ORDER PROCESS, PICKED & SHIPPED FROM TIME OF APPROVAL
Based in Kalamazoo, Michigan, Midwest Fastener is a family-owned hardware supplier that services customers all over the country, from Alaska to Hawaii. We have a long-standing reputation in the general and construction fastener aisle for being a knowledgeable, responsive, and trusted partner for your hardware needs. We accomplish this through a fully customer-focused approach by offering quality products and keeping commitments. Our national sales force is dedicated to servicing local hardware stores, lumberyards and more. Your Hardware. Our Business.
HEADQUARTERS
1025 East 54th St. Indianapolis, Indiana 317-275-9400 NHPA@YourNHPA.org YourNHPA.org
OUR MISSION
The North American Hardware and Paint Association (NHPA) helps independent home improvement, paint and decorating retailers, regardless of affiliations, become better and more profitable retailers.
NHPA BOARD OF DIRECTORS
CHAIRMAN OF THE BOARD
Ned Green, Weider’s Paint & Hardware, Rochester, New York
EXECUTIVE VICE CHAIRMAN
Joanne Lawrie, Annapolis Home Hardware Building Centre, Annapolis Royal, Nova Scotia
Jay Donnelly, Flanagan Paint & Supply, Ellisville, Missouri
Ash Ebbo, Clement’s Paint, Austin, Texas
Christian Herrick, Randy’s Do it Best Hardware, Jackson, Virginia
Michelle Meny, Meny’s True Value, Jasper, Indiana
Michael Sacks, FLC Holdings, LaGrange, Texas
SECRETARY-TREASURER
Bob Cutter, NHPA President and CEO
STATE & REGIONAL ASSOCIATIONS
MIDWEST HARDWARE ASSOCIATION
Jody Kohl, 201 Frontenac Ave., P.O. Box 8033 Stevens Point, WI 54481-8033 800-888-1817; Fax: 715-341-4080
NHPA CANADA
NHPA CANADA
Michael McLarney, +1 416-489-3396, mike@hardlines.ca 330 Bay Street, Suite 1400 Toronto, ON, Canada M5H 2S8
CIRCULATION, SUBSCRIPTION & LIST RENTAL INQUIRIES
CIRCULATION DIRECTOR
Richard Jarrett, 314-432-7511, Fax: 314-432-7665
COMING IN JUNE
Where People Meet Processes
In the June issue of Hardware Retailing, we will dive deep into the standard operating procedures (SOP) process, analyzing how one retailer develops, trains, disseminates and implements SOPs to keep everyone moving in the same direction with consistency and intent.
Hardware Retailing (ISSN0889-2989) is published monthly by the North American Hardware and Paint Association, 1025 East 54th St., Indianapolis, IN 46220. Subscription rates: Hardware Retailing (Payable in advance): U.S. & possessions $50/year. Canada $75/year. All other countries $110/year. Single copy $7. The Annual Report issue can be purchased for $30.
Periodical postage paid at Indianapolis, Indiana, and additional mailing offices.
POSTMASTER: Send address changes to Hardware Retailing, P.O. Box 16709, St. Louis, MO 63105-1209.
REPRINTS: For price quotations, contact the Editorial Department at editorial@YourNHPA.org. Printed in the U.S.
EXECUTIVE STAFF
PRESIDENT & CEO
Bob Cutter
CHIEF OPERATING OFFICER
Dan Tratensek
CHIEF FINANCIAL OFFICER & EXECUTIVE VICE PRESIDENT, BUSINESS SERVICES
David Gowan
VICE PRESIDENT OF CONTENT DEVELOPMENT & PUBLISHER
Scott Wright, swright@YourNHPA.org
CONTENT AND PRODUCTION
317-275-9400, editorial@YourNHPA.org
MANAGING EDITOR
Lindsey Thompson, lthompson@YourNHPA.org
MANAGER OF MARKETING & PARTNER RELATIONS
Austin Vance, avance@YourNHPA.org
NEWS & DIGITAL EDITOR
Jacob Musselman, jmusselman@YourNHPA.org
CONTENT DEVELOPMENT COORDINATOR
Annie Palmer, apalmer@YourNHPA.org
LEAD GRAPHIC DESIGNER
Autumn Ricketts
MARKETING & DESIGN SPECIALIST
Olivia Shroyer
PRODUCTION & DESIGN ASSISTANT
Samantha Mitchell
SALES & PRODUCTION ASSISTANT
Freda Creech
SALES
NATIONAL SALES MANAGER
Greg Cole gcole@YourNHPA.org | 317-775-2206
REGIONAL SALES DIRECTOR
Jordan Rice jrice@YourNHPA.org | 217-808-1641
ASSOCIATION PROGRAMS
800-772-4424, NHPA@YourNHPA.org
TRAINING MANAGER & EDITOR
Jesse Carleton, jcarleton@YourNHPA.org
MEMBERSHIP MANAGER
Renee Changnon, rchangnon@YourNHPA.org
OPERATIONS COORDINATOR—ADVANCED EDUCATION & TRAINING
Amy Hayes, ahayes@YourNHPA.org
22 COVER STORY
The Best of the Best
With incredible leadership skills, integrity and work ethic, the three 2025 Top Guns Awards honorees are prime examples of the best of the best in the independent channel. Meet each of the honorees and see the impact they are making in their operations and communities.
38 INDUSTRY EVENTS
Embracing
Creativity
Duncan Wardle, former head of innovation and creativity at Disney, will share tools to embrace creativity as a keynote speaker for the 2025 Independent Home Improvement Conference.
42 OPERATIONS
Third-Party Threats
Learn how small and medium-sized businesses can protect themselves from cyberthreats, including malware, ransomware and phishing attacks linked to third-party vendors.
TAKING CARE OF BUSINESS
40 HIRI
30 OPERATIONS
The A Team
When it comes to success as a leader, it takes a village, as one retailer has discovered twice in his career in the independent channel. Hear how he has built a bench of team members around him to ensure his operation succeeds in the future.
