BLD Connection Magazine - August/September 2026

AUGUST/SEPTEMBER 2026

Operational Efficiency PLUS

It’s DIY Time Optimizing Today’s Retail Lumber Yard Building for the Next Load

MAGAZINE STAFF Publisher Cody Nuernberg cody@BLDConnection.org Publication Manager Melanie Hultman melanie@BLDConnection.org Editor Tim Dressen tim@BLDConnection.org Advertising Sales Erica Nelson erica.nelson@ewald.com (763) 497-1778

ASSOCIATION STAFF President Cody Nuernberg cody@BLDConnection.org Vice President & Director of Education Connie Johnson connie@BLDConnection.org Director of Membership (Minnesota, Iowa, Nebraska) Tony Cook tony@BLDConnection.org Director of Events Jodie Fleck, CMP jodie@BLDConnection.org Director of Communications Melanie Hultman melanie@BLDConnection.org Regional Field Manager (Nebraska, North Dakota, South Dakota) Erik Burns erik@BLDConnection.org Regional Field Manager (Arkansas, Kansas, Missouri) Jonathan Lynn jonathan@BLDConnection.org Accountant & Administrative Assistant Katie Carlson katie@BLDConnection.org Event & Communications Specialist Kate Stockinger kate@BLDConnection.org BLD Connection Magazine is published bimonthly

by BLD Connection, 10700 Old County Road 15, Suite 200, Plymouth, Minnesota 55441, (763) 544-6822. It is the official publication of BLD Connection. Copyright ©2026 by BLD Connection.

Materials may not be reproduced without written permission. Annual subscription fee is $30.

POSTMASTER Send address changes to: BLD Connection 10700 Old County Road 15, Suite 200 Plymouth, MN 55441

BLD Connection Magazine August/September 2026

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[CONTENTS] EDITORIAL

4

ASSOCIATION CONNECTION

6

OPERATIONAL EFFICIENCY

10

IT’S DIY TIME

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BUILDING FOR THE NEXT LOAD

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OPTIMIZING TODAY’S RETAIL LUMBER YARD

STRENGTHEN YOUR REPUTATION WITH SMART HIRING PRACTICES

HOPE IS NOT A CAREER STRATEGY

SAFE STORAGE PRACTICES FOR LUMBER YARDS

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7 22 24

8

26

MEMBER CONNECTION

28

ADVERTISERS

32

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[EDITORIAL] Efficiency is a Mindset, Not a Project

As we move deeper into the building season, the market continues to challenge even the best operators. Margin pressure persists, uncertainty around the economy and global events continues to influence decision-making and competition remains strong.

In times like these, there are two areas where lumber and building material dealers can make the biggest impact: staying aggressive in pursuing business and continually looking for ways to improve how work gets done.

The first priority is obvious. Continue quoting jobs, prospecting new customers, strengthening relationships and pursuing every opportunity available. Growth still matters.

The second priority may not be as exciting, but it can be just as rewarding.

Operational efficiency doesn’t always require a major investment or a complete overhaul of your business. More often than not, it’s the small improvements that create the biggest results. Throughout the year, BLD Connection’s Roundtable Groups exchange ideas on improving operations, and it’s remarkable how often the most valuable takeaways are simple, practical changes that can be implemented almost immediately.

Load verification procedures that reduce delivery errors. Better inventory management that minimizes shrinkage and improves turns. Stronger communication between sales and operations. A cleaner, more organized yard. Consistently managing a sales funnel rather than relying on memory or habit. These ideas are not groundbreaking on their own, but together they can create smoother operations, happier customers and healthier margins.

Perhaps the biggest opportunity is simply taking the time to ask, “Is there a better way?” Challenging long-standing habits and evaluating processes with fresh eyes often uncovers opportunities that have been hiding in plain sight.

Recognizing the importance of operational excellence, BLD Connection will soon launch a new Roundtable Group dedicated to yard managers, yard foremen, dispatch leaders and key operational personnel. This group will provide a forum for exchanging ideas, benchmarking best practices and helping members become more efficient, more effective and ultimately more profitable. This group has been a long time coming, and to say we’re excited would be an understatement.

As we close out the summer and begin looking to the fall, the goal isn’t to change everything overnight. Instead, identify one area of your operation that could run a little smoother, make a small improvement and build from there.

Those incremental gains have a way of adding up. Finish the 2026 building season strong by staying intentional with your processes because sometimes one small area of focus is all it takes to save money, create new opportunities and position your business for an even stronger year ahead.

Cody Nuernberg, BLD Connection President 4 BLD Connection Magazine August/September 2026

BLD CONNECTION BOARD

Chairman Scott Enter wRight Lumber & Millwork, Buffalo, Minnesota 1st Vice Chairman Brett Hanson Tri-State Building Center, Sisseton, South Dakota 2nd Vice Chairman Mark Russell Millard Lumber, Inc., Waverly, Nebraska 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 Vacant North Dakota Director Troy Bosch Bosch Lumber Company, Dickinson, North Dakota South Dakota Director Jason Meester Watertown Cashway Lumber Company, Watertown, South Dakota Wisconsin Director Jake Buswell All-American Do it Center, Tomah, 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: Brett Hanson, Tri State Building Center, Sisseton, South Dakota Vice President: Brian Wendt, Anita Supply Center, Anita, Iowa Treasurer: Wade Fenske, Kreofsky Building Supplies, Rochester, Minnesota

Hit Your Target with BLD Connection Magazine Advertising Reach 1,750 independent lumber and building material retailers throughout Arkansas, Iowa, Kansas, Minnesota, Missouri, Nebraska, North Dakota, South Dakota, Wisconsin and Upper Michigan. Advertise with BLD Connection Magazine to build brand recognition and to help generate sales leads.

Contact Erica Nelson at (763) 497-1778 or erica.nelson@ewald.com.

BLD Connection Magazine August/September 2026

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[ASSOCIATION CONNECTION ] Elevate Brings Energy, Connection and Leadership to Women in LBM The Inaugural Elevate Women in LBM Conference brought energy, insight and plenty of connection to St. Louis Park, Minnesota, on May 7–8, 2026.

Women from across the country gathered for two days of leadership development designed specifically for professionals in the lumber and building materials industry.

Attendees represented every level of leadership, from CEOs, COOs and vice presidents to operations leaders, sales professionals, credit managers, administrators and emerging leaders.

Throughout the conference, attendees dug into practical leadership topics they could take back to their teams right away, including communication, executive presence, influence, self-awareness, trust, conflict navigation and leading under pressure. The conversations were honest, thoughtful and highly engaged, with plenty of moments that

reminded attendees they are not navigating this industry alone.

Beyond the sessions, Elevate created a place for women in LBM to build relationships, share experiences and strengthen a network of support across companies, roles and regions. From group discussions to candid conversations and hands-on activities, the event delivered exactly what it set out to create: meaningful leadership development with a strong sense of community.

