Send address changes to: BLD Connection 10700 Old County Road 15, Suite 200 Plymouth, MN 55441
Delivering More Value: A New Era of Member Benefits
In today’s fast-moving environment, staying connected, informed and empowered is essential. At BLD Connection, we are your network of support. At the heart of our mission is a commitment to not only meet our members’ expectations but to consistently exceed them.
As we worked through the annual membership renewal process and met with members throughout the year, we heard repeatedly that our members want more – more resources, more content and more access. And they want it without an added price tag.
Because of the feedback, we’re excited to bring you a series of powerful benefits designed to bring exceptional added value to your membership and show that your investment in our community matters more than ever.
This summer, we launched our Summer Webinar Series, a dynamic collection of on-demand educational sessions led by respected voices across our industry. These webinars are designed to provide timely, relevant insights on critical topics, ranging from AI to best practices for sales professionals and financial excellence. Whether you’re a seasoned executive or new to the field, there’s something here to enhance your knowledge and strengthen your strategic edge. This series is included as part of your membership at no additional charge.
Another major enhancement this year is the launch of our new online directory, which now brings our popular DRM – Member Directory & Buyer’s Guide to your computer screen. The new online directory features a dealer section where members can connect with fellow dealers and potential customers, as well as a supplier section that highlights all our supplier members. This makes it easier than ever for dealers and distributors to find the right partners and products quickly and efficiently. This upgraded directory isn’t just a database; it’s a powerful business development tool.
We’ve also built new partnerships with leading industry experts to contribute content for our publications. These experts bring fresh perspectives and in-depth expertise, ensuring our members receive timely, insightful analysis on topics that matter. Whether it’s thought leadership articles, helpful tips and tricks or expert Q&As, this infusion of high-quality content reflects our commitment to helping members stay ahead of the curve.
These new offerings represent more than just added perks. They reflect our focus on deeper member engagement, stronger business connections and better learning opportunities. We’re building a more connected, collaborative and resource-rich community that delivers real value to you, our members, all year long.
I encourage you to explore these new benefits and to put your membership to work for you. Thank you for being part of our growing community.
BLD CONNECTION BOARD
Chairman
Scott Enter
wRight Lumber & Millwork, Buffalo, Minnesota
1st Vice Chairman
Brett Hanson
Tri-State Building Center, Sisseton, South Dakota
Treasurer
Jennifer Leachman
Leachman Lumber Company, Des Moines, Iowa
Immediate Past Chairman
Brian Wendt
Anita Supply Center, Anita Iowa
Secretary Cody Nuernberg
Minneapolis, Minnesota
DIRECTORS
Iowa Director
Brent Schneider
Spahn & Rose Lumber Co., Dubuque, Iowa
Minnesota Directors
Wade Fenske
Kreofsky Building Supplies, Rochester, Minnesota
Brian Klimek Hilltop Lumber Co., Alexandria, Minnesota
Mid-America Directors
Hatch McCray McCray Lumber & Millwork, Kansas City, Kansas
Greg Smith Nation’s Best Holdings, Jonesboro, Arkansas
Nebraska Director
Mark Russell Millard Lumber Inc., Waverly, Nebraska
North Dakota Director
Samantha Nasset
Crane Johnson Lumber, Fargo, North Dakota
South Dakota Director
Jason Meester
Watertown Cashway Lumber Company, Watertown, South Dakota
Wisconsin Director
Nate Ehlen
Sav-Rite Building Center, Neillsville, Wisconsin
ASSOCIATE DIRECTORS
Luke Guittar, Absolute Distribution Nate Hanson, Simpson Strong-Tie
NLBMDA REPRESENTATIVE
Chris Hegeman, Bliffert Lumber & Hardware, Milwaukee, Wisconsin
BLD CONNECTION INC. OFFICERS
President: Mike Bertrand, Lloyd Lumber Company, Mankato, Minnesota
Treasurer: Brian Wendt, Anita Supply Center, Anita, Iowa
Cody Nuernberg, BLD Connection President
[ ASSOCIATION CONNECTION ]
Weathering the Storm and Celebrating Wins
In June, BLD Connection was scheduled to hold annual golf events in Nebraska and Iowa. Unfortunately, this year’s Nebraska Golf Outing at Tiburon Golf Club in Omaha was cancelled due to severe weather conditions. While we were disappointed not to spend the day on the course with our members and sponsors, we’re incredibly grateful for the understanding and generosity shown by all involved.