34 PROFILE
Fulfilled in Service
After serving eight years in the U.S. Marines Corp., this month’s Helmets to Home Improvement honoree Cassie Cirisan joined the independent home improvement channel and brought with her a desire to help customers.
Paint Sale Strategies
Gain key insights into shifting consumer preferences, contractor challenges and product trends that are helping retailers maximize sales in the paint and sundries category.
44 CATEGORY SPOTLIGHT
The Paint Advantage
Learn from one retailer who fosters relationships with paint and sundry vendors to improve customer experience and employee training.
The Best Just Got Better
New FrogTape Advanced™ Painter’s Tape
Introducing FrogTape Advanced™ Painter’s Tape – the best painter’s tape we’ve ever made. Edge-treated with exclusive PaintBlock® Technology, FrogTape Advanced is engineered with everything you love about FrogTape® Multi-Surface plus advanced performance in conformability and shred-resistance, giving you the confidence of professional results – when it matters most.
TAKING CARE OF BUSINESS
CONNECTIONS
Send Dan a Message dant@YourNHPA.org
Dan Tratensek
“Planning for contraction is critical, but taking charge of a growth plan for your business is the true way forward.”
FROM THE ASSOCIATION
Charting a Course for Growth
I’VE BEEN ON THE ROAD quite a bit over the past couple months, hopping from dealer market to dealer market and show to show. While this travel is no doubt exhausting, one thing that I find reinvigorating during these long trips is the interaction I get to have with so many progressive retailers.
Now, I don’t run a retail operation, I work for a trade association, but I always come away from these face-to-face interactions inspired about what I can do to run a better business, be a better leader or address whatever challenges the market may be throwing at us.
This was especially true during this last round of trips. Since the start of the year, the macroeconomic state of the world has been a bit unstable. We are coming off a period of high-inflation when housing is somewhat stagnant, and now the stock market is swinging like an unfettered pendulum and everyone is wondering what the real impact of the global trade war might be.
Even darkened by these growing economic shadows, I came away from so many of my interactions with retailers with a more positive perspective on the year ahead. Why? One common theme I kept hearing from the retailers I talked to revolved around taking destiny into their own hands. These retailers weren’t content with being tossed around by the whims of the market.
They would tell me about how they were overcoming stagnant growth in their core businesses by launching new endeavors, setting new categories or doubling down on marketing and merchandising programs.
When they saw growth stifled in the markets they were serving, they looked for opportunities to add stores in new markets. They were not content to just throw up their arms and say, “Whatever will be, will be.”
A little while ago, I wrote this column about the importance of having a “plan for contraction” for your business, and I still believe that is hugely important for long-term success. Having said that, you typically can’t contract your way to prosperity (a favorite line of our CFO here at NHPA).
Planning for contraction is critical, but taking charge of a growth plan for your business is the true way forward.
So often, we get caught up finding excuses for why we can’t grow (inflation, interest rates and tariffs, to name a few) that we fail to embrace the idea that the ability to grow is really in your own hands.
One retailer I recently chatted with said he constantly looks at his business like it is a tree in his garden. He prunes away the dead and dying leaves in order to give space and sunshine to the leaves that want to grow.
I thought this was a simple and lovely sentiment, and very apt for the times we are in. A constant evaluation of what is working in your business and what to prune away is an incredibly important practice for cultivating a healthy, expanding operation. So while all the headlines remind us of the threats around every corner, I encourage all of you to take your destiny into your own hands and chart a course for growth while pruning a hedge or two along the way.
Dan M. Tratensek Chief Operating Officer
With independent businesses so vital to communities across the nation, the PRO Hardware and FARM MART retail programs are designed to support true independents by providing the tools and resources you need to thrive. As a member, you will have access to a $7 billion national network of hardware, farm, and lawn and garden distributors and dedicated merchandising and marketing teams that create innovative programs and materials. The PRO Hardware and FARM MART programs are also fully customizable, allowing you to build the success of your business on the solid foundation of a nationally recognized brand while catering to the individual needs of your community.
Looking for one-on-one appointments with dozens of distributors in one location? Look no further than the EPC November 18-20 in Ponte Vedra Beach, FL. • Contact Michele Simes at michele.simes@hdaworks.com for details.
EDITORIALLY SPEAKING
CONNECTIONS Send Scott a Message swright@YourNHPA.org
Scott Wright
“Your competitive advantage as an independent is your ability to adapt and change better and faster than the competition.”
FROM THE PUBLISHER
A Changing Competitive Advantage
SOME OF MY FAVORITE QUOTES about business (and life) are related to the necessity for change. For independent home improvement and paint and decorating retailers, change is part of your DNA, whether it’s managing merchandising changes that come with each new season, keeping up with pricing changes from vendors or even changing suppliers, to name a few.
During the past five years, we have seen more change than perhaps at any other time in history. This brings me to the first quote on change from renowned naturalist, Charles Darwin: “It’s not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”
Traditionally, when asked what your primary competitive advantage is versus the big-box and chain competition, most independents would say it’s the personal service you provide to customers. But today’s concept of service and convenience can mean vastly different things, especially with younger customers and the proliferation of online shopping and delivery.
The same goes for product knowledge and project information. Today’s consumer is just a quick Google search (or Chat GPT inquiry) away from getting information they need for their projects, and AI will only continue to play a role in providing this information.
With service, convenience and helpfulness each in different states of evolution, Darwin’s quote has never been more relevant, suggesting that your competitive advantage as an independent is your ability to adapt and change better and faster than the competition.
One of the key concepts we teach students about managing change in our Retail Management Certification Program (RMCP) is an eight-step model developed by Harvard Business School professor John Kotter, which includes:
1. Create a sense of urgency. Ensure people are aware of the change.
2. Form a guiding coalition. Select employees to help drive the change process.
3. Build a vision. Create a vision for the future of the organization after the change.
4. Communicate the vision. Initiate communication about the change.
5. Remove barriers. Identify and remove obstacles to change.
6. Generate short-term wins. Provide employees with early successes to motivate them and create momentum.
7. Sustain change. Maintain enthusiasm and continue moving towards goals.
8. Incorporate change. Make the change part of your organization’s culture.
No matter how big or small, this model offers a process to guide you and your team through change. I’ve seen it work with our RMCP students, and we have used it internally when making significant changes to NHPA programs and services.