The momentum will continue through additional Women in LBM opportunities designed to build confidence, skills and influence at every career stage. Upcoming events include: • Virtual Lunch & Learn sessions on Aug. 5, 2026, and Nov. 12, 2026 • Women in LBM Connect & Collaborate events at BizCon North

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on Jan. 19, 2027, in Brooklyn Park, Minnesota, and BizCon South on Feb. 1, 2027, in Altoona, Iowa • The next Elevate Conference, planned for April 2027.

If the energy in the room was any indication, this is only the beginning.

Elevate marked an exciting step forward in expanding leadership development opportunities for women across the industry, and BLD Connection is excited to keep building on that strong start.

Special thanks to Do it Best Corp., our Elevate Presenting Sponsor. We also appreciate the support of Pennsylvania Lumbermens Mutual Ins. Co., Prize & Giveaway Sponsor; Emily Overson Consulting, Notebook Sponsor; Dakota Steel & Trim Inc., Breakfast Sponsor; Lumbermen’s Inc., Reception Sponsor; and Stratus Business Advisors, Break Service Sponsor.

Swing into Spring Delivers Competition, Camaraderie and Industry Connections In May, BLD Connection Mid-America welcomed dealers, suppliers, contractors and industry friends to the 37th Annual Swing into Spring at Margaritaville Lake Resort in Osage Beach, Missouri.

Sponsored by more than 25 vendors, the gathering brought together participants from Iowa, Kansas, Minnesota and Missouri for two days of friendly competition, networking and fun on Lake of the Ozarks.

The event began with the annual Bass Fishing Tournament. Thirty-eight anglers caught more than 100 fish, with over 40 brought back to shore for the official weigh-in.

Joe Gyrgiel and Alec Neuman of Chic Lumber in St. Peters, Missouri, took top honors in the Fishing Tournament.

The duo weighed in five fish totaling 16 pounds, 14 ounces. BLD Connection Mid-America Chair Paige Becker and her husband, Nick Becker, of Becker Millwork in Freeburg, Missouri, finished in second, bringing in five fish weighing 14 pounds, 14 ounces. The coveted Big Bass Award went to Colten High of High Bros Lumber in Camdenton, Missouri, whose five-pound bass was the largest fish of the day.

Attendees later gathered at JB’s Boathouse for the Cornhole Tournament and Steak Fry. Participants enjoyed a delicious meal, sponsored by Federated Insurance, before 22 teams squared off in a spirited double-elimination tournament.

For the fourth consecutive year, Kevin Jester and Travis Rupe of TK Building Supply in Windsor, Missouri, captured the Cornhole Championship, topping Alec and Brendan Neuman of Chic Lumber in the final match.

Top left: Team High Bros showing off their bass.

Top right: Team Chic Lumber & Team TK in the Cornhole Final, counting up points.

Bottom right: Attendees enjoyed a gorgeous day at The Oaks Golf Club.

The event concluded with the 37th Annual “Show Me” Golf Scramble at The Oaks Golf Club. Wet course conditions provided an added challenge for golfers, but that didn’t stop several teams from posting impressive scores. The Chic Lumber team of Steve Neuman, Alec Neuman, Brendan Neuman and Joe Gyrgiel claimed first-place honors with a score of 11 under par, two strokes ahead of the competition.

Individual contest winners included Matt Hill of Simpson Strong-Tie and Jee Yi of Frontier Forest Products, who earned Long Drive honors in the men’s and women’s divisions, respectively.

Closest-to-the-Pin awards were captured

by Thomas Graves of Frontier Forest

Products and Alec Neuman of Chic Lumber.

While the competitions showcased plenty of talent, the true winners of the event were the students who will benefit from participants’ generosity.

Attendees helped raise $1,280 for the BLD Connection Mid-America Regional Fund, which supports scholarships for high school seniors pursuing careers in the LBM industry and employee training scholarships.

Thanks to Swing into Spring participants for their continued support and enthusiasm, which make the event one of the industry’s most anticipated annual traditions. We look forward to seeing everyone back at the lake in 2027.

BLD Connection Magazine August/September 2026

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Two Great Days on the Course In June, BLD Connection held its annual Nebraska and Iowa golf outings. Thanks to the support of participants and sponsors, each event raised funds for its respective state association’s scholarship funds and political action committee.

Nebraska Golf Outing After last year’s rainout, the Nebraska Golf Outing returned under sunny skies on June 10, as nearly 70 golfers gathered at Tiburon Golf Club in Omaha. While the humidity was high, so were the spirits, making for a fantastic day of golf, networking, and friendly competition.

Thanks to the support of our participants and sponsors, the event raised $1,145 for the Nebraska Scholarship Fund.

Tournament results: • First place — Mark Russell, Matt Franson, Tanner Webster and Cole Genrich.

• Second place — Brian Lodes, Jonathan Schwery, Cory Hannafious and Adam Norton.

• Third place — Jake Kloppel, Jadon Dohmen, Paul Hansen and Sean Miller.

• Great White #3, closest to the pin — John Vrbas.

• Great White #4, longest drive in fairway — Taylor Garcia.

• Hammerhead #2, closest to the pin — Mark Russell.

Iowa Golf Outing The Iowa Golf Outing took place the very next day, June 11, with more than 65 golfers braving rain showers and soggy greens at Toad Valley Golf Course in Pleasant Hill. Although the weather couldn’t have been more different from the sunny skies in Nebraska the day before, spirits stayed high and the

Top left: Nebraska Champions Mark Russell, Matt Franson, Tanner Webster and Cole Genrich.

Top right: Team Key Wholesale showing off their Scottish golf attire.

Middle: A picture-perfect day at Tiburon Golf Club.

Bottom left: Iowa Champions Jordan Lynch, Nick Hamik, Tom Boge and Jeremy Germain.

Bottom right: Iowa Golfers Dodging the Rain & Puddles.

sun even made an appearance as teams wrapped up their rounds. Thanks to the support of everyone involved, the event raised $1,080 for the ILUMPAC Fund.

Tournament results: • First place — Jordan Lynch, Nick Hamik, Tom Boge and Jeremy Germain.

• Second place — Austin Leachman, Tyler Schori, Noah Kahler and Jack Leachman.

• Third place — Walker Adams, Cody

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Scroggle, Tom Bahls and Mike Wilkins.

• Closest to the pin #1 — Nick Hamik.

• Closest to the pin #2 — Cody Scroggle.

• Longest drive (Men’s) — Taylor Schori.

• Longest drive (Women’s) — Jee Yi. Special thanks to our event sponsors for their support of our Nebraska and Iowa golf outings.