Thanks to our would-be participants who donated their registration fees or event sponsorships, we were still able to raise an impressive $7,100 – all of which has been applied toward the Nebraska scholarship fund. This support will continue to make a meaningful impact by helping develop the next generation of industry professionals.
We thank everyone who planned to join us and look forward to sunnier skies for our outing in 2026.
Thank you to our Nebraska Golf Outing Sponsors:
• Alpine Truss, LLC
• Amerhart
• Bayer Built Woodworks, Inc.
• BLD Connection 401k MEP
• BlueLinx Corporation
• Central Lumber Sales, Inc.
• Central States Manufacturing
• Chicago Lumber Company
• Data Business Equipment, Inc.
• Dealers Choice
• DMSi Software
• Federated Insurance
• Frontier Forest Products, Inc.
• Gerkin Windows & Doors
• LP Building Solutions
• Mid-Am Building Supply
• Midway Windows & Doors
• RION Equipment
Sure, why not?
• Run Payments
• WorkSafeWorkSmart.com, LLC
Our annual BLD Connection Iowa Golf Outing took place at Toad Valley Golf Course in Pleasant Hill, Iowa. We had a record number of 80 golfers who enjoyed a sunny day on the green.
This event benefited the ILUMPAC fund, raising $1,830.
Thank you to our participants for making this another successful event.
Tournament results:
• 1st Place: Austin Leachman, Drew Selden, Noah Kahler & Ben Couch of Leachman Lumber Company
• 2nd Place: Blake Strouth& Brian Heck of Long Creek Steel & Jason Lorenzen & Jamie Storey of Consumers Lumber Company
• 3rd Place: Chris Smith, Brent Brunner, Brett Ascher, Korey Cobb of Key Wholesale Building Products
• Long Drive – Mens: Ben Tibken –Contractor with Anita Supply Center
• Long Drive – Womens: Ali Bengston
– Wall Lake Lumber Company
• Closest to the Pin #1: Austin Leachman – Leachman Lumber Company
• Closest to the Pin #2: Blake Strouth –Long Creek Steel
Thank you to our Iowa Golf Outing Sponsors:
• BLD Connection 401k MEP
• Central States Manufacturing
• Data Business Equipment, Inc.
• DMSi Software
• Federated Insurance
• Frontier Forest Products, Inc.
• Key Wholesale Building Products, Inc.
• Long Creek Steel
• LP Building Solutions
• Midway Windows & Doors
• Run Payments
• Simpson Strong-Tie
• Wolf Home Products
• WorkSafeWorkSmart.com, LLC BLD Connection would like to thank everyone who participated in our 2024/25 outings. We look forward to seeing you at future events.
Our 2025 Iowa Golf Outing Champions –the team from Leachman Lumber.
The team from Lake Lumber knocking in an easy birdie putt. Is there a man wearing cowboy boots on the golf course?
Meet BLD Connection’s Newest Team Members
BLD Connection is excited to to introduce two new team members who joined BLD Connection this spring. Erik Burns and Katie Carlson bring fresh energy, valuable experience and a shared commitment to supporting our members and mission.
Erik Burns recently joined BLD Connection as a regional field manager, covering Nebraska and the Dakotas. Based in Creighton, Nebraska, Erik has 20 years of experience in the lumber industry and is a past chairman of the BLD Connection Nebraska Board of Directors. He recently sold his lumber yard and is excited to stay connected to the industry in this new role. Erik and his wife, Cathy, recently celebrated their 25th wedding anniversary and have two sons: Gage, a junior at the University of South Dakota, and Teegan, a junior at Creighton High School.
Katie Carlson joined in April as BLD Connection’s staff accountant and
administrative assistant. She comes from a bookkeeping background and has experience in promotional products, bringing a knack for organization and keeping things running smoothly. In addition to managing financial tasks,
Katie assists the education department with class planning and supports the field team with member programs. She’s excited to be part of the team and contribute in a variety of ways.
Welcome, Erik and Katie!