I’ll finish with my two favorite quotes on change. The first is from author Wayne Dyer, who said: “When you change the way you look at things, the things you look at change.” This suggests that if we expect different results, we need to be focused on changing our views on how we have always done things. Because, as my final quote from Albert Einstein suggests, “The definition of insanity is doing the same thing over and over again and expecting different results.”
Scott Wright Vice President of Content Development and Publisher
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TRAINING
A Firm Foundation
Set your employees on the right path with NHPA Foundations of Retail courses. Learn more at YourNHPA.org/foundations
Meet Jared
Jared Brown is a director with The Aubuchon Co. He has a degree in kinesiology and biomechanics from Miami University and came to Aubuchon in 2015 from the banking world. Jared grew up in Ohio and moved to Massachusetts in 2012, where he currently lives with his wife and daughter. At Aubuchon, he is involved in inventory planning and forecasting, margin management, retail pricing, process improvement and operations. Jared has been integral in streamlining and modernizing Aubuchon’s inventory management strategies after the company closed its distribution operations and transitioned to a supplier-based model.
Email jared.brown@aubuchon.com
LinkedIn Jared Brown
Building Benches and Finding Joy
Igrew up at Faith Bible Church outside Cincinnati and as my father, Mike Brown (not the Bengals coach), was on the trustee board, that meant for much of my young life I was also effectively an honorary member. From an early age, I learned there was always work that needed doing—setting up tables and chairs for events, replacing light fixtures, fixing toilets and so on. It just had to happen. It was often done outside regular hours and certainly wasn’t done with an audience. It needed to be done, so we did it. “If not you, then who?”
There’s a saying attributed to Mr. Rogers: “Look for the helpers.” It’s meant to bring comfort in times of crisis, but I’ve always thought it applies just as well to everyday life. The helpers are the people who show up on time, stay until the job is done and don’t ask, “What’s in it for me?” They’re the ones who don’t mind carrying a few extra folding chairs because they know it gets the work done faster. They also often take pride in a job well done. That’s the ethos I grew up with and it’s the foundation of how I think about teambuilding today.
In the hardware business, much like in a church basement, the work is never really done. There’s always something to be fixed, organized, built or improved. The strongest teams are the ones that don’t spend too much time asking, “Why me?” and instead focus on what needs to get done. Bench building isn’t about filling a pipeline with people who check the right boxes on a resume—it’s about developing a team that brings joy with them to work, not expecting to find joy when they show up.
That’s why when I think about hiring and developing talent, I don’t focus on titles or credentials. I look for the people who step in without waiting to be asked, who do the work without keeping score and who understand that sometimes success is measured not in promotions or accolades, but in how many folding chairs you can carry at a time.
The best teams aren’t built overnight and they aren’t built by focusing on immediate ROI. They’re built by showing up, doing the work and passing those values down to the next in line. And if you do it right, one day you’ll look around and realize that you’re surrounded by helpers—just like the ones who taught you.
Jared Brown Director The Aubuchon Co.
MAX COMFORT, MAX CONTROL
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RESOURCES
The Industry’s Marketplace
If you are interested in buying or selling an independent home improvement business, check out the NHPA Marketplace at YourNHPA.org/marketplace
Meet Deborah
Deborah and her husband are former second-generation retail store owners who know what it’s like to have to compete with big-box stores and online retail. During their time as store owners, they saw sales declining and were determined to do something about it. After remodeling the store and reengaging with customers through social media and community events, they began to see an increase in customer counts and sales. They use their experiences to help other retail business owners add value to their business now so they can harvest that value when they’re ready to sell. They are CEPA (Certified Exit Planning Advisor) certified through the Exit Planning Institute.
BUSINESS STRATEGY
Transitioning a Family Business
Every family-owned business faces a pivotal moment: the decision of whether to pass the torch to the next generation. According to the Exit Planning Institute’s 2023 National State of Owner Readiness Report, only 30% of small businesses transition to the next generation, and out of those, only 12% make it to the third. If you’re considering handing over the reins to a family member, it’s essential to approach this transition thoughtfully. Here are three critical questions to guide your decision-making process.
1. Are They Interested in Taking Over?
Never assume that a family member’s involvement in the business means they want to take over. Have an open conversation to understand their goals—both personal and professional. Do their aspirations align with the long-term vision for the business? A discrepancy in goals or values could lead to challenges down the road. Understanding their level of interest and commitment early on ensures you’re setting the stage for a successful transition.
2. Are They Qualified?
It’s natural to want a family member to step into a leadership role, but it’s crucial to assess their readiness objectively. Do they have the skills and experience necessary to lead? Are they respected by employees? Are they already in a management position that has prepared them for the responsibilities of ownership? These are tough questions but answering them honestly can help ensure the future success of your business. If gaps exist, consider mentoring or professional development opportunities to prepare them for the role.
3. What Are the Tax and Financial Implications?
Transferring ownership of a business to a family member isn’t just an emotional decision, it’s a financial one. Work with a trusted business accountant, attorney and/or financial advisor to explore tax implications and to structure the transition in a way that benefits both the current and future owner. Proper planning can save your family significant stress and financial burden.
Have the Hard Conversations
Transitioning a business within a family is never simple, but open and honest communication can make it much smoother. Sit down as a family to discuss whether the potential successor is genuinely interested, if they are qualified and ready for the responsibilities of ownership and the financial and tax considerations involved in the transfer.
Here are a few additional questions to consider when having hard conversations:
• Are you ready for them to take over? If so, what will your involvement be?
• How do other siblings feel about the transition? What are their expectations?
• How and when will the transition take place?
Passing the torch is a significant milestone, but with the right preparation it can also be a rewarding one—both for your family and the business you’ve worked so hard to build.