BLD Connection Events Aug. 5, 2026 Women in LBM Lunch & Learn – The Leadership Trap of Doing Too Much Online Aug. 6, 2026 Leveraging LEAN and AI to Optimize Your Yard Webinar Online Aug. 11-12, 2026 Minnesota Links & Lures Izatys Resort and Lake Mille Lacs Lake Onamia, Minnesota

Aug. 20, 2026 The Leadership Playbook: Building Teams That Stay and Perform Webinar Online Sept. 10, 2026 AI & Sales Webinar Online Sept. 15, 2026 Managing Returns, Special Orders and Refund Policies Webinar Online

Sept. 27 – Oct. 2, 2026 Mill Tour Maine Oct. 14, 2026 Sunflower Shootout Golf Outing Sand Creek Station Golf Course Newton, Kansas For more events and details, view the online Events Calendar at bldconnection.org.

BLD Connection Magazine August/September 2026

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Operational Efficiency Running an efficient business is

•

vital to maximizing success in the LBM industry. Harnessing the power of modern systems, software and equipment helps ensure peak performance. Following is a roundup of the latest developments aimed at helping LBM dealers elevate their operations.

Raymond Introduces 4260 Stand-Up Counterbalanced Truck The Raymond Corporation recently introduced the Raymond 4260 Stand-up Counterbalanced Truck, with advanced performance, operator-focused design and integrated intelligence to create a

• smart, scalable solution that evolves with business needs.

With a 3,000- to 5,000-pound capacity, the Raymond 4260 delivers exceptional speed, acceleration and maneuverability with intuitive features that enhance comfort, control and confidence. Key elements include:

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•

Performance and uptime: Industryleading lift and travel speeds keep pace with high-demand operations; standard electric power steering and revised regenerative braking extend run-times; and tool-free covers plus touch-screen diagnostics help speed up most maintenance procedures.

Comfort and control: Expanded operator compartment with adjustable controls, extra ergonomic padding and an extended operator backrest join the proven ComfortStance Suspension as standard equipment to enhance operator confidence during long shifts.

Precision handling: Performance

Stability System moderates speed, steering and tilt inputs for smooth load handling; a sculpted front cover provides enhanced visibility; and standard integral sideshift simplifies pallet positioning and staging.

• Lithium-ion power: Designed to integrate and communicate energy insights between lift truck, battery and iWAREHOUSE Telematics, the new model will be available with factoryinstalled Raymond Lithium batteries.

Through advanced connected intelligence and technology, the Raymond 4260 enables operators, managers and lift trucks to work in sync.

This stand-up counterbalanced truck offers a telematics-ready architecture that combines smart truck functionality, operator assist technologies and operational insights in the standard on-board display.

Learn more at raymondcorp.com.

Hubtex Clear Aisle Assist In narrow-aisle warehouses, multidirectional forklifts often operate with minimal safety distances. Collisions with protruding loads pose a constant safety risk. To effectively minimize this risk, Hubtex has developed the patented Clear Aisle Assist, a system of laser sensors that identifies protruding loads in the aisle, alerts the driver, and automatically reduces speed.

Clear Aisle Assist oversees the vertical danger zones along rack systems and reacts automatically if needed.

The system uses Lidar sensors to assess vertical planes in the vehicle’s environment. Sensors are mounted at suitable positions based on vehicle configuration and scan both forward and in reverse. This ensures early detection of protruding loads, whether the sideloader enters the aisle forward or backward. The monitored area dynamically adjusts to

key parameters, with speed, lift height and configuration determining the size of the protective zones. This allows for precise, needs-based detection of potential collision zones without burdening the driver with additional tasks.

If the system detects an obstacle, it issues a warning first. If necessary, the system automatically reduces speed to avoid contact or minimize its consequences. The goal is an assistance system that effectively enhances the driver’s focus and maintains material flow in tight layouts.

The system is now available for the PHOENIX series and complements existing personnel protection scanners by providing protection against goods protruding into the aisle.

Learn more at hubtex.com.

HighArc AI Takeoffs Higharc, a homebuilding AI company for the full design-to-construction lifecycle, has announced an agreement with US LBM, the largest private distributor of lumber and building materials in the United States, marking the expansion of Higharc’s platform to the building materials supply chain.

Until now, estimating buildings was a famously complex, manual process prone to errors and delays. The new offering gives LBM distributors and dealers the ability to generate accurate

material takeoffs from builder plan sets at enterprise scale.

At the center of this capability is Higharc’s AutoTranslate AI, which can translate any floorplan image into a rich 3D spatial data model. It combines proprietary AI vision models with deterministic construction logic to generate precise quantity estimates and align them directly to purchasable materials. The results are quantity estimates that reflect how homes are actually designed and built — not approximations.

Learn more at higharc.com.

ECI Software EvolutionX Agent ECI Software Solutions, a leader in AI-powered cloud-based business management software and services, recently launched its ecommerce AI Agent, a built-in AI tool within the company’s ecommerce platform, EvolutionX, which also powers its Spruce eCommerce solution.

The AI Agent combines intelligence and real-time insights to help merchants make day-to-day work easier, connect better with customers, and uncover new revenue opportunities — all without complex setup or technical expertise.

This reinforces ECI’s commitment to developing Practical AI, which supports the growth objectives of its SMB customers. Unlike standalone AI plug-ins, the AI Agent is purpose-built and fully integrated into their workflow for a secure experience tailored to how they operate. Installation is simple and requires only a screwdriver.

Key benefits include instant access to business insights, an intuitive chat interface, smarter product listings and fraud detection.

Learn more at ecisolutions.com.

BLD Connection Magazine August/September 2026

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It’s DIY Time

Supporting the Needs of Do-It-Yourself Remodeling Projects Today’s LBM dealers are essential partners not only for builders and contractors, but also for homeowners who prefer doing things on their own. While many LBM products are well-suited for all customers, some are especially useful for DIY and remodeling projects because they can be successfully used without professional experience.

Following is a roundup of some of the latest products that may be a good fit for dealers catering to the DIY market.

Crestline Shower Wall Panels As homeowners upgrade their bathrooms, easy-to-install shower panels have become a viable alternative to more

labor-intensive tiles.

Bestbath, a U.S.-based manufacturer of high-performance bathing solutions, recently announced the launch of

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Crestline by Bestbath, a new line of luxury shower wall panels engineered specifically for fast-paced remodel environments.

Crestline by Bestbath is a line of luxury wall panels built for fast, clean remodels. Designed for the high-end look homeowners want — without the time, mess and risk of traditional tile — Crestline delivers modern aesthetics with installation simplicity.

Crestline wall panels eliminate grout, reduce install complexity and create a seamless, easy-to-maintain shower environment. The system integrates cleanly with Bestbath’s shower bases, allowing contractors to streamline

ordering, reduce callbacks and improve project predictability.

Learn more at bestbath.com.

DAP Dynaflex Ultimate Sealant

FastenMaster Ground Contact Coating

Dynaflex Ultimate is formulated to deliver seals that homeowners can count on. With its ability to adhere to wood, vinyl, fiber cement, aluminum, and composites, it ensures strong, lasting protection against air, water and moisture intrusion.