BLD Connection Events
Sept. 4, 2025
Managing Returns, Special Orders & Refund Policies in the LBM Industry Online
Oct. 1, 2025
Sunflower Shootout Golf Outing Manhattan, Kansas
Oct. 4, 2025
Wine & Whiskey Outing Des Moines, Iowa
Oct. 12-14, 2025 MLA Roundtable Rogers, Arkansas
Oct. 21-23, 2025 Estimating 1-2-3 Inver Grove Heights, Minnesota
Oct. 27-30 2025
Pinnacle Roundtable Location TBA
Nov. 11-12, 2025
Yard & Delivery Operations Workshop Wisconsin
Nov. 18-20, 2025
Estimating 1-2-3 Des Moines, Iowa
Operational Efficiency Isn’t Optional Building Smarter Businesses from the Inside Out
As the lumber and building materials industry grapples with shifting market dynamics – labor shortages, margin compression and customer expectations that seem to grow by the week – dealers are recognizing a hard truth: growth through sales alone is no longer enough. The next frontier for competitive advantage lies in operational efficiency.
Industry consultants Emily Overson and Jeff Tweten have spent decades inside lumberyards of all shapes and sizes. They identify a deeply ingrained industry blind spot that presents a significant opportunity for improvement. Dealers continue to chase volume while leaving money, time and morale on the table. In conversations with BLD Connection, both Overson and Tweten laid out a compelling argument: the future belongs to those who embrace disciplined operations, clear expectations and continuous improvement.
Efficiency Over Ego
“Everyone thinks sales are the answer,” said Overson, CEO of Emily Overson Consulting. “But for every extra dollar in sales, you’re lucky if you see 10 cents of it hit the bottom line. Save a dollar through efficiency, and you keep the whole dollar.”
She describes the three-legged stool of LBM businesses – sales, operations,
and financials – and warns that too many dealers try to balance entirely on the sales leg.
“You wouldn’t stand on a stool with one leg to change a lightbulb,” she said. “But that’s exactly what we’re doing when we ignore operations.”
Tweten, CEO of WorkSafeWorkSmart. com and co-creator of the Lumber Buddy system, echoes the point. “We spend heavily on sales training and reward revenue wins, but operational training? It’s often nonexistent.”
This imbalance leaves businesses vulnerable to inefficiencies that accumulate quietly, including returned materials, missed deliveries, inventory shrinkage and unproductive labor hours.
“Most yards already have the equipment they need,” Tweten said. “What’s missing is a culture that values process improvement.”
The Cost of “We’ve Always Done It This Way”
Ask anyone in the industry why a certain task is handled a particular way, and you’ll often hear the most dangerous phrase in business: “Because we’ve always done it that way.”
“The founding generation usually knew the why behind their processes,” Overson said. “But over time, that gets
lost. Now, people are just going through the motions, unsure how to adapt when something changes.”
That rigidity leads to costly errors.
Overson routinely finds yards with thousands of dollars’ worth of specialorder materials sitting in sheds – items supposedly non-returnable, yet taken back anyway. The reason? No clear return policy or failure to enforce one.
“Customers have unrealistic expectations because we’ve never trained them otherwise,” she said.
Discipline and Documentation: Small Fixes, Big Impact
Operational efficiency doesn’t always require high-tech investment. Often, it begins with discipline. Overson advocates for a simple but powerful rule: the work of today must be completed today. That means vendor acknowledgments are entered within 24 hours, purchase orders are matched promptly, and materials are received and documented as they arrive.
“When salespeople delay updating the system, it creates a backlog that snowballs,” she said. “The receiver can’t check in material. Accounting can’t pay invoices accurately. Inventory goes off-track. And we end up with financials we can’t trust.”
Poor receiving practices are another chronic issue. Without a dedicated
person to inspect deliveries, materials go uncounted, damaged goods slip through, and discrepancies are missed.
“We’re paying for inventory we didn’t get or can’t use – and no one’s catching it because there’s no accountability,” Overson said.
Tweten adds that even basic tools, such as shadow boards – pegboards marked with outlines to show where tools should hang – can improve productivity. But their effectiveness depends on adherence to the process.
“The hard part isn’t building the system,” he said. “It’s standardizing and sustaining it.”
Centralized Operations: The Missed Opportunity in Multi-Yard Companies
Both consultants see enormous untapped potential in multi-location
operations. As larger independents and regionals grow through acquisition, many fail to unify processes across locations.
“Too often, each yard is run like its own fiefdom,” Overson said. “You can’t benchmark performance, standardize pricing or move employees between branches if everything is different.”
Tweten recalls one instance where different locations of the same company were bidding against each other on the same project.