There are several questions you should ask to create your own succession plan. Learn more at hardwareretailing.com/success-plan
Meet Brian
Brian Young is a former third-generation retailer with over 25 years of experience. He sold his stake in his family’s hardware business to his brother, and now leads Laoch Consulting. During his tenure in the hardware operation, he focused on employee retention and engagement, increasing product mix and margin and driving store traffic through event-based and alternative marketing methods. As a consultant, Brian loves helping business owners navigate and elevate through the aspects of business that proved most challenging for him: people, profit and planning. He has a degree in finance and received the Young Retailer of the Year award from the North American Hardware and Paint Association in 2009 for his achievements in his family’s business.
CONNECT Email
brian@laochconsulting.com
LinkedIn Brian Young
Scan the QR code to get Brian’s “Success(ion) Plan” Checklist in Your Inbox.
OPERATIONS
Success(ion) Planning
Three years ago, I experienced a moment that left an indelible mark on me. I was sitting with my friend of over 20 years after he sold his business. He had poured his life into his hardware store for over 40 years, building it from the ground up. I asked him again, not really believing what I heard. He told me what his final number was and it put a pit in my stomach. He received pennies on the dollar. Not quarters, not dimes—pennies. The thought that he’d have to return to work instead of enjoying his retirement was heartbreaking. This experience was a stark reminder of how fragile the outcome can be when decades of blood, sweat and tears are reduced to a moment that hasn’t been planned for.
Succession planning is something none of us think about until it’s often too late. But, what if it can benefit us today and when we go to sell five, 10 or even 20 years down the road?
When Should It Happen?
Unfortunately, like Craig Wadeson shares on Page 30, most succession planning is usually started only after a trigger event. That is, some event that changes the ownership or leadership landscape and requires drastic steps. I call it the dreaded, “NOW!” phase (death, illness, injury, burn-out, divorce, etc.) This situation obviously leads to higher expenses and lower valuations due to its truncated timeline and desperate nature.
Succession planning involves three aspects: Identification and negotiation with the seller, legal preparation and the valuation of the business. It’s the final aspect that I’d like to focus on, the valuation of the business, since the purchase price is tied directly to the valuation of the business and this is something that we can have a direct impact on now. I call it the “Success(ion) Plan.”
Success(ion) Planning for Today
There are three immediate benefits that creating a “Success(ion) Plan” can have on your business. The first benefit is a more seamless transfer of roles and responsibilities. Since your roles, best practices and optimized processes are already established, the transfer is much simpler and clearer. Each team member knows exactly what seat they have to sit in.
Second, a “Success(ion) Plan” leads to an increase in your business’ current valuation. Buyers are willing to pay a higher multiple for businesses that have a “Success(ion) Plan.” One group of investors who I talked with look for profitable family-owned businesses to purchase at a market premium. They said they willingly pay a higher premium for businesses with optimized systems and operations already in place. They identify these simply by determining how much of the business can function without the owner’s presence necessary.
Basically, you can increase your business’ valuation (even if you don’t intend to sell now) by creating and implementing a rock-solid systems and operations process. Your goal is to create a business that doesn’t need you, which for those of us who feel the need to be there 24/7 can sting a little.
The third benefit is freedom. Implementing a “Success(ion) Plan” allows you more freedom to expand, invest and further optimize your business.
Don’t wait for a crisis to think about the future of your business. You can plan for the future and make your store better today by embracing a “Success(ion) Plan.” Start writing and implementing your own “Success(ion) Plan” today to build a more valuable company, gain more freedom and ensure that your years of hard work pay off handsomely.
Brian Young Small Business Consultant Laoch Consulting
THE BEST PAINT JOBS START WITH
INDEPENDENT INSIGHTS
OPERATIONS
Reaching the Next Gen
See how one retailer’s strategies have established relationships with the next generation of customers at hardwareretailing.com/next-generation
BROUGHT TO YOU BY
DIY Through the Decades
How Each Generation Approaches Purchasing
THE HOME IMPROVEMENT RESEARCH
INSTITUTE’S Generational Differences in Home Improvement Activity Study reveals insightful information on how homeowners of different generations approach home improvement and the preferences, influences and behaviors among homeowners in different generational groups.
The study identifies effective marketing strategies to engage different generations, analyzes how they allocate their budgets and examines preferences and behaviors across generations.
Take a closer look at some of the key stats from the study to help form your operation’s marketing to appeal to different generations.
Information Sources for Home Improvement Projects
During Research & Planning
Search Engine (Google, Bing, etc.)
Visiting Local Home Improvement Stores
Recommendations From Friends and Families
Advice From Professionals (Contractors, Interior Designers, etc.)
Top Macroeconomic Concerns Among
Source: Generational Differences in Home Improvement Activity Study, HIRI
The Smartest Investment You Can Make is in Your People.
Take your retail management skills to the next level with NHPA’s Retail Management Certification Program. Designed for owners, managers and high-potential employees, this college-level program blends leadership development, operational excellence and strategic decision-making to drive real business success. With a streamlined format and price, the industry’s premier management course is more accessible than ever.
How to Participate
Scan the QR code or visit the link below to apply. YourNHPA.org/rmcp
Cody Goeppner 317-275-9433 cgoeppner@YourNHPA.org
Scott Wright 317-441-4136 swright@YourNHPA.org
What Makes RMCP a Smart Investment?
Proven ROI
Graduates earn an average of 5X their tuition investment through their semester business improvement project.
Immediate Impact
Curriculum tackles today’s challenges, including pricing, inventory and change management.
Built for Retailer, by Retailers
Students learn from leading university instructors, industry expets and RMCP alumni.
Hands-On Learning & Expert Coaching
Gain practical skills through interactive workshops and one-on-one mentorship.
NEW PRODUCTS
Retailer Recommendations
Send a note to editorial@YourNHPA.org about products you can’t keep on the shelf. Include your name, your business name and why you love it.
Crayon Holder
The Wooden Lumber Crayon Holder from C.H. Hanson protects crayons from breaking and helps users utilize their full working length. This patent-pending holder has a knurled collar to secure the crayon, a lanyard for quick access and a built-in sharpener in the cap.