Learn more at dap.com.

Kwikset Smart Home Security

For DIYers working on their outdoor living spaces, FastenMaster recently introduced Ground Contact Coating to extend the life of pressure-treated lumber used in deck posts, fence posts and other outdoor applications.

The new coating extends the life of pressure-treated wood by protecting against ground rot. The unique formula goes on white and dries clear to preserve the original color and texture of the wood, allowing natural patterns and characteristics to remain visible.

Formulated with 1% disodium octaborate tetrahydrate to resist insects and fungus, the new Ground Contact Coating is a long-lasting water-based acrylic membrane that repels the elements that cause ground rot.

FastenMaster Ground Contact Coating comes in 1/2-gallon buckets, which cover 40 square feet, equal to 14 6×6 wood posts. The coating is applied with a standard bristle paint brush or a 3/8-inch nap roller. Prior to curing, the coating can be easily cleaned up with soap and warm water.

Learn more at FastenMaster.com.

As homeowners seek greater energy efficiency, some choose to upgrade aging windows and doors. To complete the job and ensure a tight seal around their new investment, choosing a quality sealant to help keep out the elements is vital.

DAP, a leader in the home improvement and construction products industry, has expanded its legacy Dynaflex line with the addition of Dynaflex Ultimate, the latest DAP innovation in advanced latex sealants.

Dynaflex Ultimate boasts remarkable flexibility, adhesion and all-weather durability in residential sealing applications.

Available in white and clear formulas, Dynaflex Ultimate is designed specifically for window, door, siding and trim applications. It is formulated for Class 50 and 35 performance, cold-weather application and wet-surface adhesion.

Dynaflex Ultimate also offers fast finishing. The white formula is paintand rain-ready in just 30 minutes, while the clear formula is ready in one hour, allowing for fast project completion without sacrificing durability. The advanced formula provides shrink resistance, easy gunning, tooling and water cleanup, as well as lifetime resistance to mold, mildew and algae.

Every homeowner wants to keep the entrances to their homes secure. As smart home technology becomes more common, some DIY are looking to upgrade their entrances with new security features.

Kwikset recently introduced an expanded lineup of connected solutions, including the Halo Select Plus, a smart lock with home key in Apple Wallet and Matter support. With a simple tap of a home key on iPhone® or Apple Watch, homeowners can unlock their doors quickly and securely, adding an extra layer of convenience to everyday living.

Halo Select Plus offers remote access via the Kwikset app and built-in Wi-Fi, convenient keyless entry with schedulable access codes and a discreet door status sensor. An event log and tamper alerts provide real-time phone notifications. The lock also integrates with Amazon Alexa, Apple Home and Google Home for voice commands and automations, with optional Matter over Thread connectivity for quick and reliable smart home communication.

Installation is simple and requires only a screwdriver.

Learn more at kwikset.com.

BLD Connection Magazine August/September 2026

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Building for the Next Load

By Emily Overson

Walk through any commercial construction project and you’ll notice something interesting. The most important parts of the building are often the least visible.

Customers admire the finished product. They notice the exterior, the finishes, the layout and the appearance.

What they don’t see are the engineering calculations, the foundation work, the structural supports, the utilities hidden behind the walls and the inspections that occurred long before the building opened its doors. Yet those invisible elements determine whether the building can safely carry the load it was designed to support.

The same is true in the lumber and building materials industry.

Most leaders spend their time focused on what is visible — sales growth, inventory levels, customer relationships, delivery performance, market share and profitability. Those things matter. They should matter. But many businesses don’t struggle because of what customers can see. They struggle because of what leaders cannot see.

The reality is that most LBM companies do not fail from a lack of effort. They struggle because the structure of the business can no longer carry the load being placed upon it.

One of the most important lessons

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I’ve learned in my years in business and working with dealers of all sizes is this: Revenue grows linearly. Complexity grows exponentially. The systems that support a $10 million business are often strained at $20 million. The structure that successfully carries a $20 million operation frequently begins to crack at $40 million. The leadership, processes, reporting and decision-making systems that work at $40 million often become bottlenecks at $100 million. And the organizations that grow to $200 million and beyond face an entirely different level of complexity again.

This isn’t because previous leaders made mistakes. It is because every stage

of growth places new loads on the structure.

A foundation designed for a one-story building may be perfectly adequate until someone decides to add a second floor. Nothing was wrong with the foundation. It simply wasn’t designed for the new load. Business growth works the same way.

Growth doesn’t create problems.

Growth exposes problems that were already there. As volume increases, leadership bandwidth becomes stretched. Communication becomes more difficult. Decision-making slows. Informal processes become inconsistent. Customer relationships become harder to manage. Visibility declines. Complexity multiplies.

The very things that helped a company succeed at one stage often become constraints at the next.

Consider the owner who personally approves every significant pricing exception. At $10 million, that may be manageable. At $20 million, it becomes frustrating. At $40 million, it becomes a bottleneck. At $100 million, it becomes impossible. The same pattern appears throughout the business. An estimating process that works when two salespeople are quoting projects may struggle when 10 people are quoting simultaneously. A fleet operation that functions well with five trucks requires a completely different level of coordination at 20 trucks. Inventory management practices that worked for a single location may create significant challenges across multiple locations.

The issue isn’t whether the original approach was wrong. The issue is whether the structure has evolved to support the next level of growth.

This becomes especially important during ownership and leadership transitions. Many family-owned LBM businesses are navigating generational change while continuing to grow. The systems, communication patterns, decision-making authority and informal relationships that worked when a founder or long-time owner was involved in every major decision often struggle when leadership responsibilities begin to shift.

Succession is not simply a transfer of ownership; it is a structural stress test. Businesses that have intentionally defined authority, documented processes, developed leadership depth and clarified expectations are far better positioned to carry that transition successfully than those still relying on knowledge, relationships, and decisions concentrated in a few individuals.

When builders prepare for a commercial project, they begin with load calculations. Before steel is ordered or concrete is poured, engineers determine what the structure must carry — not only today, but years into the future. Business leaders should be asking similar questions.

Where does your business feel stress first during peak season? Where do decisions consistently wait for one person before moving forward?

Which decisions still bottleneck at the owner, president, general manager, department manager, sales manager, operations manager or another key leader? What role in the organization is carrying responsibilities it was never designed to handle?

Many companies believe they have a sales problem when they actually have a capacity problem. Demand exists.

Opportunity exists. The challenge is that leadership capacity, organizational structure, and systems have not kept pace with the growth of the business.

Another area where businesses often struggle is what I call framing.

In construction, framing gives a building its shape. In business, framing consists of organizational structure, defined roles, documented processes, accountability and decision authority.

Too often, organizations continue to rely on tribal knowledge rather than intentional design.

