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THE INDUSTRY’S DIGITAL LEADER

HOW TO GROW BEYOND YOUR MARKET

A STORY ABOUT COMMITTING TO GROWTH

My dad was an electrician when our family bought Caldwell Hardware in 1979. At the time, it was just an 800-square-foot store, and he saw it as a way to support his electrical business while also serving the community I was just 10 years old then but I grew up in the aisles. Dad continued wiring houses while my mom ran the store, learning the business and building relationships in the community

As Hot Springs expanded, we worked hard to expand with it. I took on more responsibility as a teenager, and over the years we’ve continually looked for ways to better serve our customers whether retirees moving into the area, weekend DIYers or contractors who depend on us. Today, Caldwell Hardware is about 22,000 square feet Recently, we added 6,500 square feet, completed major resets and invested in modernizing the operation. Those efforts have resulted in double-digit sales growth and renewed energy throughout the business

Our long-standing relationship with Orgill has played a meaningful role in that success Since the early 1980s, they’ve provided not just products, but tools to help us grow. Smart Start assortments allow us to fine-tune categories for our market. Their competitive pricing helps us maintain our margins The FanBuilder loyalty program helps us connect with customers in new ways And having a dedicated sales partner who understands our business gives us clarity and confidence.

With that foundation and partners who share our commitment we’re well positioned to keep building on 40+ years of steady growth.

Phillip Taylor Owner | Caldwell Hardware | Hot Springs, Arkansas

W.B. Howland Company marked its 100th anniversary in Live Oak, Fla., this March with a community-wide celebration that included mayor Frank Davis presenting the key to the city.

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TThe Power of Shmaybe

here’s a moment in just about every hardware store where an idea lands somewhere between “that might work” and “what are we doing?” It’s not a full yes. It’s not a no. It’s something in between. Call it a maybe. Or, in the spirit of this issue, a shmaybe.

The Power of Shmaybe lives in that space.

Independent hardware store owners don’t always have the luxury of perfect information or guaranteed outcomes. What they do have is proximity to their customers and the ability to try something, watch it closely and adjust. That instinct—to test, to tweak, to see what happens—is where some of the most practical innovation in this channel comes from.

Take Sam Post at T&M Hardware & Rental in Pennsylvania. In this issue’s Retailer2Retailer, she talks about experimenting with vending machines. Not a huge capital investment. Not a sweeping overhaul. A test. A shmaybe. What happens if customers can grab what they need after hours? What products belong in that format? Does it create convenience, incremental sales or

By Doug Donaldson

both? The answers aren’t theoretical. They come from simply trying it and paying attention.

That same mindset shows up in a different form in our Q&A with new HouseHasson CEO Jeff Land . He talks about reinforcing what already works—especially the company’s high-touch, salesrep-driven model—while also investing in tools and strategies that help dealers grow. There’s a balance there. Protect the foundation. Stay open to what’s next. The most effective changes often start as a shmaybe before they become part of the playbook.

Then there’s W.B. Howland Company in Live Oak, Fla. A Century Club retailer. A business that has seen more than its share of cycles, competitors and changes in how customers shop. Stores like that don’t reach 100 years by chasing every idea that comes along, but they also don’t stand still. Over time, they’ve made a million small decisions—some that worked immediately, some that took time, some that quietly faded away. W.B. Howland had a willingness to evaluate, adapt and keep moving—and made it to 100 years.

INNOVATION REQUIRES ACTION

ANYTHING ELSE IS NOISE

Hype RESULTS

Mandates MENUS

Salespeople GROWTH PARTNERS

Someday TODAY

That’s the real power here. Shmaybe is about giving something a chance in a controlled, thoughtful way. It’s about understanding that not every idea needs to be a home run. Some just need to answer a question: Does this help our customers and our business?

In a channel where margins matter and time is limited, that kind of experimentation must be grounded. The best operators know the difference between a distraction and a test worth running. They start small. They stay close to the results. They trust what they’re seeing in their own stores.

And occasionally, they take a swing on something that seems a little out there, because sometimes those are the ideas that open new doors. Or at least new vending machines.

If you’ve been around this business long enough, you recognize that moment—that pause before trying something new, where the answer isn’t obvious but the opportunity is there. You don’t need a grand declaration. Just a willingness to say “let’s see what happens.”

At a certain point, you trust the awesomeness of the Power of Shmaybe. n

butAmazing TRUE

HARDWARE STORIES

This past December, the store alarm goes off at night, works like it’s supposed to, standard. What’s odd is what happens next.

So this guy breaks in through the back of the store, grabs a couple chainsaws—about three grand worth—and then, I kid you not, calls an Uber for the getaway. Like . . . that’s the plan.

Then, of course, it all unravels. Maybe he panicked and just wanted to get away in the Uber, but he leaves the chainsaws behind in a

pile outside the store. He doesn’t get far. After getting called to the scene, police stop the Uber. It’s easy for police to ID the thief through the phone numbers tied to Uber.

Damage to the store? Not too much. The door got knocked around a bit. The whole thing ends with the tools still here—and a short Uber ride followed by a much longer one to the police station.

Adam Alex Lakeville Ace Hardware Lakeville, Mass.

Welcome to the Hardware Connection Century Club!

The Hardware Connection Century Club, sponsored by the NHS Concept to Commerce, recognizes “The Innovators and Survivors Who Helped Build America.” Our Century Club currently includes 804 hardware and LBM retailers, 21 wholesalers and 207 manufacturers that were founded in the United States of America and remain in business after 100 or more years.