“That’s a race to the bottom,” he said. “It’s an extreme case, but it happens. You lose all the leverage of being a multi-yard operation.”
Centralized dispatch, unified inventory systems, and shared sales and delivery capabilities are emerging as best practices.
“It’s no longer about which store gets the sale,” Tweten said. “It’s about who
Four Simple Efficiency Fixes You Can Start Today
Require vendor acknowledgements and POs to be updated within 24 hours of ordering. 2. Create a Clear Return Policy Define what’s returnable, under what terms, and communicate it clearly to customers and staff. 3. Standardize Receiving Assign or rotate dedicated receiving responsibilities and insist on physical counts.
Six months after implementation, revisit training and usage to unlock its full potential.
can fulfill it most efficiently, regardless of which door the truck leaves from.”
The Value of Training and How to Do It Right
Employee training is one of the most overlooked and undervalued levers for improving efficiency. Overson points to the lack of training even after costly ERP implementations.
“Dealers buy the software, limp through go-live, and then stop,” she said. “Six months later, when everyone actually understands the basics, they should reinvest and go deeper. That’s where the real ROI is.”
Tweten believes training should focus not just on procedures, but on mindset.
“It’s not enough for employees to do the job,” he said. “They need to think critically about how to do it better.”
Hiring Smarter, Not Harder
Labor shortages have led some dealers to lower hiring standards –sometimes to absurd degrees. Tweten joked about one company using the “mirror test,” saying, “Put a mirror under their nose. If it fogs up, they’re hired.”
But that desperation often backfires.
“When we lower standards instead of raising our training game, we invite mediocrity,” he said. “The better path is to design jobs so more people can succeed.”
This includes creating roles accessible to more qualified employees, including women and people without brute physical strength.
“If the work is laid out properly and the equipment is right, there’s no reason women can’t thrive in every area of the yard,” Tweten said. “They often find smarter ways to do things, too.”
Efficiency as a Strategic Imperative
The most encouraging trend, according to both consultants, is the growing recognition that efficiency isn’t just about saving time – it’s about staying competitive.
“Dealers are finally realizing this isn’t about trimming fat,” Overson said. “It’s about building muscle. The ones who succeed in the next decade will be those who build disciplined, data-driven, process-smart businesses.”
Tweten believes the turning point will come when dealers stop viewing efficiency initiatives as burdens and start seeing them as competitive advantages.
“We’ve got the trucks. We’ve got the systems. Now it’s about using them to their full potential. That’s what separates the survivors from the leaders,” he said.
The Cost of Inaction
Across every aspect of LBM operations – from receiving to routing to return policies – inefficiencies add up. They drain profit, stress teams, confuse customers and erode morale. Yet the fixes are within reach: enforce standards, build consistency, invest in training and embrace a culture of continuous improvement.
“There are pennies from heaven falling every day in these yards,” Overson said. “But you only catch them if you’re paying attention.”
For LBM dealers serious about long-term success, operational excellence isn’t a luxury; it’s a mandate. The good news? You don’t need to reinvent your business. You just need to run it more effectively.
[ SALES CONNECTION ]
By Bryan Rice
Focusing on Customer Retention
One of my favorite teachings growing up was, “Make new friends, but keep the old. One is silver and the other is gold.” It has served me well and remains true today, both in my personal and professional life.
After years with a leading internet provider, I noticed that the monthly charges increased from $55 to $105 without any prior communication. I called their customer service to inquire about this, as I noticed the same company continues to market their services at this rate. I had also just received some marketing materials from another leading internet provider, advertising their services for an even lower rate, with high-speed, unlimited data and a five-year plan with no contract.
I spent more than 20 minutes on the phone with the customer rep communicating my loyalty, the steep rate hike, their current offers, my other options and that I would simply like to stay with them at my former rate – the very plan they market in their national campaigns. Candidly, I am a loyalist and did not like the thought of changing providers, modems, billing, passwords and such. After two calls, unneeded bundling options, and a lot of rhetoric, they left me no choice but to switch providers. Ironically, after canceling my plan, returning their equipment and responding to a brief survey in a courteous but straightforward manner, the provider offered me an even lower rate, coupled with some free months. While I appreciated the gesture, it was too late, as the train had already left the station.