If a key salesperson retired tomorrow, what customer knowledge would leave with them? If a department manager resigned, what critical processes exist only in their head? If different employees handle the same situation differently, is there truly a process in place?

Many organizations believe they have a process when they actually have experience. Those are not the same thing. Experience resides within people. Process resides within the organization. You don’t scale effort. You scale structure.

Visibility presents another challenge as companies grow. Many leaders still manage primarily through monthly financial statements. While financial reporting is essential, monthly statements tell leaders what has already happened. By the time a problem appears on a financial statement, the decisions that created it have often occurred weeks earlier.

As companies grow, leaders need greater visibility into pricing discipline, inventory performance, quote conversion, cash flow, exception management, operational efficiency

BLD Connection Magazine August/September 2026

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and customer activity. The larger the business becomes, the more expensive delayed information becomes. Monthly financials remain valuable, but they are inherently backward-looking. Growing organizations need visibility that allows them to identify issues while they still have time to influence the outcome.

Finally, every well-built structure requires inspections. Not because builders distrust their teams, but because verification protects the investment. The same principle applies inside an LBM company.

Where are you relying on trust instead of systems? Where would an outside auditor immediately identify risk? What exceptions have become so common that they are now accepted as normal?

The greatest risks in most organizations are not the issues everyone knows about.

They are the assumptions no one has challenged because nothing has failed yet.

Success often hides structural weaknesses longer than failure. Strong markets can conceal inefficiencies.

Great employees can compensate for poor systems. Dedicated owners can absorb problems through sheer effort and experience. Eventually, however, the load exceeds the capacity of the structure.

That is why the most successful companies continually invest in the parts of the business customers never see. They strengthen leadership capacity. They clarify decision authority. They improve visibility. They define processes. They develop future leaders. They build systems capable of supporting the next stage of growth before the load arrives.

Every owner eventually decides where to invest. Equipment, inventory, facilities and technology all deserve attention. Yet some of the highest return investments are the ones customers never see.

Before you add more load to the structure, take time to identify the three structural priorities that deserve your attention next. Not 20. Not an exhaustive strategic plan. Three.

The three areas that must be strengthened before the next level of growth arrives.

The future value of your business will not be determined by how much weight it can carry today. It will be determined by how well it was designed to carry the weight that is coming next.

And if your business were inspected like a commercial building tomorrow, where would it fail code—and how expensive would that be to fix later?

News to Share?

Drawing on experience in accounting, finance, operations, human resources, purchasing, inventory management, sales initiatives, technology and executive leadership, she works with independent dealers across North America to improve profitability, build organizational infrastructure, develop leaders, and prepare their businesses for long-term growth and succession.

Emily is passionate about strengthening the LBM industry through practical strategies that help businesses thrive for generations. Learn more at GrowthWithEOC.com.

Do you have company news or a product announcement to share with BLD Connection members?

Email news releases to tim@bldconnection.org for consideration and possible inclusion in a future issue.

16 BLD Connection Magazine August/September 2026

Emily Overson is a business consultant, speaker and industry educator who has spent more than 20 years helping lumber and building material dealers strengthen their businesses.

[EFFICIENCY CONNECTION ]

By Jeff Tweten

Optimizing Today’s Retail Lumber Yard Since we launched the Lumber Buddy portable workstation on Jan. 1, 2000, I have had the privilege of visiting more than 3,500 lumber yards and distribution centers across North America, seeing firsthand the daily frustrations, triumphs and anxieties of yard owners, operations managers, and load builders.

When you see that many operations, patterns emerge long before they make headlines. Right now, independent retail lumber yards are navigating a demanding crossroads. A confluence of systemic challenges is squeezing margins, draining institutional knowledge and rewriting the rules of how an LBM business must operate to survive.

From persistent labor scarcity and rapid market consolidation to rising operational costs and market volatility, old methods are no longer enough. To keep our yards profitable, competitive and safe, we must look closely at these pressures and adjust how we manage our spaces, our processes and our people.

The Labor Crisis: Moving Beyond the “Warm Body” Strategy Ask any yard manager what keeps them awake at night, and most will give you the same answer: finding and keeping good workers. The labor crisis in our industry is a structural reality. The physical demands of load building, pulling orders and working through freezing winters and scorching summers make it difficult to recruit a younger generation who have climatecontrolled, gig-economy alternatives at their fingertips.

The cost of turnover makes this worse. When a seasoned yard worker

leaves, they take years of specialized knowledge with them — like knowing how to build a unit of lumber, load a flatbed properly and safely operate heavy machinery. Replacing them usually means training someone from scratch.

For decades, the default response to a labor shortage was simply to find another “warm body.” In today’s environment, that approach leads to operational errors and safety liabilities. Injuries, damaged inventory and missed deliveries rise when untrained workers are rushed into the yard.

To address this, we must make the job safer and more efficient. At WorkSafeWorkSmart.com, we emphasize a core LEAN tenet: respect for the individual.

This means giving your team tools and processes that eliminate unnecessary physical strain. When we introduced the Lumber Buddy, it wasn’t just about building units faster; it was about taking the worker off the ground, eliminating repetitive bending and reducing musculoskeletal injuries.

When workers see an investment in their safety and daily physical comfort, engagement goes up, and turnover goes down. Standardized, repeatable training processes ensure that new hires become productive, safe contributors much faster.

Consolidation and the Challenge of Scale The second major pressure on independent retail yards is the ongoing consolidation of the building materials industry. Over the last decade, private equity firms and national corporate chains have been buying up independent, multi-generational dealers at an unprecedented pace.

This shift creates an uneven playing

18 BLD Connection Magazine August/September 2026

field. Mega-dealers possess immense capital, massive regional distribution networks and volume-purchasing power that allows them to absorb economic shocks better than an independent yard. They can squeeze margins to win large production builders, leaving local independents fighting hard to protect their core contractor base.

To compete, independent yards cannot rely on size. Instead, we must rely on agility, local customer service and absolute operational efficiency. This is where eliminating waste becomes a matter of survival.

Independent yards must look closely at every square foot of their footprint and every minute of their delivery cycle.

If a forklift driver spends 20 minutes searching a disorganized yard for a specific pack of treated lumber or if a load builder touches a piece of dimensional lumber three times before it gets strapped onto a truck, profit bleeds out into the gravel. Independent yards have to become leaner and more disciplined than their corporate competitors.

Rising Costs and Commodity Fluctuations Compounding the pressure of labor and consolidation is the steady rise in operational costs. It is not just the price of wholesale lumber that fluctuates; it is everything required to handle, store and move it. Forklift maintenance, diesel fuel,

property insurance, workers’ compensation premiums and facility upkeep have all climbed sharply.

Sudden commodity spikes can create a brief mirage of high profitability. But as every experienced dealer knows, what goes up comes down. Managing a yard through interest rate fluctuations, housing start volatility and erratic builder sentiment requires tight control over overhead.