You can find the complete list of Century Club members including old store photos and links to company history by clicking here. We congratulate the following retailers who have been added to the Hardware Connection Century Club this past year:

Andrew Posey & Son Hardware, Jasper, AL—1924

Bourassa True Value Hardware, New Bedford, MA—1924

Bowling’s Feed and Hardware, Catlettsburg, KY—1924

Braun Building Center, Manitowoc, WI—1905

Carl Eliason & Company Lumber & Hardware, Sayner, WI—1924

Chairtown Lumber Company, Gardner, MA—1924

Clark Devon Hardware, Chicago, IL—1924

Congleton Lumber, Lexington, KY—1905

Denver Lumber Company, Denver, CO—1923

Gennett Lumber Company, Fletcher, NC—1901

Guy C. Lee Building Materials, Smithfield, NC—1924

Hamilton Building Supply, Hamilton, NJ—1924

Heller Lumber Company, Arlington Heights, IL—1924

Holman Supply Company, Moultrie, GA—1920

Howell Hardware, Millville, NJ—1924

Hunter’s Hardware, Berkley Spring, WV—1870

H&W Hardware, New York, NY—1924

How’s Business?

CENTRAL

How are sales and customer counts so far in 2026? We’re even—we’re right on par with last year, when we had a new hardware store move in a mile away. Other than the Ace hardware moving in, the economics in our area have been status quo.

What’s unique about your business? Next year is our 60th year in business, so that sets us apart. We do tons for the community. Everybody feels connected to McLean’s. I just feel that.

Best niches? Our wheelhouse is pretty much the basics: electrical, paint, lawn-and-garden are our top three. Plumbing, of course. We’re the place for the basics. We’re in a low-income community, so people buy what they need.

What plans do you have for the rest of 2026? It’s exciting—we’re going to start a remodel. Our last one was 14 years ago, so it’s time. It coincides with our 60th anniversary, so that’s really nice.

Above: McLean’s Hardware has built ties in Kalkaska, Mich., through decades of community involvement, with generations of customers continuing to rely on the store for everyday needs.

Inset: Jodie Disbrow says McLean’s continues to hold steady in 2026, with a strong focus on core categories and a remodel planned to coincide with the store’s upcoming 60th anniversary.

Jodie Disbrow McLean’s Hardware Kalkaska, Mich.

EAST

How are sales and customer counts so far in 2026? Good.

Even though not too many new homes are being built, a lot of homeowners are doing fixes. We have a good contractor base, too. As far as local economic factors, there has been an uptick in crime, more people around town stealing.

What’s unique about your business? Customer service. We’re very good at making sure all our customers are taken care of. As soon as they walk through door, we make sure they

Steady sales and strong contractor demand continue to support business in St. Albans, Vt., where a focus on immediate, hands-on customer service drives traffic and repeat visits at St. Albans Ace Hardware.

get help. We put our best foot forward with every customer. As soon as we hire someone, customer service training begins and gets ingrained. We continue that process over and over.

Best niches? Some of our top brands are DeWalt, Milwaukee,

Craftsman, Ego products—the lawn mowers especially. We’re also very high-traffic for paint, selling it every single day. We carry Clark + Kensington, Benjamin Moore and Royal. We have two half-aisles and offer interior, exterior and trim—a very diverse paint assortment.

Any recent surprise best sellers? This winter, we did very well with snowblowers. Those went very fast. We had Ego, Toro, Ariens and Milwaukee snowblowers.

Liberty Chevalier

St. Albans Ace Hardware St. Albans, Vt.

SOUTH

How are sales and customer counts so far in 2026? We opened in early September 2025. In the months we’ve been open we’re running ahead of pro forma. That’s always a good thing. From what I can tell, business is good. We’re in a pretty established town; it’s been around a long time. We’re highly affected by government jobs. Going into opening there was a lot of worry about reducing headcount in

The Best

Even Better

the government. But luckily we haven’t seen that.

What’s unique about your business? Our staff. I think we got lucky— everyone on our staff seems to really enjoy the job, enjoy talking to customers, enjoy helping customers with what they’re looking for and helping them solve their problems. That’s the strength in the store.

Best niches? Starting up the store has been like a gigantic lift. So we

Left: Owner Faizal Thobani says Ace of Vienna has exceeded expectations since opening in September 2025, with strong initial sales.

Right: Ace of Vienna in Vienna, Va., is getting its footing in an established market, focusing on refining assortments and expanding into new categories as the store grows.

haven’t really been able to do too many niches. This slow time of the year is when we’re looking and starting to bring that stuff in.

What are your plans for the rest of 2026? We are looking to grow within Ace. So hopefully we’ll start out looking at some new planograms and assortments.

Faizal Thobani Ace of Vienna Vienna, Va.

HOW’S BUSINESS?

Above: Even with fewer customers coming through the door, Columbus Ace Hardware is driving double-digit sales growth, pointing to stronger baskets and steady demand.

WEST

How are sales and customer counts so far in 2026? Last year was a great year for us. We probably outperformed most of our peers. We were recently in a chain but [as of] this past year we’re now a solo store. Customer counts were way off, but we had double-digit sales growth. We had a very mild winter, which is a significant portion of our business in Montana, with snowboarders pushing business and winter-goods sales. It’s been a tough start to the year. Near us is also a large palladium mine that recently downsized. That took a lot of our customers.

What’s unique about your business? My associates. I’ve been fortunate with turnover. I don’t have a lot of attrition, so it’s consistent. We’re in a

Right: Store manager Morgan Maus says Columbus Ace Hardware in Columbus, Mont., has leaned on a consistent team and strong winter and farm-and-ranch categories.

small town, so we see the same people they know. That’s probably the biggest benefit: having consistent people in place who grow and know what they’re doing more and more each year.

Best niches? The winter goods— we do well with refilling propane, shovels, ice melt, sand, those kinds of things. We’re also a kind of a farm-andranch market. Pet food and bedding are a good niche as well.

What are your plans for the rest of 2026? We did an expansion a few years ago, so nothing major.