C.H. HANSON | chhanson.com
Flattop Griddle
The Gridiron 36 from Camp Chef is a 69-inch by 36-inch flattop griddle that can output as many as 48,000 BTUs. The griddle is made of cold-rolled steel, can be seasoned with 100% palm oil and weighs 134 pounds.
CAMP CHEF | campchef.com
Combination Wrench Set
The X-Frame Fractional Combination Wrench Set from SK Tools comes with seven different wrenches, each with a 1.6-degree arc swing for precision and power in tight spaces. The wrench set features a limited lifetime warranty and I-Beam handles that distribute force evenly.
SK TOOLS | sktools.com
Brushless Planer
The 18V Brushless Planer from Bosch Tools delivers 13,600 RPMs and can deliver cuts from 3⁄32 inch up to 3 ¼ inches. Blades can be changed without extra alignment. The brushless planer includes an improved dust management system and a uniform aluminum base plate. It also includes a five-year limited warranty.
ROBERT BOSCH TOOL CORP | boschtools.com
Photo courtesy of
C.H. Hanson
Weed Killer Spray
The FireHawk Bioherbicide Ready To Use Spray Mixture from Contact BioSolutions is a nontoxic weed control spray that takes effect in as little as three hours. This mixture is glyphosate-free, pet and environmentally friendly and readily biodegradable.
CONTACT BIOSOLUTIONS | contactbiosolutions.com.au
Cordless Vacuum
The RIDGID X4 18-Volt Cordless Wet/Dry Vacuum is a lightweight and portable vacuum accessorized with an expandable locking hose that allows for mobility and a multipurpose nozzle that cleans tight areas where debris collects.
RIDGID | ridgid.com
Bluetooth Meat Thermometer
The MEATER 2 Plus is a smart cooking tool able to withstand direct heat up to 1,000 degrees Fahrenheit. Its Bluetooth capabilities allow users to track the temperature of their meat and send alerts to its supported app to alert them when to remove meat from the heat. The probe is made of stainless steel and can be charged in 30 minutes.
APPTION LABS | meater.com
Robe Hook
The Modelle Robe Hook from House of Rohl is a brass hook that can be installed with one hole. It is available in polished chrome or nickel, matte black, satin nickel or unlacquered brass and features a limited lifetime warranty.
HOUSE OF ROHL | houseofrohl.com
Insulated Pitcher
The served Vacuum-Insulated Pitcher is a stainless steel, copper-lined pitcher that can hold two liters of liquid. This pitcher features a leak-proof BPA-free lid, welded handle and a smooth close slider lid that can keep liquids cold for over 12 hours and hot for over six hours.
Heated Adirondack Chair
The Muskoka Chair from WRMTH Corp. is a heated Adirondack chair. Heat radiates from the backrest, seat and both arms and can be controlled through a mobile application on iOS and Android. The chair can produce heat up to 111 degrees Fahrenheit and is available in several sizes and color combinations.
WRMTH CORP. | wrmth.ca
Recognizing Greatness
Don’t miss your chance to honor the Top Guns Awards honorees at the 2025 Independent Home Improvement Conference in July. Learn more at IHIConference.org
Celebrating Remarkable Leadership
Meet the 2025 NHPA Top Guns Award Honorees
In partnership with the National Hardware Show, the exclusive sponsor of the Top Guns Awards program and reception, the North American Hardware and Paint Association (NHPA) has chosen three exceptional retailers as Top Guns Awards honorees for 2025.
As you’ll see from the stories of these retailers—Jeff Grasty from Florida Paints, Ryan Ringer from Gold Beach Lumber Yard and Hervey Wright from Home Lumber and Supply Co.—they are not only distinguished leaders in their operations, but they are leading the channel and their communities.
Jeff Grasty
Ryan Ringer
Hervey Wright
EDUCATION THAT MOVES YOUR BUSINESS FORWARD
GRASTY JEFF
President | Florida Paints
“We didn’t get back in the business for the accolades; we missed interacting with our customers and friends in the industry. The Top Guns award is validation for the work we’ve put in. It took a lot of work, pain, suffering, agony and worrying to get where we are now, so to get recognized is a great honor and we’re super thankful.”
Far from a glamorous start, Jeff Grasty began his career in the independent home improvement industry as a van driver for Color Wheel Paint in Melbourne, Florida. Just a few months later, he and his wife moved back to Orlando, where Grasty took a job with a Color Wheel Paint store in that area. Orlando was also home to Color Wheel’s manufacturing plant, distribution operations and corporate office.
“I realized that it was a pretty cool business with manufacturing and a lab—so much activity from bringing in raw materials all the way to the end user,” Grasty says. “I moved my way up and basically held every position you can in the paint industry, except for manufacturing.”
Color Wheel Paint sold to Consorcio Comex in 2006, and Grasty stayed on with them for five years until the non-compete ran out and Grasty and three others—brothers Rick Strube and Don Strube Jr., whose family founded Color Wheel, and Mike Davis—started Florida Paints in 2012, which has boomed since then.
Grasty, who now serves as president, says the team did not intend to become a manufacturer when they started Florida Paints in 2012, but were approached by several former customers who were interested in that side of the business.
“Color Wheel had 50-plus years of history and people were familiar with the Strube family, so when they saw us come back into the market, it exploded,” Grasty says.
Florida Paints started with three locations in 2012 and opened a manufacturing plant in 2013. By the end of those first three years, retail stores had increased to 10 locations, and in 2016 Florida Paints acquired Scott Paint and its 17 locations on the west coast of Florida.
“At the time we were in central Florida with a few east coast locations, so it was a good fit for us to get coverage around the state quickly,” Grasty says. “Over those next two years, we had to consolidate stores and our manufacturing, basically taking two manufacturing plants and moving them into one. It was a pretty crazy two years of just integrating all those stores.”
During the COVID-19 pandemic, Grasty says the company grew another 40% and the current store count is up to 29 with another two or three stores being added in the coming months.