The internet provider experience prompted me to reflect on my over 45 years in the LBM industry, specifically on
what I have seen and experienced that leads customers to choose a different direction, and perhaps some thoughts on how we can minimize such occurrences, as they are very costly for all parties. While there may be other considerations, I will give you six from my backdrop and perspective:
• Apathy: When customers review the goods and services they want and need, coupled with the business relationships they have, including yours, an emotional response will keep them loyal to you and your brand. A lack of emotion, however, will make them question why they are doing business with you. So, fight apathy by incorporating more positive feelings into your everyday interactions. (Paraphrased from Entrepreneur Daily).
A friendly “hello” at the store or yard, a call, a note or, better yet, an in-person job site (or office) visit gives you a leg up on the competition. We need to be careful of complacency or taking business for granted. Your customer is not, nor perhaps is your competitor.
• Capabilities/Competition: Just like in sports or life itself, competition brings out the best in us. A customer really does not care to buy something from you in and of itself, or anyone for that matter, unless it helps their end game. I cannot tell you how many times we felt “we had it rolling,” only to hear that a major big box was building a 150,000 sq. ft. operation,
another independent or regional yard was entering our market, a metro yard was putting a satellite office up, or various one-steppers were sliding into town. In today’s mobile society, competition is all around us. Your customer has choices, especially in today’s mobile society. Be good at what you do. Hopefully, your company has a commitment to value-added services such as design, estimating, delivery, installed services, breadth of inventory, project and special-order fulfillment, showroom selections and more that set you apart from the competition. In short, you need to be really good in our industry, providing in-house capabilities second to none. These value-added services are only good if we truly leverage them.
Customer Service
I think we have all seen a general decline in customer service across most industries over the years. I am not so sure ours is an exception, although I certainly hope not. I have communicated with builders and project customers who were disappointed in the level of service they expected, including timely estimates,
prompt deliveries and returns, assistance with product selections, warranty follow-up and even a simple lack of follow-up on their calls or texts. Some let you know. Others walk with their checkbooks.
In his book, Good to Great, Jim Collins emphasizes that great people consistently excel at attending to the daily, little things. While we sometimes spend a lot of energy trying to develop something magical, there’s really no “big secret sauce” here. Good is the enemy of great. In short, build a culture of excellence.
• Integrity: Some years ago, we had the opportunity to bid on four 16-plexes that were going to be built almost in our backyard. We worked diligently to earn this opportunity, only to be informed by the builder that he would be staying with his local supplier. While we were disappointed, we understood, as we strived to be “that guy” ourselves. I recall thanking Bill for the opportunity, wishing him and his project the best, and letting him know that we would be there for him on anything they may need as a supplemental provider, no matter how big or small.
The first two 16-plexes were going up, and halfway through the initial process, I received a call from him saying he had changed his mind and asked if we would still honor the prices and terms we had provided to him. We did our diligence, and yes, we would love the opportunity to complete the initial two and the following two. Without asking, he mentioned that the lumberyard he had been using for years was not crediting him on returns, and this was discovered by the job superin-
tendent on this project, whose job was to manage it. I have no idea if his former supplier retained any of his business in other markets, but I do know we furnished all four of the 16-plexes locally and 12 to 15 more in the next couple of years. Integrity is characterized by honesty and a consistent, uncompromising adherence to strong moral and ethical principles and values. Integrity needs to be paramount in everything you say or do, not just when folks are looking, but 100 percent of the time.
• Salesperson/Key Personnel Transition: Salespeople are truly amazing and very valuable. After saying that, it is always disappointing to me when I hear a salesperson has left his or her place of employment and taken his or her accounts. Of course, sometimes it is not anywhere near the level one may think it will be. I have also experienced a scenario where, for whatever reason, the customer wants to part ways with the salesperson, but the break-up is just too uncomfortable, so they go in a different direction altogether. Both are challenging and costly. It is essential that the work and relationships are not limited to any one person. Touchpoints with others, including design, estimation, sales support, millwork, cabinetry, delivery, AR and management, not only add significant value but also strengthen the overall relationship.
• Value/Price: Early in my career, a mentor shared his concept on pricing. It basically was to be very aggressive on bidding projects
and get it back when not on a bid, through other products, other customers or wherever. Some others had a full retail plan, with builders receiving a significant discount, whether at invoice or at the time of payment. While they were successful in their business, I personally felt that going forward in an increasingly competitive landscape, coupled with emerging technology, we needed a different mousetrap.