Morgan Maus

Columbus Ace Hardware Columbus, Mont.

Join us for this important recognition program that honors the best of the best dealers who represent the future of the industry. The Beacon Awards are held annually at Independent Home Improvement Conference and are presented by Hardware Connection magazine. The IHI Conference will be held July 28-30, 2026 in Orlando, FL. For more information about attending this event along with all other educational seminars, open floor discussions and social activities at the 2026 IHI Conference, visit www.ihiconference.org . Sponsors:

HOW TO GROW BEYOND YOUR

W.B. HOWLAND COMPANY, A CENTURY CLUB RETAILER IN LIVE OAK, FLORIDA, BLENDS GENERATIONS OF FAMILY OWNERSHIP WITH A

BUSINESS SPANNING HARDWARE, BUILDING MATERIALS AND TRUSS MANUFACTURING.

For nearly a century, a single pecan tree stood watch over W.B. Howland Company in Live Oak, Fla., casting cooling shade across a parking lot that has seen generations of customers come and go. The company literally grew around the tree, having built a new store on the same parking lot in 1976. The tree’s death— some locals say it was struck by lightning—could have marked the quiet end of a symbol. Instead, the company replaced it with another fully grown pecan tree, transplanted from the founding family’s 1880 homestead, set into the same ground, just in time for the store’s 100-year celebration this March.

That decision says as much about W.B. Howland as anything on its balance sheet.

By Doug Donaldson

MARKET

Members of the Howland and Fletcher families gather outside W.B. Howland Company, including the nine original grandchildren of W.B. Howland alongside spouses, children and grandchildren, representing generations connected to the business.

SPONSORED BY:

COVER FEATURE

“The company has been a family tradition, a family venture forever,” says third-generation owner and president Lyn Fletcher. “It’s a part of our life. It’s not an expendable asset. It’s a member of the family.” He details the building materials and other critical products previous iterations of the business supplied to the communities they served long before today’s operation. “I’m something like the 12th generation of Howland-bloodline merchants in North America.”

At a time when many independent hardware dealers are mulling succession, scale or exit, W.B. Howland is thinking in centuries. Inside that distant view is a business built to grow beyond its backyard. In a county of about 48,000, roughly 6,000 of whom live in Live Oak, W.B. Howland has long faced

Former and current W.B. Howland Company team members place a time capsule during its 100th anniversary celebration in Live Oak, Fla., as part of a ceremony that also included a plaque dedicated to the memory of employees who have passed on.

the limits of a small local market. To move past those boundaries, the company expanded into truss manufacturing—creating a regional operation that complements hardware and building materials and reaches far beyond its home base. That same forward focus continues today as the company prepares for what Fletcher sees as the next major shift: artificial intelligence.

BUILT ON MEMORY AND MOVEMENT

In Live Oak, the store has remained in the same place for a full century, a daily touchpoint for the community.

“Every day someone comes in and tells a story about something that happened in this business with someone they love,” Fletcher says.

Those tales range from childhood memories of candy bars and ice cream to weekly family trips into town, when a visit to Howland’s was both necessity and reward. During its centennial celebration, the company leaned into those shared experiences—reviving its famed hand-dipped ice cream for a single day and drawing thousands of people from across the region.

For chief operating officer Kyler Gray, the event carried a broader purpose. “It was important that people look at W.B. Howland as the community store,” he says. “This was an opportunity to showcase everything we do, inside and outside.”

W.B. Howland’s roots go far deeper than its 1926 founding in Live Oak. The family’s mercantile lineage runs through earlier Florida locations and even further back through generations of trade. It all goes back to John Howland, a Mayflower passenger, whose descendants continued in trade for generations before establishing operations in northern Florida in the 1800s—laying the foundation for W.B. Howland’s eventual emergence.

ONE OPERATION, MULTIPLE ENGINES

What separates W.B. Howland from many independent dealers is how tightly its operations are integrated.

W.B. Howland Company marked its 100th anniversary in Live Oak, Fla., this March with a community-wide celebration that included mayor Frank Davis presenting the key to the city. (From left) Bill Howland, Barbara Howland, Lyn Fletcher and Davis.

Retail, design, sales and customer interaction all take place at the main location. Truss manufacturing happens just five blocks away. The connection between those two sides of the business is constant. “It’s all under one roof,” Fletcher says of design and sales.

Gray expands on that operational advantage: “We’re a one-stop shop. That creates better service and stronger relationships with builders. It allows contractors to grow their business because of efficiency and cost advantages.”

That integration becomes especially valuable with complex jobs, particularly in multifamily construction. W.B. Howland’s truss operation, acquired in 1994, opened the door to regional growth beyond its immediate

COVER FEATURE

market—enabling the company to handle large-scale projects that smaller truss plants can’t accommodate.

The structure also creates flexibility. When challenges arise on a job, the proximity of design, materials and manufacturing allows the team to respond quickly—something both Fletcher and Gray say is a differentiator.

Across the full operation, W.B. Howland employs about 200 people, roughly half in truss manufacturing. The combined retail-and-production footprint spans more than 40 acres, with

Above: The original W.B. Howland Company store anchors a family business that has continually adapted—from wagon-based trade to modern hardware and building operations—while staying attuned to the needs of its market.

Left: A new pecan tree is planted at W.B. Howland Company in Live Oak, Fla., with a tree specialist and crane crew, revitalizing a longstanding symbol of the business and its community.

approximately 15,000 square feet of retail space and an additional 15,000 square feet of warehouse and fulfillment capability.

INVENTORY AS FAMILY PHILOSOPHY

The company’s approach to inventory goes back to its founder’s pithy motto: “Boys, if we don’t have it, we can’t sell it.”

That mindset continues to guide the business.

