “In many cases, we pre-scout the area. It allows our teams to be prepared and not surprised by variables in their way.”

74

PRO Dealer // Q3 2026

THE CHALLENGE Delivering building materials in a Top 10 city in the world for traffic

By Geoff McLarney THE SOLUTION Pre-scouting the delivery area

View from the barge

Hardlines.ca

Taiga treated wood is treated right.

We oversee every part of the process, from raw lumber to finished treated product, 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

Castle retail and commercial member locations have worked alongside residential and commercial building professionals for over 60 years. Our 300+ locations across Canada represent a national network of entrepreneurs devoted to supporting the ongoing growth of their communities.

Together… We Build Communities

Visit Castle.ca to find a local Castle Building Centres location near you.

Are You a pro Dealer Looking to Amplify your Independence?

Discover Why Castle is the Fastest Growing LBM & Commercial Buying Group in Canada. Contact your regional Castle Business Development Manager