Through all the incredible growth, Florida Paints has maintained what makes it special. Grasty says the company focuses on three main areas: maintaining a family atmosphere, living out a legacy and making products Florida customers want and need.
“We believe in putting employees, team members and their families first,” Grasty says.
“Being family-owned, that family-first mentality was instilled in us from the very beginning.”
Even though Florida Paints is just over a decade old, it has over 50 years of manufacturing and selling paint behind it thanks to the legacy of Color Wheel and the Stube family’s continued involvement in Florida Paints.
“We’ve learned that our legacy gives us a distinct advantage from somebody trying to get into the paint manufacturing business for the first time,” Grasty says. “We knew the mistakes we had made and we knew the good things we had done, so it allowed us to have a great start to this company and make it the best it could be.”
With a Servant’s Heart
As president of Florida Paints and a leader in the company, Grasty strives to lead with a servant heart, founded in the company’s core values, named F.O.R.C.E. for faith, ownership, respect, communication and excellence.
“My title may say I’m president, but I work for the 200 employees we have. My job is to be a servant to them and make their jobs easier by doing what I can for them,” Grasty says. “As leaders, we have to make decisions and point the company in different directions, but then it’s really up to us to get out of the way and do what we can that allows our employees to make it happen.”
Because the company’s core values are integral to everything Florida Paints does, Grasty references them anytime he coaches, leads, counsels or corrects.
“If you reference one or multiple of our values, it’s pretty clear on what we did right or what we did wrong,” Grasty says. “Everything we do falls into one or multiple ones of those buckets.”
When it comes to inspiring and motivating his team, Grasty turns to the core value of communication.
“I believe that uncertainty can lead to paralysis. If we communicate well to our employees and customers about what’s going on good and bad in the company, it takes that fear out of it,” Grasty says.
Communication is also crucial during good times to provide motivation and share accolades. Florida Paints has a community page where employees can give shoutouts to their peers.
“If we communicate well, we can motivate people and also eliminate the paralysis that comes with people having fear around the unknown,” Grasty says. “We’re not perfect at it and the bigger we get, the more difficult it will be, but everything goes back to our values.”
As the company looks to the future, developing leaders who also embody Florida Paints’ values is crucial to continuing success. Grasty says the leadership team wears a lot of different hats, which requires them to empower their people to get tasks accomplished.
“It’s a natural process with a company of our size that people have to step up and do tasks that may be a little out of their normal scope of work,” Grasty says. “But I think we do a good job of coaching and counseling people.”
Growth as a Leader
As Grasty reflects on those leaders who have built into him, he appreciates the influence of the Stube family.
“I started with them as a van driver and worked my way up, and they have mentored me for 30 years,” Grasty says. “Even in the role I’m in now as president, I interact with them every day. I’ve been blessed to be associated with them and their family, and I am grateful for the opportunities they have given me.”
When it comes to growth as a leader in his career, along with relying on others, Grasty has focused on personal growth and learning how to be more empathetic and vulnerable as a leader.
“I’ve learned a lot about what it is to be a good human being. I didn’t have a lot of those qualities of being empathetic or being vulnerable, but as I’ve stepped into my faith and learned about myself, it’s allowed me to relate better to others,” Grasty says. “That journey of self-improvement has spilled over into my role at Florida Paints, and I think has helped me be a better leader.”
Grasty says he is encouraged to be named a Top Guns honoree, as it recognizes the hard work his team has put in to achieve the growth and success they have had in the last 13 years.
“We didn’t get back in the business for the accolades; we missed interacting with our customers and friends in the industry,” Grasty says. “But the Top Guns award is validation for the work we’ve put in. It took a lot of work, pain, suffering, agony and worrying to get where we are now, so to get recognized is a great honor and we’re super thankful.”
RINGER RYAN
President | Gold Beach Lumber Yard
“I haven’t done it by myself. Getting the right people in the right seat has been fun, and it’s been exciting to watch them grow; I’m very proud of my team. This award is a tribute to all of them.”
With three generations behind him, Gold Beach Lumber Yard president Ryan Ringer had some large shoes to fill stepping into leadership at the company. Ringer started his journey in the family business at an early age, sweeping floors after getting off the school bus. After college, he explored other career opportunities for a few years but ultimately decided that Gold Beach was where he wanted to be.
“My father had experienced a high percentage of growth and was at a point where he needed to take on another expansion at our single store operation,” Ringer says. “We made an agreement that I would come back to Gold Beach and work on the operation side and he would work on the facility projects to help grow the business.”
The partnership has proved successful, with Gold Beach Lumber Yard now operating stores in nine locations in Western Oregon. Founded in 1959 by Ringer’s great-grandparents Clarence and Pearl Ringer, the company has grown through four generations, growing to new locations and expanding services.
The first major changes Ringer, alongside his father, made to Gold Beach Lumber Yard resulted in sales increases of 186% over four years. After he orchestrated the opening of a second location in 2008, a major recession hit the area. Instead of pulling back, Gold Beach Lumber Yard invested in a new advertising campaign and expansion into other product categories and business rebounded. In 2014, he opened a third location in Port Orford, Oregon, with six more locations opening in the last decade. In 2015, Ringer was named an NHPA Young Retailer of the Year.
Through all the growth, Ringer says the company has committed to retain a small business culture and welcoming environment.
“When you walk in our doors, we want the place to be alive, whether that’s music playing or people laughing,” Ringer says. “We try to create an environment that someone wants to enjoy.”
Even though he’s in a leadership role, Ringer admits he doesn’t always feel like a leader.
“I don’t wake up in the morning and say, ‘How am I going to lead better?’ but everything I’ve done as a leader has been taking advantage of the opportunities in front of me,” Ringer says.
Ringer says he and his team have worked on finding and putting the right people in the right positions, and they have added several key experienced team members in the last three years. Instead of being reactionary to growth, Ringer says his team recently has been seeking out growth opportunities.
“You show up, you work hard, you try to make all good decisions, but when you have an idea
or project that is struggling to get going, you need to be quick to pivot,” Ringer says. “I think that is the luxury of being a small business, you can make choices quickly.”