“Yes, still today, if you haven’t got it in stock, you can’t sell it,” Fletcher echoes. “We don’t pay too much attention to turns. We don’t want to send people away.”

4 TIPS FOR ADAPTING TO TECHNOLOGY

For many independent hardware store owners, the conversation about technology often centers on systems, vendors or incremental upgrades. At W.B. Howland Company, president Lyn Fletcher approaches it from a different angle: time, focus and responsibility. Four takeaways:

1. Make time to understand what’s changing. Fletcher believes the pace of technological change—particularly with artificial intelligence—demands attention. That doesn’t mean implementing every new tool. It means dedicating consistent time to learning what exists, how it works and where it could apply to your business.

3. Evaluate technology through your workforce. New tools often bring questions about staffing. Fletcher and his team are evaluating AI with a clear principle in mind: Understand how roles develop, not just how tasks change. “We’re thinking about what people will be doing as this evolves,” COO Kyler Gray says. For independent retailers, that considered approach can help frame technology to support teams rather than replace them.

4. Stay open—and ask for help. Fletcher is direct about where W.B. Howland stands today: It’s still learning. “We’re in the discovery phase,” he says. “If anybody in the home improvement space is making good use of AI, I will take their call.” He also makes a point that applies across the industry: If others are further along, he wants to hear from them too. That openness creates opportunities to learn faster and avoid common missteps.

2. Shift your role as the business grows. Earlier in his career, Fletcher handled day-to-day operational tasks directly. Today, he has moved away from recurring responsibilities to focus on long-term direction. That shift allows leadership to step back from immediate demands and evaluate broader changes—something that becomes increasingly important as technology reshapes workflows.

COVER FEATURE

That philosophy runs counter to more conservative inventory strategies, but it reflects the company’s role in its market. With a strong contractor base and steady walk-in traffic, availability becomes a competitive advantage.

The origin of that thinking is almost literal. Fletcher recounts how his grandfather would load a wagon with goods and head out to serve settlers across the area—trading, extending credit and adapting to what people needed.

ORGILL AND THE PATH FORWARD

W.B. Howland’s partnership with Orgill has become increasingly central to the store’s evolution.

“We’ve been with Orgill close to 20 years,” Gray says. “That partnership helps strengthen our independence and allows us to compete without losing who we are.”

Over the past year, the company has expanded that key relationship, bringing in new product lines and working alongside Orgill on store planning, layout and merchandising strategy. The goal, Gray says, is to modernize the store while preserving the familiarity customers expect.

Fletcher adds that the team is actively studying other Orgill dealers as part of that process—looking for ideas while building something distinct.

This approach is part of a broader balancing act: adapting to new retail

expectations while still maintaining a deeply ingrained identity.

BUILT FOR THE COMMUNITY

For all its operational complexity, W.B. Howland still operates as a community business first.

That shows up in visible ways— events, services, daily interactions— but also in quieter efforts that Gray calls “silent generosity.”

The centennial celebration brought some of that into the open, but both Fletcher and Gray emphasize that giving back has long been part of the company’s culture.

The store itself reflects that connection. In addition to hardware and building materials, W.B. Howland includes elements such as a convenience store, food and everyday essentials—serving as a destination for a wide range of customer needs.

It’s also a place where relationships span generations. Fletcher notes that roughly 70 descendants of the founding family remain connected to the business, even if they’re not involved in day-to-day operations. “I view this as I’m a steward of this business,” he says.

AI AND WHAT COMES NEXT

Even with a century behind it, W.B. Howland is focused on what lies ahead—and Fletcher believes the next chapter will be defined by artificial intelligence.

“I have put considerable time and effort into understanding what could be equivalent to the discovery of fire or the invention of the wheel,” he says. “We’re evaluating technologies, but we don’t want to reduce our workforce. The question is what our people will be doing as this evolves. I have 200 employees depending on me to figure that out.”

He sees AI as a transformation that will move faster and reach farther than past industrial shifts. For that reason, he has pivoted his own role away from daily operational tasks to focus on understanding and preparing for what’s ahead.

That work is still in the discovery phase, but it already extends into areas such as manufacturing, design and workflow efficiency. Gray notes that the company is evaluating AI-driven tools, particularly on the truss and production side, while also considering how those changes will affect its workforce.

Thousands turned out to celebrate W.B. Howland Company’s 100th anniversary, where moments such as a child enjoying ice cream echoed the family’s long tradition of making the store a gathering place as much as a business.

Protecting people while adapting systems fits with the company’s broader approach. For W.B. Howland, history and the past blend beautifully into daily operations and help inform how it will approach the future.

The pecan tree in the parking lot captures that idea in a way customers can see. It connects the original store, the current operation and the next generation in a single, visible symbol— rooted in the past, growing into what comes next.

Fletcher bears the responsibility with pride. “There are many things more important than money,” he says. “Continuing the Howland legacy is one of those.” n

THOUGHT LEADERSHIP

Whether guiding retailers on the market floor or working alongside them in-store, House-Hasson sales reps build strong relationships through a personal, customer-first, high-touch approach to service.

RECENTLY APPOINTED CEO JEFF LAND LOOKS TO REINFORCE WHAT HAS MADE HOUSE-HASSON STRONG WHILE CHARTING A PATH FOR FUTURE GROWTH GROUNDED IN THE COMPANY’S PERSONAL SERVICE.

BUILDING A STRONG

House-Hasson enters a new chapter with the appointment of Jeff Land as CEO, a move that brings a seasoned retail and sourcing leader into one of the channel’s longest-standing distributors. Founded in 1906, the Knoxville, Tennessee–based company has spent nearly 120 years focused on helping independent hardware stores and lumberyards grow, building a network that today spans thousands of dealers across the eastern United States and beyond.