Builders need to know that you are working hard to provide them everyday value, so they can be positioned favorably to meet the needs of their customers. It is important that you have a pricing model that is fluid, fair, competitive and profitable- with everyday integrity.
Hey, if any of you are good at hooking up modems and the like, give me a jingle. Or if there is anything else we can touch base on. Happy sales and hope you are having a great summer.
Bryan Rice is a building materials advisor/ consultant. Committed to sustainable and profitable growth, Bryan brings more than four decades of hands-on experience in the building materials industry, demonstrating expertise and insight. For more information, visit www.bryanriceconsulting.com.
By Rikka Brandon
How to Develop Future Talent Internally
Hiring top talent externally can be costly, time-consuming and uncertain. The best companies in the building products industry don’t just hire leaders; they develop them from within
The truth? Your next great sales manager, regional leader or vice president might already be on your team. But that doesn’t mean every high performer wants to be a leader.
Before promoting someone to a leadership role, you need to identify who actually wants to lead, not just who is great at sales or operations. Many top performers thrive as individual contributors and will resent or struggle in leadership positions if forced into them. The key to developing strong sales and leadership talent internally is matching career growth opportunities with the right individuals: those who possess the desire, skills and mindset to step into leadership roles.
Here’s how to do it the right way so you create a strong leadership pipeline while keeping your best individual contributors engaged.
Step 1: Identify High-Potential Employees Who Actually Want Leadership
Most companies assume that top sales performers should become managers. But the truth is, many of them don’t want to manage people; they want to keep selling.
• They express interest in leadership responsibilities, not just a promotion.
• They naturally coach or mentor others without being asked.
• They’re motivated by team success, not just individual wins.
• They have strong communication and decision-making skills.
• They view leadership as a means to create impact, not just for higher pay. Action Step: Start leadership conversations early. Ask your top performers, “Where do you see your career going?” If they’re not interested in leadership, don’t push them into it.
Step 2: Create a Sales & Leadership Development Program
Even employees with strong leadership potential require training before they can effectively transition into management roles.
Structured Leadership Development Pathway:
• Assign mentors or executive sponsors to guide potential leaders.
• Offer sales and leadership training (coaching, strategic planning, decision-making).
• Provide stretch assignments (special projects, leadership of internal teams).
• Set clear milestones for promotions (e.g., sales rep to sales manager to regional leader).
For those who don’t want leadership, offer them growth opportunities as senior sales reps, product specialists, or market development strategists. Not every promotion needs to be a management role.
Action Step: Document career progression plans for both leadership and high-performing individual contributors.
Step 3: Develop a Culture of Coaching & Mentorship
Companies that successfully grow their
own leaders prioritize mentorship and coaching.
Why This Works:
• Employees feel invested in and see a long-term future at your company.
• Leadership knowledge is passed down, keeping best practices strong.
• Senior leaders develop stronger teams, making their own jobs easier. How to Build a Coaching Culture:
• Encourage peer mentoring, pair high performers with new hires.
• Provide regular leadership coaching, not just an annual review.
• Offer shadowing opportunities for employees to learn leadership skills in action.
Action Step: Assign every high-potential employee a leadership mentor. But only if they show interest.
Step 4: Promote from Within, But Only the Right People
When employees see promotions happening internally, they stay longer. Instead of looking externally for your next sales leader:
• Evaluate internal talent first, who has the skills and drive to step up?
• Prepare them in advance, don’t wait until a role is open to start developing leaders.
• Give internal candidates an advantage, show them a clear path forward.
For those who aren’t leadershipbound, keep them engaged with higher-level sales roles, industry thought leadership opportunities, and strategic projects.
Action Step: Before hiring externally, require managers to present one or two internal candidates for leadership roles, who actually want the job.
The Bottom Line: Grow Leaders, Grow Your Business, and Let People Choose Their Path
Companies that invest in developing their own leadership talent see:
• Higher retention rates, employees stay when they see a future.
• Stronger performance. Leaders who know the business drive better results.
• A more engaged workforce. People want to work for companies that invest in them.
But forcing high performers into leadership will backfire.
• Develop leaders who actually want to lead.
• Give growth opportunities to those who prefer individual success.
• Build career paths that fit each employee’s strengths.