Once they get the right people in the right roles, the Gold Beach Lumber Yard company culture and core values permeate everything the team does. Ringer says they focus on helping customers solve their problems and treating others like they would want to be treated.
“Everyone who walks through our doors has a problem. We don’t know what their problem is, but we are going to do our best to make sure that when they leave, they have a solution,” Ringer says. “The solution might not be us. It might be a competitor, it might be something online, it might be something in another town. But our job is to try and solve their problem because if we went to someone with a problem, we would want that solved.”
Building future leaders who embody the company’s culture and core values starts with empowering the regional and store managers, Ringer says. Managers are given the freedom to make decisions in their stores that they feel will be most beneficial to the operation.
“We have a conversation with each store manager and that we trust them with our family’s assets, but we’ve put them in that position because we believe in them and their decision-making capabilities,” Ringer says. “We are not going to put someone in that position if they don’t have the values of the organization at heart.”
Following Strong Leaders
There have been a number of people who have influenced Ringer in the independent home improvement channel. One of those early leaders was Art Freedman, a Margin Master software expert. Ringer says Freedman has been influential in his thought process about retail pricing strategy and attributes the company’s growth to the two days he spent with Freedman early in his career. Freedman’s teachings helped shape Ringer’s approach to the company’s profitability.
“Freedman had a saying, ‘Making money is not illegal,’ and we have taken that to heart and gone to market with good products and excellent service at a fair price,” Ringer says. “With that strategy and executing on the products and service pieces, we’ve been able to see margin enhancement, which has helped us grow at a fast but responsible pace.”
Other leaders Ringer looks up to include fellow retailers he’s met through a NHPA roundtable he participates in. Made up of independent home improvement retailers from every co-op and of all sizes, the roundtable group has allowed Ringer to share ideas, opportunities and challenges with like-minded colleagues.
“These are very high performing people with extensive industry experience and successful companies,” Ringer says. “I’ve been able to borrow ideas from them, which is invaluable. Every time we get together, we’re having masters’ level business classes and we’re able to get real information in a very timely manner to pivot our company left or right or enhance our company.”
As a Top Guns honoree, Ringer diverts the attention away from himself and onto his team he’s worked with for over 20 years. Ringer says he’s grateful to come in every day to work and meet with great people to collaborate and make decisions.
“I haven’t done it by myself. Getting the right people in the right seat has been fun, and it’s been exciting to watch them grow; I’m very proud of my team,” Ringer says. “This award is a tribute to all of them.”
Ringer also appreciates all his parents have poured into him to help him succeed in this career.
“They passed the torch to me, and the opportunity I’ve had to grow the company comes from the excellent foundation they built,” Ringer says. “When they drafted the sale of the business to me, the payment terms they gave me were geared towards allowing me to continually grow. I was not financially strapped down until I could pay them off. So this award also goes to my parents.”
WRIGHT HERVEY
President | Home Lumber and Supply Co.
“It’s a great honor to be recognized for how far we’ve come along. It’s been a trial by fire, but everybody’s risen to the challenge. This award is an acknowledgment of all of our hard work trying to keep growing and being successful as a company.”
Taking an unusual path into the independent channel, Hervey Wright was working for a cardiology clinic as a healthcare administrator before joining the hardware industry. He was interviewing at a few rural Kansas hospitals, including a hospital in Ashland, Kansas. That interview process included visits to local businesses, and Home Lumber and Supply Co. was one of those stops. There he met John Humphreys.
When Wright didn’t receive the position at the hospital he was in town interviewing for, Humphreys—who was impressed with Wright from that one visit—reached out offering him a job in hardware and lumber.
“My wife and I really liked the town of Ashland, and I have always enjoyed the industry even though I was never really directly involved in it,” Wright says. “When this opportunity came, I jumped on it and have not looked back. In a twist of irony, my wife now heads that hospital and does a better job than I probably would have.”
Going from health care to hardware might seem like a stretch, but Wright says it was the welcoming atmosphere and closeness of the staff he witnessed during that store visit that convinced him.
“The manager meetings felt more like a family reunion. It felt like people really cared and wanted to be there for the long haul,” Wright says. “That’s what really drew me in; that’s something you don’t see in organizations as often anymore.”
Wright joined Home Lumber and Supply Co. as a sales manager and after a year, he became a general manager. He still holds the title of general manager and oversees the day-to-day operations of the company, but also serves as president of the board.
“I was glad I didn’t just jump right in as president because it gave me the opportunity to really get to know the company better and get to know all the managers and the people in the stores better,” Wright says. “It was a good transition period for me.”
Leading With Trust
As a leader, Wright focuses on two main areas: trust and candor.
“You have to be able to trust your people are going to do what they’re supposed to do and have the best interests of the company at heart,” Wright says. “You’ve hired them, so you know they have the ability to do it; don’t micromanage them.”
The candor piece ties into the trust piece, Wright says. He shares the company’s profit and loss statements with all employees because he wants them to know where the company’s
heading. He says he continually considers whether a decision will hinder the trust he’s built and if it’s the right decision for the whole.
As Wright is making decisions as a leader, he’s also including the company’s core values—integrity, innovation, communication and a winning team mindset—to do whatever it takes to be successful.
“At the end of the day, I want to make sure that I’m looking out for everybody’s best interests when I make these decisions and building that trust,” Wright says. “I may have the title of president, but that’s one role of the many that make our company successful, and we all work together. It’s a pretty simple playbook—we trust our people to do the right thing and then we try to make the best decisions that help everybody.”
That trust Wright has in his employees shows up in the ways he empowers them to be leaders. He is grateful to have people trust him at a younger age to take on leadership roles and tries to do the same for those around him by identifying those individuals who have a passion for leadership and then mentoring them and giving them the training to be successful.
One of the stores recently suffered damage from a fire. Without being prompted or asked, a manager from a nearby store drafted a proposal for a plan to get that store operational.
“There are a lot of really capable people out there, you just have to trust them and give them an opportunity to prove themselves and rise to the occasion,” Wright says. “Empowering our people in this way has also been helpful for recruitment as they can see the success others have had.”