Land steps into the role following a career that spans merchandising, product management and global sourcing, most recently serving as senior vice president at Northern Tool & Equipment, with previous leadership roles at Generac and Harbor Freight. His background reflects a blend of retail execution and supply chain discipline— experience that aligns with a distributor navigating growth, integration and evolving dealer expectations. That transition comes at a time when the independent channel continues to adapt to shifting customer

Jeff Land brings a background in merchandising, sourcing and retail operations to his new role as CEO of House-Hasson, where he is focused on strengthening dealer relationships and building on the company’s high-touch sales rep philosophy.

FOUNDATION

behavior, increased competition and rapid changes in technology. HouseHasson’s recent expansion, including its acquisition of Bostwick-Braun, has added scale and complexity, while reinforcing the company’s focus on dealer profitability and hands-on service.

In this conversation, Land discusses the role of people-first leadership, the continued importance of the company’s sales rep model and how HouseHasson can position itself as a growth partner for independent dealers.

Hardware Connection: What appealed to you about

the opportunity to lead House-Hasson?

Jeff Land: First, the 120-year history of being strong for independents. I believe independent hardware retailers are a strong part—the backbone—of what keeps their communities going. There’s an opportunity to build on that history and look at the tremendous growth opportunity with House-Hasson and its partners as well.

You’ve held senior leadership roles in merchandising, product and sourcing. How will those

Q&A: THOUGHT LEADERSHIP

experiences inform how you approach the role of CEO?

Most importantly, it’s about understanding the customer and delivering value. Those are the foundational things. The other side is working to lead through people and being customercentric. Layering those together allows me to create a foundation to build on what House-Hasson has done. My retail background helps build that retailer connection.

As you step into this role, what are the goals you plan to prioritize in the first 100 days, in the first year?

It’s simple and complex at the same time. To start, listen to the team and the customer—understand where they are and build a rallying point around reinforcing a strong foundation for growth. Beyond 100 days, build a strategic approach to grow in the market.

How would you describe your management and leadership philosophy, and how do you expect it to shape House-Hasson’s culture and performance?

It blends in very well. I am peoplefirst, whether it’s people at HouseHasson or our customers. We want to be customer-focused. Putting people first is essential. Being very strategic in how we grow. The AI revolution is

moving very fast, and we need to be a strong partner.

House-Hasson has built its reputation on a hands-on sales rep model with frequent in-store visits and close dealer relationships. How do you view that approach, and how do you plan to support it or help it evolve?

It starts with building a leadership approach. Our sales rep model is very hands-on with customers to find the right solutions. That’s our secret sauce. It’s what makes us special. My role is to build on that strength, make sure our teams have the best possible tools and make investments in strategic plans so sales reps can succeed with that personal touch.

You can’t replace the personal touch that sales reps provide. Technology will help lead better in the future, but relationships will always lead the way.

What trends influencing the

independent channel do you see as the most critical challenge, and why?

The environment is changing rapidly. It plays into the strengths of independent dealers. They are focused on serving in a unique and special way. Our role is to stay nimble as our dealers and markets evolve. House-Hasson is investing in technology as customer expectations continue to shift—changing how they interact with dealers. It’s

happening faster than ever, and our focus remains the same: putting the customer and community first.

What’s your perception of how Bostwick-Braun has been integrated into the company?

It’s early still. I’ve gone through a lot of integrations and acquisitions in my background. The integration of the Bostwick-Braun warehouses has come a long way, with a few residual challenges still in play. There will be more to talk about in the future as we progress, building on that legacy.

What role should HouseHasson play in strengthening the independent hardware network’s competitiveness, particularly in areas like technology, logistics and merchandising?

Our role, the most foundational part, is to grow and be profitable. Invest and strategically grow. Supply stores and partner to give them the ability to evolve. Logistics to make sure they’re at the

Putting people first remains central to Jeff Land’s approach, with House-Hasson’s team working together to deliver the service, support and reliability dealers count on.

forefront. Are we putting the customer first? Part of the strategic plan is investing in technology and supply chain.

What’s your bold prediction for where you see House-Hasson over the next two years and five years?

We look to grow the foundation. We want to be the essential growth partner in the marketplace.

What

advice has outgoing CEO Steve Henry shared?

He has been fantastic. It’s big shoes to fill after Steve and [former longtime company chairman] Don Hasson— remarkable leaders for so long. The first thing is to make sure you take care of people and customers. That’s the most foundational thing [Henry] shared, and he walked that every day. n

By Samantha Post

RETAILER2RETAILER

HOW A VENDING MACHINE BECAME OUR NEWEST LOCATION

I sort of bought a new store without telling my parents, who are my co-owners of T&M Hardware & Rental. Not because I was being sneaky, but because I believed we needed to

CUSTOMERS OF T&M HARDWARE & RENTAL IN THE PITTSBURGH AREA CAN NOW BUY HARDWARE, EMERGENCY REPAIR SUPPLIES AND MORE EVEN WHEN THE STORE IS CLOSED.

T&M Hardware chose to pilot the vending machine at this location due to its high visibility, strong foot traffic and easy walkup access along a busy main street.

reimagine how we do business as we look toward retail’s future.

Sitting there between pallets and racking was a new vending machine, bright and loaded with plumbing repair kits, pipe fittings, drain cleaners and batteries. I surprised my parents with it: “So . . . imagine this outside the store so customers still have access to things they need after hours.”

They stared at it in awe for a moment, their shock then quickly replaced by a spirit of collaboration. My dad started measuring the machine to make sure it would fit in the space outside, then pointed out that we should put a phone number on the side in case someone needed help using it. My mom started talking about adding graphics to make it stand out and catch people’s attention. It didn’t take long before long they were throwing out ideas about what we should put in it and how customers might use it. That moment summed up what this project has been about: blending our old-fashioned foundation with a bit more modern technology to serve our customers better.