Rikka Brandon is a leading recruiting and hiring expert in the LBM industry. She’s the founder of Building Gurus, a boutique training, consulting and executive search firm for building products manufacturers and distributors. She’s also the creator of Hire Power, an on-demand training for recruiting and hiring in the building products industry. Schedule a call at BuildingGurus.com/ Discovery.
[ SAFETY CONNECTION ]
By Melissa Olheiser, OHST
Building a Mentally Healthy Workplace
A strong workplace safety culture goes beyond physical hazards – it includes mental well-being. With rising workplace stress levels, employers and employees need effective strategies to manage mental health, reduce burnout and foster a supportive environment.
The Importance of Mental Health in the Workplace
Employee mental health has a direct impact on productivity, retention and overall job satisfaction. When stress and mental health concerns go unaddressed, they can lead to increased absenteeism, higher turnover rates and even workplace
incidents. Recognizing and proactively addressing these issues helps organizations create a thriving work environment.
Recognizing Workplace Mental Health Challenges
Understanding the signs of workplace stress and mental health struggles is the first step toward meaningful change. Employees and managers should be aware of indicators such as:
• Persistent fatigue or decreased performance.
• Increased conflicts or withdrawal from colleagues.
• Difficulty concentrating or completing tasks.
• Increased absenteeism or lateness.
• Changes in mood, including irritability or anxiety.
When these warning signs are identified early, employers can intervene and provide the necessary support.
Effective Strategies for Managing Workplace Mental Health
Organizations can implement workplace safety programs that address mental health challenges and foster a culture that prioritizes well-being through:
1. Mental Health Awareness and Training: Providing managers and employees with mental health training can help reduce stigma and improve workplace relationships. Training equips staff with the tools needed to recognize warning signs,
navigate conversations around mental health and support colleagues effectively.
2. Stress Management and Resilience Building: Organizations that actively promote stress management strategies see higher productivity and employee satisfaction. Techniques such as mindfulness practices, time management skills and healthy workplace habits can foster resilience.
3. Creating a Supportive Work Environment: A stigma-free workplace encourages open communication and proactive problem-solving. Employers can implement policies and programs that support employees, such as Employee Assistance Programs (EAPs), flexible work arrangements and mental health resources.
4. Customized Workplace Safety and Wellness Programs: No two workplaces are the same. Developing customized safety programs that integrate mental health initiatives can ensure solutions are tailored to the unique needs of the workforce. Investing in workplace mental health not only improves employee well-being but also enhances overall business success. When employees feel supported, they are more engaged, productive and committed to their roles.
Melissa Olheiser, OHST, is regional director for OECS, BLD Connection’s preferred OSHA safety consultant. Contact OECS at (763) 417-9599.
[ MEMBER CONNECTION ]
B&B and Zuern Named ProDealers of the Year
B & B Lumber, a family-owned business with nearly five decades of service to builders and homeowners in SouthCentral Kansas, has been named the 2025 Independent ProDealer of the Year by the National Lumber and Building Material Dealers Association and HBSDealer magazine.
The honor recognizes B & B’s commitment to customer service, employee development and industry leadership – values that have guided the company since its founding in 1976 and continue to shape its future under the second generation of Baalmann family leadership.
B & B Lumber employs 42 dedicated team members. The company’s offerings include full-service lumberyards, a design center and showroom, a prehung door shop and a curated selection of building materials, all designed to help customers realize their vision from concept to completion of their project.
The Kansas company supports and contributes to industry associations, including BLD Connection, NLBMDA, Wichita Area Builders Association, and National Association of Home Builders. Ownership actively champions collaboration and professional development within the industry for its team members. Thomas is currently serving as chairman of BLD Connection Mid-America.
Zuern Building Products, a familyowned business with 10 Wisconsin locations, including full-service lumberyards, design showrooms, a manufacturing facility and a distribution center, was named ProDealer of the Year
Zuern employs more than 300 team members and has been in business since 1953. The company has also shown its willingness to grow through acquisitions
in deals that combine customerfocused cultures. In June of 2024, Zuern welcomed the 144-year-old Saeman Lumber Company in Cross Plains, Wisconsin to the family.
Zuern followed that move with the acquisition of Wood Specialties out of Menomonee Falls in November.
As a dedicated supporter of industry associations, including BLD Connection and the NLBMDA, Zuern actively champions collaboration and dealer representation at various levels of government.