We cannot control the global price of lumber or federal interest rates, but we can control our internal costs. By implementing LEAN principles adapted for the lumber yard — what we call a

“Two-Second Lean” culture (based on the book by Paul Akers) — and by training your entire staff to spot small wastes and fix them daily, you can protect your bottom line. Decreasing operational costs through waste elimination helps preserve margins, maintaining profitability even when market pricing tightens the screws. When you sell a dollar, you get to keep the margin… when you save a dollar, you get to keep the whole dollar.

Looking Ahead: Leveraging LEAN and AI to Optimize Your Yard The challenges facing today’s retail lumber yards are undeniable, but they

are not insurmountable. The yards that thrive over the next generation will be those that stop managing by reaction and start managing by design. We need to actively optimize our footprints, streamline our processes, and embrace new tools.

This is exactly what I will be sharing during my upcoming Leveraging LEAN and AI to Optimize your Yard webinar for BLD Connection on Aug. 6.

We are going to look at how traditional, time-tested LEAN principles intersect with modern artificial intelligence to improve yard management. We will explore how combining a culture of

BLD Connection Magazine August/September 2026

19

continuous improvement with AI-driven data can help eliminate spatial yard waste, predict inventory bottlenecks, optimize fleet logistics and make load building a highly synchronized, low-waste process.

The future belongs to the yards that work safer and work smarter. I look forward to connecting with fellow BLD members in August to share practical, field-tested strategies to help secure your margins, protect your people, and futureproof your business. To register, visit bldconnection.org.

Full disclosure: I used AI to write this article in a fraction of the time it would normally take. Trust me, I know, because before starting Lumber Buddy, I was in the newspaper business. AI wrote the article using information from our websites, LumberBuddy.com, WorkSafeWorkSmart. com, and the BLDConnection.org website.

I wrote the prompts to structure the article and did the final edit, but I estimate I saved over 75% of my time by using this powerful new tool.

Jeff Tweten is the co-founder of Lumber Buddy, Inc. and WorkSafeWorkSmart. com. With more than 25 years of

20 BLD Connection Magazine August/September 2026

experience in the lumber and building materials industry, he specializes in a lean approach to process improvement.

Having visited over 3,500 lumber yards across the U.S. and Canada, he helps businesses of all sizes maximize both safety and productivity.

By championing the “Two-Second Lean” methodology — created by Paul Akers — Jeff empowers organizations to build continuous-improvement cultures that boost efficiency and protect the bottom line.

[RISK CONNECTION ]

By Federated Insurance

Strengthen Your Reputation with Smart Hiring Practices Walk through any commercial construction project and you’ll notice something interesting. The most important parts of the building are often the least visible.

Who you hire shapes your business’s reputation. Employees often serve as the face of your lumber and hardware company, directly influencing how customers and the community view your operation. Their professionalism and conduct can build or undermine trust. If they drive company vehicles, their actions on the road also reflect on your company. Smart hiring decisions help ensure your team represents your company’s values, safeguards your reputation and supports long-term success. To help protect your reputation and make sound hiring decisions, consider these strategies:

• Post transparent job openings: Clearly outline all job qualifications, required certifications, responsibilities, work hours, pay, benefits and growth opportunities.

• Define your values: Communicate your business’s core values and the standards of excellence you expect from applicants during the interview process.

• Screen carefully: Look beyond technical skills to assess an applicant’s attitude, reliability and commitment to job site safety.

• Check references: Contact previous employers and references when possible. Past actions can predict future behavior.

• Train thoroughly: Develop a robust onboarding plan so every new hire understands your workplace

22 BLD Connection Magazine August/September 2026

standards and safety policies from day one. Conduct regular training to help keep employees safe.

Your reputation is just as critical to your business as the people you employ.

By prioritizing smart hiring practices, you take a more active role in how your business is seen by the public while maintaining your standing as a trusted industry leader. Contact your local Federated Insurance marketing representative to learn more about hiring practices and risk management.

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Experience the power of community at a BLD Connection Conference or BizCon. Share ideas, gain insights, and grow alongside peers who understand your business.

Visit www.bldconnection.org for details and registration.

(888) 544-6822 | info@BLDConnection.org | www.BLDConnection.org

[CAREER CONNECTION ]

By Dena Cordova Jack

Hope is Not a Career Strategy When was the last time you intentionally planned your career? Not your vacation. Not your kid’s soccer schedule. Not the Thanksgiving menu.

Your career.

If you’re like most people, you probably spend more time researching where to stay on your next vacation than thinking about where you want your career to be five years from now.

And if your current career strategy is, “I’m just going to work really hard and hope someone notices,” we need to talk.

Here’s a secret that took me far too many years to learn. No one is sitting in a conference room plotting your career. Your boss isn’t. HR isn’t. The executive team isn’t. They’re busy trying to survive Tuesday.

That doesn’t mean they don’t care about you. It simply means that no one will ever care about your career as much as you do. And that’s exactly how it should be.

Hard work matters, but it isn’t the whole story. Early in my career, I believed if I simply worked harder than everyone else, opportunities would naturally appear. Sometimes they did.

Sometimes they didn’t.

Looking back, many of the biggest opportunities in my career didn’t happen because I was lucky. They happened because I was intentional.

I raised my hand. I learned new skills.

I asked difficult questions. I accepted assignments that scared me a little.

Sometimes I said yes before I felt completely ready. (I’m not necessarily recommending that last one, but apparently it worked out.)

The point is this: Hope is not a career strategy. Neither is waiting to be discovered.

Think like a CEO. Successful

companies don’t wake up every January and say, “Let’s just wing it and see what happens.” They build strategic plans.

They establish goals. They evaluate what’s working. They invest resources where they’ll have the greatest impact. They adjust when the market changes.

So why wouldn’t you do the same thing with the most important investment you’ll ever make — your own career?

Think of yourself as the CEO of You, Inc. Every CEO asks a few important questions: • Where are we today?

• Where do we want to go?

• What strengths can we build upon?

• What gaps do we need to close?

• What opportunities should we pursue?

• What’s getting in our way?

Those same questions apply to your career.

Let’s start with a little honest self-reflection. Before you start chasing your next promotion or opportunity, take a step back. Ask yourself: • What kind of work gives me energy?

• What kind of work drains me?

• What values matter most to me?

• Am I building a career that reflects those values?

• What do I ultimately want people to know me for?

Sometimes we spend so much time climbing the ladder that we forget to ask whether it’s leaning against the right building.

Know your strengths and your blind spots. One of the most valuable exercises you can do is conduct a personal SWOT analysis. Identify your: • Strengths: What do you consistently do well?

• Weaknesses: Where do you need to grow?

24 BLD Connection Magazine August/September 2026

• Opportunities: What projects, relationships, or experiences could accelerate your development?

• Threats: What skills, technologies, or industry changes could leave you behind if you don’t continue learning?

Self-awareness isn’t about criticizing yourself. It’s about giving yourself a roadmap.