Vending machines are everywhere now, and our entire business model is built around convenience. It made sense to ask whether that same technology could work for hardware and to question whether we could create a digital store that would help us boost our business instead of adding another physical location, which is traditionally how we’ve grown.

Stocked with a thoughtful mix of emergency repair items and everyday hardware, the machine reflects how T&M Hardware approached product selection for around-the-clock access.

EMERGENCY FIX TO EVERYDAY ACCESS

At first, I was focused on emergencies. Pipes burst, roofs leak and drains clog late at night and early in the morning. With more weather-related problems in our area last year, I found myself opening the store early, staying late or opening after hours so people could have access to supplies. I wanted to start by creating a solution to that problem.

Once we started mapping out what to put in the machine, it became obvious that we had the opportunity to do much more. Why limit it to emergencies? Why not give customers a way to “shop” our store during the 12 hours a day we’re

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closed—without having to place an online order and wait for us to return in the morning to pull it? Why not offer it as a version of self-checkout to that customer who needed only one thing during business hours anyway?

HIGH-TRAFFIC TEST SITE BUILT FOR AWARENESS

As we looked to introduce the machine to the community, we stocked it first with winter-critical items: heaters, salt, window insulation kits, SharkBite fittings, tubing cutters and pipe repair kits. Then we layered in everyday hardware that people realize they need at inconvenient times—drain cleaner, batteries, flashlights, paintbrushes, picture-hanging kits, tarps and roof repair supplies. We also added a few unexpected items like old-fashioned candy to pay homage to the vending machine.

That’s how the idea turned the machine into a true micro–hardware store.

We’re piloting the machine outside our Pittsburgh location because it’s on a busy main street corner. It’s well-lit, highly visible and easy to walk up to. That matters not just for safety, but for awareness given that this is a new concept for our industry. We trust that starting at this location will help the machine generate its own buzz, because customers will be talking and posting about it as they engage with it. They’ll bring

Mary Post, co-owner of T&M Hardware & Rental—and Samantha’s mother—offers creative input on adding eye-catching graphics to the machine to boost its visibility and community engagement.

friends to show it off to because it’s new and exciting, and we believe they’ll recommend it to a friend when they need a late-night fix, as T&M Hardware & Rental is easily accessible to most of Pittsburgh.

Our hope is to get proof of concept and work out the logistical issues before rolling machines out to our other five stores.

PRICING, PROCESS AND EARLY FEEDBACK

Our goal was to keep pricing the same as in the store (plus tax) so customers weren’t paying more, but we had to adjust our plan when we realized the machine’s card reader had a higher processing fee than our in-store readers. This forced us to charge a little

9TIPS FOR ADDING A HARDWARE VENDING MACHINE

Samantha Post spent months turning a simple idea into a fully functioning 24/7 micro-store outside T&M Hardware & Rental in Pittsburgh. Here, she shares nine tips based on what she has learned about selecting the right machine, choosing products and making a vending concept work in the real world.

1. The right machine matters. Standard snack machines won’t handle most hardware items. Look for a hybrid model that includes locker compartments so you can sell larger or boxed products.

2. Start with needs-based items. Emergency and seasonal products—pipe repair kits, batteries, flashlights, salt, heaters and roof repair supplies—give customers a clear reason to use the machine after hours.

3. Mix in core hardware. Once you’ve covered the essentials, add everyday items such as paintbrushes, drain cleaner, picture-hanging supplies and tarps so that customers can finish projects late at night. Choose which version of a product to stock carefully—best seller or premium—as

the machine can hold only one SKU of each.

4. Lean into existing systems. Make sure that you’re leveraging your existing systems to capture sales so you’re not creating a separate accounting headache.

5. Pick the location carefully. Place the machine in a well-lit, highvisibility area with existing security cameras whenever possible to make customers feel safe using it.

6. Promote your website. Use the machine to point customers to your online store for items not stocked in the unit, turning a vending sale into a broader shopping relationship.

7. Plan to restock. The machine can’t restock itself. Assign responsibility and use the built-in tracking tools to know what needs refilling.

8. Think like a micro-store. Treat the machine as a small retail location with its own assortment strategy to meet your customers’ needs, not just a novelty outside.

9. Be open to experimentation. The real value comes from testing what sells, adjusting the mix and letting customer behavior guide what goes inside.

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more for convenience. While that’s not ideal, consumers are used to it, so we don’t see it as a barrier when shoppers are standing in front of the machine and just want their problem solved. It gives customers the choice to pay for convenience or to wait until morning when the store reopens to save a few cents.

Operationally, the machine fits into systems we already set up for e-commerce. It isn’t automated like our online ordering, but we have an existing system that enables us to remove inventory out of the POS, without having to reinvent the wheel, when we sell product from the machine. The more challenging aspect of inventory was getting the products to fit in the slots and stand upright given that the machine wasn’t made for some of our items. It took time, but we were ultimately able to reconfigure them so customers could better see them while ensuring that they’d feed out without getting stuck.

What’s been most exciting is how our customers have already embraced the machine. To involve them in the process, we first teased the machine and then shared behind-the-scenes videos of us setting it up. The response has been very supportive. Customers have started contributing ideas for product suggestions, which is encouraging, indicating that they see the value in it. And my parents—the same two people I “surprised” in the warehouse—now

Seen at NRF Retail’s Big Show, nextgeneration vending machines reflect a growing retail trend, combining highvisibility displays with the ability to sell a wide range of products.

think about it the same way I do: It’s an opportunity to use technology to grow and evolve our business, as well as our relationship with customers.