Representatives from B & B Lumber and Zuern Building Products will accept their award during the upcoming ProDealer Industry Summit in Louisville, Kentucky, Oct. 8-10.
Weekes Forest Products Promotes John Lesher to COO
Weekes Forest Products recently announced the promotion of John Lesher to chief operating officer. Lesher previously served as the company’s executive vice president, where he played a pivotal role in strategic planning, operational excellence and organizational growth.
“John’s promotion is a result of his exceptional leadership, deep industry experience and commitment to our company’s mission and vision as being our employees’ first-choice employer, our customers’ first-choice supplier and our suppliers’ firstchoice customer,” said Scott Gardner, president of Weekes Forest Products.
“As COO, John will continue to lead the day-to-day operations of our business with a focus on customer service excellence and sustainable growth.”
In his newly expanded leadership role, Lesher will oversee all company divisions and operations, ensuring Weekes Forest Products continues to meet the evolving needs of its customers and supply partners, while positioning the organization for long-term success.
In Memoriam: Paul Forslund and Dennis Meillier
Paul Gust Forslund, longtime BLD Connection member and tireless association supporter, passed away at age 77 on May 25, 2025, following a battle with chronic kidney disease.
At 10 years old, Forslund began working in his parents’ business, Forslund Building Supply, which has served Michigan’s Upper Peninsula and Northern Wisconsin since 1950. After college, he joined the company full time, eventually taking over as president when his father retired.
Over the years, he was the president of Wisconsin Retail Lumberman
Association, chairperson of the Gogebic Economic Development Council, as well as treasurer and, later, director of National Lumber and Building Material Dealers Association, for which he made frequent trips to Washington, D.C.
He is survived by his wife, Candace; children, Britt and Gus; step-children, Alison and Greg; two grandchildren and two step-grandchildren.
Dennis Meillier, former owner of Alexander Lumber in Owatonna, Minnesota, passed away on June 24, 2025, at the age of 76.
Meillier started working at Alexander Lumber in 1973 as
a draftsman. In January 1988, he purchased the company and remained its president until 2014, when he handed the reins to his son, Josh.
He served on the Northwest Lumber Association (now BLD Connection) Board, in addition to boards for the Orphanage Museum, Community Bank of Owatonna, Owatonna Incubator, Owatonna Chamber of Commerce and the Owatonna Foundation.
Meillier is survived by his wife, Jacqueline; children, Amara and Josh; and six grandchildren.
Spahn & Rose Acquires Whit Davis Lumber Plus Al Schoeneman Retires After 50+ Years
Spahn & Rose Lumber Co. has officially acquired Whit Davis Lumber Plus, a respected family-owned supplier of lumber and building materials with locations in Jacksonville, Cabot and Greenbrier, Arkansas.
On June 23, 2025, all three Whit Davis Lumber Plus stores reopened under the Spahn & Rose family of companies. While the acquisition marks an exciting new chapter for both companies, the Whit Davis name and its local leadership team remain in place, ensuring continuity and a seamless transition for customers and employees alike.
The addition of Whit Davis Lumber Plus brings Spahn & Rose’s total locations to 32 across six states, reinforcing its commitment to serving
contractors, builders and homeowners, with quality products and expert service across its growing network.
“Whit Davis Lumber Plus is everything you hope to find in a partner – deeply rooted in its community, fiercely loyal to its customers and committed to doing things the right way,” says Dave Davis, Spahn & Rose’s CEO. “Their decades of service and strong family leadership make them a natural fit for the Spahn & Rose family, and we’re honored to have them join us.”
Fourth-generation lumber industry
stalwart Al Schoeneman from Schoeneman Building Materials in Sioux Falls, South Dakota, recently retired after a career spanning more than five decades.
“When I got out of college, I couldn’t find another job, so I asked my dad and uncle if I could come to work in the business. They were happy to have me,” Schoeneman told KELOLand.com
Builders First Source acquired Schoeneman’s locations in 2024.
Read more about Al Schoeneman and his retirement send-off at https://bit. ly/3GyCPez.
$10,950. Original owner. 7,860 Hours. 8,300#, Triplex 168/85 Mast, 78” x 48” Carriage, 48” x 8” x 1-1/2” Forks, 4.3l 6 cyl Gas. Good condition. Tuneup in June 2024, serviced in June 2025. Contact Bob Halleland at Story City Building Products, Story City, Iowa, scbp57@ gmail.com.
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