Big career goals rarely happen all at once. They happen because of dozens of smaller decisions made consistently over time. Think about the experiences you need. The skills you want to build.

The people you should meet. The conversations you’ve been avoiding.

The certifications you keep saying you’ll pursue “someday.”

Spoiler alert: ”Someday” isn’t actually a day on the calendar.

One of the greatest advantages we have today is access to learning. Trade associations. Leadership programs.

Podcasts. Books. Mentors. Professional certifications. Online learning. The expansion of A.I. continues to adjust our horizons.

There has never been a better time to invest in yourself. The professionals who continue growing are usually the ones who continue advancing.

Review. Adjust. Repeat. Your career

plan shouldn’t be laminated. Life changes. Industries change. Priorities change. You change.

Review your goals regularly. Celebrate your progress. Adjust when necessary.

Say “yes” to opportunities that align with your long-term vision. And don’t be afraid to walk away from opportunities that don’t.

A final thought: Your career is one of the biggest investments you’ll ever make.

Don’t leave it to chance. Be intentional.

Raise your hand. Keep learning. Build relationships. Ask for feedback. And every once in a while, stop long enough to ask yourself one simple question: “Am I building the career I truly want, or am I simply managing the career I happen to have?”

The answer to that question may shape every opportunity that comes next.

series. The next sessions will be held on Aug. 5, 2026, from 11:30 a.m. to 12:30 p.m. CDT and Nov. 4, 2026, from 11:30 a.m. to 12:30 p.m. CST. Learn more and register at BLDConnection.org.

With more than 30 years in the LBM industry at companies including Georgia-Pacific, Boise Cascade, FoxworthGalbraith, and Kodiak Building Partners, Dena Cordova-Jack has experienced leadership from every angle. Now, through Cordova-Jack Consulting, she helps women lead boldly, ditch perfectionism, and take their seat at the table.

Dena is the facilitator of BLD Connection’s Women in the Industry Lunch & Learn

BLD Connection Magazine August/September 2026

25

[SAFETY CONNECTION ]

By Melissa Olheiser, OHST

Safe Storage Practices for Lumber Yards Proper material storage and stacking are critical components of a safe and efficient lumber yard operation. While stacking lumber and building materials may seem routine, improper storage practices can create significant risks, including struck-by incidents, material damage, equipment collisions and loading hazards. Taking time to evaluate storage practices can help protect employees, customers, and inventory.

One of the most important considerations is stack stability. Materials should be stored on level surfaces and stacked so they do not shift, lean or collapse.

Employees should routinely inspect stacks for signs of instability, especially

after materials have been moved or partially removed. Establishing maximum stack heights and following manufacturer recommendations can further reduce the risk of falling materials.

Oversized and irregularly shaped loads require additional attention.

Long dimensional lumber, trusses, engineered wood products and specialty materials can be more difficult to store safely, due to their size and weight distribution. These materials should be properly supported and secured to prevent sagging or movement. Storage locations should also allow adequate clearance for

26 BLD Connection Magazine August/September 2026

forklifts, loaders and delivery vehicles to maneuver safely without contacting adjacent materials.

Seasonal weather conditions can also impact storage safety. Snow, ice, rain and freeze-thaw cycles can affect ground conditions and create uneven surfaces that compromise stack

stability. Wet materials may become heavier, while ice accumulation can increase the risk of slipping or shifting loads. High winds present an additional concern, particularly for lightweight, oversized or improperly secured materials that may shift, lean or become dislodged. Following significant weather events, lumber yards should conduct inspections of storage areas, material stacks and support systems to identify any movement, instability,or damage before normal operations resume.

Storage racks, supports and containment systems should be inspected routinely for signs of damage, corrosion or overloading. Even minor structural issues can increase the likelihood of a failure under load.

Employees should be encouraged to report damaged racks, broken supports or other concerns immediately.

Finally, good housekeeping plays a vital role in maintaining safe storage areas. Banding, packaging materials, broken pallets and debris can create trip hazards and interfere with equipment operation. Keeping storage areas organized and clutter-free improves visibility, reduces hazards and supports efficient material handling.

By focusing on stable stacking practices, seasonal inspections, equipment-friendly storage layouts and strong housekeeping habits, lumber yards can reduce risk while creating a safer and more productive workplace.

Melissa Olheiser, OHST, is regional director for US Compliance (formerly OECS), BLD Connection’s preferred OSHA safety consultant. Contact US Compliance at (763) 417-9599.

BLD Connection Magazine August/September 2026

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[MEMBER CONNECTION ] Mead Lumber Announces CEO Transition Mead Lumber Company recently announced that President and CEO Dave Anderson will retire at the close of the company’s fiscal year on Nov. 30, 2026.

Jon Cohen, a veteran building materials executive with more than 25 years of industry experience, has been named as his successor and joined Mead Lumber as president. Anderson will continue to serve as CEO through the transition, with Cohen assuming the role of president and CEO on Dec. 1, 2026. Upon his retirement, Anderson will continue to serve as a member of the Mead Lumber Board of Directors.

Anderson’s retirement marks the conclusion of a distinguished career in finance, leadership and governance. A Certified Public Accountant, Anderson first joined the Mead Lumber Board of Directors in 2017, serving through 2020 before being named president and CEO.

Under his leadership, Mead Lumber has continued its long tradition of disciplined growth, operational excellence and a steadfast commitment to its employeeowners and the communities it serves.

“Leading Mead Lumber has been one of the great privileges of my career,” said Anderson. “This is a company with deep roots, an incredible culture and employee-owners who show up every day committed to taking care of each other and our customers. Continuing to serve on the board allows me to stay connected to a company and a team I care deeply about, while making room for fresh leadership to write the next chapter. Jon brings the right combination of operational depth, industry knowledge and people-first leadership to take Mead Lumber forward. I look forward to supporting him and the board.”

Cohen brings more than 25 years of

building materials experience to Mead Lumber, with deep expertise spanning operations, supply chain, finance, technology and enterprise strategy. Most recently, he served as division general manager at Weyerhaeuser, leading multi-state sales and operations.

Prior to his return to Weyerhaeuser, Cohen spent eight years at US LBM, one of the nation’s largest building material distributors, where he rose to senior vice president of business solutions and led cross-functional initiatives across operations, technology, manufacturing and purchasing. Earlier in his career, Cohen held leadership roles at Builders FirstSource and spent 17 years at BMC West Corporation, where he progressed from operations into general management.

LBM Advantage Launches Women’s Alliance LBM Advantage recently announced the launch of the LBM Advantage Women’s Alliance, a new initiative designed to foster connection, professional development, and leadership opportunities for women across the co-op’s membership of independent lumberyards.

The Alliance soft-launched in March with a virtual leadership webinar featuring Lynne Jensen-Nelson, CEO of Conversionomics, who presented “Lead with Impact, Influence & Inspiration.”