That’s the real lesson here: This is more than a vending machine. It’s a new way for a hardware store to show up for its community—one locker, one fitting and one late-night emergency at a time. n

Samantha Post is a secondgeneration co-owner and marketing leader at T&M Hardware & Rental, where she helps guide growth, manage acquisitions (sometimes to the surprise of her co-owners) and lead marketing efforts for the family’s six Do it Best stores in Pennsylvania and Ohio. Find Samantha and T&M here .

UPCOMING EVENTS

MARK YOUR CALENDAR!

APRIL 2026

House-Hasson Dealer Advantage Virtual Market

April 27–May 10

National Home Performance Conference & Trade Show

April 13-16, Greater Columbus Convention Center, Columbus, Ohio

NextGen Leadership Conference

April 26-29, The Lodge at Whitefish Lake, Whitefish, Mont.

MAY

HDA Group Merchandising Conference

May 4-7, Embassy Suites Downtown

Atlanta at Centennial Olympic Park, Atlanta, Ga.

Orgill Summer Buying Event

May 4-18

JUNE spoga+gafa

June 22-24, Koelnmesse, Cologne, Germany

JULY

Independent Home Improvement Conference

July 29-30, J.W. Marriott Orlando Grande Lakes, Orlando, Fla.

AUGUST

Florida Hardware

August 14-15, Caribe Royale Resort and Convention, Orlando, Fla.

Garden Center Conference & Expo

August 18-20, Loews Vanderbilt Hotel, Nashville, Tenn.

House-Hasson Summer Dealer Market

August 6-8, Wilderness at the Smokies and Sevierville Convention Center, Sevierville, Tenn.

Orgill Fall Buying Event

August 3-16

SUPERZOO

August 12-14, Mandalay Bay, Las Vegas, Nev.

Above: Attendees enter the show floor at Orgill’s 2026 Dealer Market in Orlando, Fla., where the main aisle set the stage for three days of buying, meetings and education.

SEPTEMBER

Ace Hardware Fall 2026 Convention

September 22-24, Orange County Convention Center, Orlando, Fla.

Blish-Mize Fall Customer Buying Market

September 11-13, Overland Park Convention Center, Overland Park, Kan.

Bradley Caldwell Fall Show

September 15-17, Atlantic City, N.J.

Do it Best, True Value Fall Market

September 25-28, Indiana Convention Center, Indianapolis, Ind.

Horizon Distribution Inc. Tradeshow Expo

September 16-17, Yakima Convention Center, Yakima, Wash.

LMC Leadership Summit

September 15-17, Seattle, Wash.

OCTOBER

Equip Exposition

October 20-23, Kentucky Exposition Center, Louisville, Ky.

Hardlines Conference

October 20-21, Fairmont Château Laurier, Ottawa, Ontario

LMC Expo

October 28-30, Pennsylvania Convention Center, Philadelphia, Pa.

NOVEMBER

DIY Con

November 6-8, Fair Park Dallas, Dallas, Tex.

HDA Executive Planning Conference

November 10-12, The Westing La Paloma Resort & Spa, Tucson, Ariz.

ISSA Show North America

November 16-19, Mandalay Bay Convention Center, Las Vegas, Nev.

LBM Advantage Fall Planning Conference

November 9-11, Encore Boston Harbor, Boston, Mass.

REGISTER

FOR THE IHI CONFERENCE!

Registration is now open for the 2026 Independent Home Improvement Conference, July 29-30 at the JW Marriott Orlando Grande Lakes in Orlando, Fla. The event will bring together more than 700 independent retailers, vendors and industry partners for education sessions, networking and access to new products and solutions designed to support store growth and operations. To register, click here.

For a complete listing of calendar dates, click here.

STRAIT OF HORMUZ CRISIS COULD PUSH UP COSTS ACROSS SUPPLY CHAIN

The shipping disruption in the Strait of Hormuz has implications for the hardware supply chain because the waterway is a major chokepoint for oil, gas and petrochemical trade. The U.S. Energy Information Administration reports that the strait carried about 20 million barrels per day of oil in 2024, equal to about 20 percent of global petroleum liquids consumption, and Reuters and AP have reported that the current conflict has sharply disrupted traffic and driven fuel prices higher.

For hardware retailers, the most immediate effect is likely to come through transportation and operating costs. Reuters reported April 1 that the conflict has driven up factory input costs worldwide and distorted delivery times, while U.S. fuel exports hit a record in March as overseas buyers tried to replace disrupted Middle East supply. That points to pressure on diesel, ocean freight and domestic distribution costs even for products not sourced directly from the Gulf.

The second pressure point is plastics and petrochemicals. Reuters reported March 26 that the war has choked petrochemical flows and sent plastic prices to four-year highs, with the Middle East accounting for more than 40 percent of global polyethylene exports last

year. Polyethylene and polypropylene costs show up in packaging, buckets, storage items, plumbing components, lawn-and-garden products and many household goods, while petrochemical feedstocks also affect adhesives, caulks, sealants and coatings. Industry publication PCI Magazine reported that coatings makers are already seeing higher energy, feedstock and freight pressure tied to the conflict.

Metals are another risk area. Reuters reported that aluminum prices have climbed to four-year highs after Iranian strikes damaged major Gulf smelters and the Hormuz disruption curtailed exports. That does not mean every aluminum-handled tool or building product will jump overnight, but it raises the risk of higher costs for categories such as ladders, trim, screens, outdoor

products and other metal-intensive goods if the blockade continues.

There is also a garden-center angle. The Wall Street Journal reported that fertilizer exports from the Persian Gulf have fallen sharply, with the region accounting for 45 percent of globally traded sulfur and 35 percent of urea. That could eventually feed into higher prices or tighter availability for fertilizerrelated products sold by hardware and home improvement dealers.