The session received overwhelmingly positive feedback from members and reinforced the demand for meaningful conversations and programming focused on bringing more women

into the lumber and building materials industry, leadership development and career growth.

Building on the success of the inaugural event, LBM Advantage will host its second Women’s Alliance program on Thursday, Sept. 3 — a live Teams webinar featuring a panel comprised of respected female professionals who hold various roles at the co-op’s member organizations. Panelists include Louise Eddy, owner of Saratoga Quality Hardware; Clara Collins, operations manager at S.W. Collins Co.; Donna DiMarco, vice president at Monmouth Building Center; and Ivy Su-Johanson, director of purchasing at Spahn and Rose.

The discussion will focus on career

28 BLD Connection Magazine August/September 2026

journeys, leadership experiences, challenges and opportunities, and practical insights for women at all stages of their careers.

“Our goal is to create an engaging and authentic conversation that highlights the many career paths available within our industry while providing practical insight and inspiration for those who wish to advance their careers,” said Kellianne Lundgren, director of Human Resources at LBM Advantage.

The LBM Advantage Women’s Alliance is part of the organization’s ongoing commitment to supporting its members through education, networking, leadership development, and industry collaboration.

LP Breaks Ground on North Branch Facility LP Building Solutions, a leading manufacturer of high-performance building products, recently broke ground on a new LP SmartSide ExpertFinish Trim & Siding manufacturing facility in North Branch, Minnesota.

The approximately 350,000-square-foot facility will be built on a recently acquired 120-acre site. It is expected to create 125 jobs at full capacity and is slated to begin production in the first quarter of 2028.

The North Branch facility will be the largest and most efficient ExpertFinish site in LP’s network, reflecting the scale of investment and continued demand

for the product. It will be LP’s fourth ExpertFinish manufacturing location and the second one purpose-built for ExpertFinish production, following the opening of LP New York in 2023.

The facility will help support growing demand for LP products. Siding will be manufactured and primed at LP siding mills before being shipped to North Branch, where team members will apply one of 22 prefinished colors to create ready-to-install exterior siding products that help eliminate the need for painting after installation.

This investment builds on LP’s long history in Minnesota, where the

company has operated since opening its Two Harbors siding mill in 1985. Once complete, North Branch will become LP’s 12th siding facility and 22nd manufacturing facility across North and South America.

Welcome New BLD Connection Members New Retail Members

TK Building Supply LLC, Windsor, Missouri Frontier Builders Supply, Oakes, North Dakota Lagom Builders Supply Duluth, Minnesota

New Associate Members

SnapDragon Associates, LLC., Bedford, New Hampshire The Costguards, Boston, Massachusetts

BLD Connection Magazine August/September 2026

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Siwek Lumber Jordan Expands Siwek Lumber Jordan has acquired the assets of Generations Lumber in Lonsdale, Minnesota, as part of a strategic expansion designed to strengthen the company’s market presence, inventory capacity and delivery footprint across the Twin Cities metro area and Southern Minnesota.

Operations at the former Generations Lumber location ceased on May 7, 2026, with inventory, equipment and operational assets being integrated into Siwek Lumber’s Jordan and Le Sueur facilities.

The move further strengthens Siwek Lumber Jordan’s presence in the growing corridor extending south and east from the New Prague market into the Lonsdale and Montgomery areas while expanding the company’s ability to serve contractors, builders, and homeowners throughout the broader region.

“This acquisition allows us to continue investing in the communities we serve while positioning our company for the future,” said Jason Pranghofer, CEO of Siwek Lumber Jordan. “We’re expanding

our inventory, increasing our delivery and yard capacity, and improving our ability to support customers across a wider geographic footprint while maintaining the service standards our customers expect.”

Siwek Lumber Jordan has extended opportunities to employees of Generations Lumber as part of the transition process. Following tours of Siwek Lumber Jordan’s facilities, all employees have accepted positions with the company as integration efforts continue.

“As a fourth-generation family

30 BLD Connection Magazine August/September 2026

business, we believe strongly in serving rural communities and maintaining the relationships that have defined our company for more than 93 years,” said Samantha Siwek, chief administrative officer. “Growth for us is not just about adding capacity — it’s about continuing to deliver dependable service and maintaining a long-term commitment to the markets we call home.”

The acquisition comes during an important leadership transition for the company as fourth-generation leadership continues guiding Siwek Lumber Jordan’s long-term growth strategy. Dave Siwek currently serves as president and will transition into the role of chairman of the board following his retirement later this year.

Founded in 1933, Siwek Lumber Jordan has remained family owned through four generations, serving professional contractors, builders, remodelers, and homeowners throughout Minnesota and the greater Twin Cities market.

The former Generations Lumber property in Lonsdale is currently available for lease and is being retained

by Siwek Lumber Jordan for potential future expansion opportunities.

RLH Inc Named South Dakota Woman-Owned Small Business of the Year RLH Inc. has been named the South Dakota Woman-Owned Small Business of the Year by the U.S. Small Business Administration. The award was announced on March 30, 2026, recognizing the company’s impact, growth and commitment to community.

The recognition traces back to a vision that began over 20 years ago in memory of the company’s matriarch, Lora Moran, a foundation that continues to guide the business today. ​Founded in 2005 and led by sisters Ellen and Serena Harmon, RLH has grown from a small family operation into a multi-division company serving the

Rosebud Reservation and surrounding region, and beyond. Through its three divisions: Rosebud Building Products, Rosebud Rental and RBP Supply, the company provides building materials, equipment rentals, and procurement services to homeowners, contractors, and tribal and federal programs.

The award also reflects the contributions of the company’s staff, whose daily work and dedication have been central to its success. Leadership emphasizes that the recognition belongs not only to ownership, but to the entire team and the community that continues to support the business.

Rosebud Building Products also highlights the role of the SBA in its early development. At a time when traditional lending options were not accessible, SBA resources helped make it possible to establish and grow the business. Today, the company hopes its story can serve as an example for others considering starting or expanding their own ventures.

As the company looks ahead, it remains focused on its core purpose: supporting the community, expanding access to resources, and continuing to build opportunities locally.

B&B Lumber Hosts Senator Roger Marshall B&B Lumber in Wichita, Kansas, recently co-hosted a visit — in conjunction with the Wichita Builders Association — with Sen. Roger Marshall (R-Kansas).

Participants discussed legislative priorities for the construction and housing industry, including the 21st Century Road to Housing Act. Marshall was a key supporter of the legislation, which will: • Reduce barriers to building homes by streamlining permitting and environmental review processes.

• Expand access to affordable mortgages.

• Support workforce development to strengthen the residential construction labor pipeline.

• Promote redevelopment of underused land for new housing opportunities.

The measure was supported by more than 90% of Congress and is the first and largest housing-related piece of legislation to pass through Congress in over 30 years.

BLD Connection Magazine August/September 2026

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