The bottom line: Hardware dealers are unlikely to see one single “Hormuz shortage.” The bigger risk is a layered cost squeeze across fuel, freight, plastics, chemicals, metals and some lawn-and-garden inputs if the disruption persists.

NEW STORES, ACQUISITIONS

OHC Supply

• Mead Lumber has expanded its presence in Oklahoma with the acquisition of OHC Supply and Guthrie’s Ace Hardware in Guthrie, Okla., effective April 1, adding its second and third locations

in the state.

• Hardware Connection Century Club member Paschal Brothers Hardware & Lumber in Jacksonville, Fla., has been acquired by longtime vice president Corey Hunt and will operate under the name Hunt Lumber & Supply .

• Prentiss Ace Hardware , owned by Jason Cook , opened in Prentiss, Miss., on April 1 with a ribbon-cutting ceremony.

• Niemann Foods Inc. has acquired the three remaining Jerry’s Hardware locations in the Twin Cities area of Minnesota, rebranding the stores as Ace retailers.

• Mark Yamayoshi , owner of Patterson Ace Hardware in Patterson, Calif., and Newman Ace Hardware in Newman, Calif., has acquired the former Richland Ace Hardware in Ceres, Calif., and reopened it as Ceres Ace Hardware this March.

Pleasant Elder’s Ace Hardware

• Elder’s Ace Hardware has opened Mt. Pleasant Elder’s

Mt.

Ace Hardware in Mount Pleasant, S.C., with a grand opening celebration highlighting its completed buildout and expanded garden center.

• Cache Valley Ace Hardware opened in Logan, Utah, this March, with a grand opening celebration planned for May 1-3.

• Steward’s Ace Hardware will relocate and open a new store on East Main Street in Clinton, Conn., with an expected opening this fall.

• Twins Ace Hardware opened its new Crystal City location in Arlington, Va., with a grand opening planned for May 29-31.

• Ace Hardware of DeLand in DeLand, Fla., is planning to relocate to a new larger store, with an expected opening around early 2027.

KUDOS

Do it Best Supporting 3DE

• Do it Best supported 3DE ( Three-Dimensional Education ) by engaging students

at Northrup and South Side High Schools in Fort Wayne, Ind., through a real-world business case competition focused on problem solving and innovation.

Cashman’s Ace Hardware groundbreaking

• Cashman’s Ace Hardware in East Berlin, Pa., is marking its 80th anniversary with plans to expand in 2026.

• Bales Ace Hardware in Westmont, Ill., was honored by the town’s village board for more than 65 years of service to the community, with Stan Bales Sr. and Stan Bales Jr. receiving a proclamation and the key to the village.

• ECI Software Solutions , based in Westlake, Tex., has been named a 2026 Great Place to Work by Great Place to Work , marking its eighth consecutive year of recognition in the U.S.

• Annie Campbell Johnston , co-owner of M&M True Value Hardware , was recognized as the Crimson Connections Champion, a recognition for community support of heart health awareness, by Trinity

Health System in Wintersville, Ohio.

• B&B Lumber , based in Wichita, Kan., marked its 50th anniversary by commissioning a private barrel of Maker’s Mark bourbon to celebrate the milestone.

• Mike Atkinson , owner of Atkinson’s Ace Hardware in Fenton, Mich., was honored by the Fenton & Linden Regional Chamber of Commerce for his contributions to the community.

PEOPLE ON THE MOVE

• Nation’s Best has named Jacob Dzuibek store manager of Crafty Beaver Home Center ’s Lawrence location in the Chicago area; Brian Parker store manager of Hometown Building Center in Springtown, Tex.; and Rudy Galvan operations manager for East Texas Hardware/East Texas Lumber in Kilgore, Tex.

• The Gorman Group has named Ashlee Cribb chief executive officer, effective April 1, with a transition period alongside current

CEO Nick Arkle before she assumes full leadership on July 1.

• Belco Forest Products , based in Shelton, Wash., has named Brian Bunt director of sales and marketing.

• Jeske Hardware Distributors in Appleton, Wis., has named Ameet Kular national account manager, bringing more than 18 years of experience with National Hardware to the role.

• John Martin has joined Orgill as senior retail development manager–store planning. Also at Orgill, Taylor Rencher has been promoted to senior inventory planner II.

• 84 Lumber , based in Eighty Four, Pa., has promoted Dave Morgan to general counsel, effective immediately. He had served as deputy general counsel since joining the company in 2016.

• The Home Depot has named Dr. Franziska “Fran” Bell executive vice president and chief technology officer, effective April 6, to lead the company’s technology, data and AI strategy.

WHOLESALERS, MANUFACTURERS

• Trex Co. , based in Winchester, Va., has been named to Newsweek ’ s

Brian Bunt

Ameet Kular

Dave Morgan

2026 list of America’s Most Trustworthy Companies , ranking No. 2 in the construction category.

2026, in Paulding, Ohio. She co-owned Boundy True extensive experience with the product. So we recruited d-i-yers to solicit their feedback. Each used FrogTape on multiple surfaces windows, baseboards and corners, and everyone was amazed by the clean lines usually only possible with pros. No one had any instance of paint bleed or difficulty removing the tape even after it stayed in place for over a week. If you currently do not stock FrogTape, then bring in a few SKUs of their Pro Grade Painter’s Tape and Pro Grade Orange Painter’s Tape, which offers higher adhesion. ■ do

• Weyerhaeuser plans to open a new distribution center in Gallatin, Tenn., by late 2026—its first in the state—to expand service for LBM dealers across the Southeast.

• DuraTrac , of Anaheim, Calif., has recalled about 196,800 stainless steel gas connectors sold between May and November 2025 due to a manufacturing defect that can cause gas leaks and pose a fire hazard, according to the U.S. Consumer Product Safety Commission

• Duravent Group has received an investment from Bain Capital