Wright also encourages innovation throughout the company. The company has been around since 1905, but Wright says he doesn’t want to become complacent and fall into the habit of doing things a certain way just because that’s how they’ve always been done. He wants innovation to drive efficiencies that benefit the employees and the operation.
“We’re really trying to embrace technology as it becomes available to our industry so we can create better ways for employees to work, so they don’t have to work so hard,” Wright says. “I want to figure out a way to be more efficient so that we can give them more time to be with their families or do what they want to do besides just be at our stores or lumberyards.”
Finding Inspiration
Wright says he is grateful for so many in this industry who have inspired him as a leader.
“From the leaders I have had the fortune to hear speak at the Independent Hardware Conference to the speakers I heard going through the NHPA Retail Management Certification Program, they have all changed how I lead in my organization,” Wright says. “One of the neat aspects of this industry is obviously we’re competing in different areas, but we’re also a collective group of independents
who are willing to share how things are done and learn from each other.”
Wright also looks up to historical figures like Dwight D. Eisenhower and Abraham Lincoln, along with his father, who was in leadership at a college, and mother, who both have been big supporters. He also appreciates the encouragement and day-to-day support he has received over the years from his team, especially as a younger and inexperienced employee.
When it comes to being named a Top Guns honoree, looking at previous honorees, including his predecessor Humphreys who was a Top Guns honoree in 2009, Wright says he doesn’t quite feel deserving of it yet.
“I’d look at it more as a team win and loop it back to my whole team. Everybody else in this company makes me look good, so I am accepting on behalf of our whole company,” Wright says. “It’s a great honor to be recognized for how far we’ve come along. It’s been a trial by fire, but everybody’s risen to the challenge. This award is an acknowledgment of all of our hard work trying to keep growing and being successful as a company.”
INDUSTRY AWARDS
Leading by Example
Turn to Page 22 to see how this year’s Top Guns Awards honorees have surrounded themselves with a team of high-caliber leaders who have contributed to their success.
BUILDING
YOUR BENCH
Putting a Team in Place to Ensure Current and Future Success
BY LINDSEY THOMPSON
From political leaders to CEOs, sports to the military, leaders come in all shapes and sizes, but the one attribute most have in common is a strong group of people supporting them. Having a solid team around them not only allows leaders to succeed in the short term, but ensures they will see success in the future. Just like the best teams have deep benches of players who can step in and get the job done, as a leader, bringing people into your fold who you can count on is key to your success. Craig Wadeson, owner of Wadeson Home Center in Warwick, New York, learned this lesson twice over—first when he took over the business from his parents Bill and Marilyn and more recently when he suffered a debilitating injury that required him to step away from the business for a period of time.
Lesson No. 1
Craig’s great-grandfather Howard Quakenbush opened the store in 1931, and his parents bought the store in 1978. That year, an eager 9-year-old Craig began spending time at the store with his parents, helping out where he could. Over the next several decades, Bill took the steps to bring Craig along as part of his bench well before he planned to leave the company to Craig. Bill created a solid business foundation for Craig to build on, then let him guide the business toward new growth after Craig bought the business in 2021.
Dream Work
Wadeson Home Center owner
Craig Wadeson has learned valuable lessons on surrounding yourself with the right team.
When the COVID-19 pandemic hit, Bill took a step back to protect his health and started the process of officially handing the business off to Craig.
“Up to this point, my father was doing all the ordering and advertising, but during COVID, I started doing the ordering,” Craig says. “That was the point it became obvious it was time for me to take over and the decision was made that the business would come to me. We were doing incredible business during that time, and my dad wanted to be sure the business would carry on successfully.”
Craig says he surrounded himself with people who had different strengths to help him during the transition, including his attorney wife and accountant godfather, both of whom helped ensure a seamless process.
Craig’s wife, Jeanine Garritano Wadeson, is a successful attorney and justice for the Village of Warwick and provided legal advice. His godfather, Michael Vernieri, supplied financial and accounting insights.
After the transition of ownership from Bill to Craig, most of the employees stayed to work for Craig, including the Schork family. The mother, Carol, served as the store’s bookkeeper for years until her daughter Kristin took over those duties. The father, Andy, was a store associate who recently retired in January, and their other daughter Missy serves as a long-time store manager, working seven days a week with a dedication Craig says he hasn’t seen in years.
“The Schork family has made the transition very smooth. The trust has always been there and continues to be there; I mean, they have keys to the store, I trust them so much,” Craig says. “The Schork family are some of the hardest working people I know; they always get the job done and never complain. They are rock solid, and we wouldn’t do what we do without them.”
While the transition of ownership went smoothly for the Wadesons, Craig highly recommends talking through a plan well before you think you need to have a plan.
Teamwork,
Choosing the Right Leaders
IN MY TRAVELS, I interact with many business owners and leaders. The common thread in those conversations over the past several years has been the lack of available managers. Supervisory roles have become increasingly difficult to fill from either existing employee bases or external candidate pools. Worse yet, companies are more often than not promoting or hiring individuals into managerial roles who just aren’t ready for the job.
As with most business functions, the keys to bringing competence and confidence to your managerial positions start with being proactive and intentional.
Hiring for Potential
First, you need to strategize about hiring for future potential instead of just filling roles. Look for qualities you want in managers. Interview to find out which candidates are hungry to learn and have a growth mindset. Figure out if the candidate enjoys serving others. Hire quality and character over immediate needs. You need to fill roles, but you should also be mining for qualities that may predict the likelihood someone can step into a leadership role in the future.
Job Rotation
Second, the step into a supervisory role from the front lines is significant. It adds a layer of communication, accountability and relationship complexities. It requires one to step away from the very set of tasks of which
Dr. Rob Mathews Assistant Teaching Professor of Management and Leadership Executive Director of Entrepreneurship Center, Entrepreneurial Leadership Institute Ball State University
they’ve been affirmed. Managers must have a more holistic view of the business. They need to see how the business works from many angles. They need to see how the pieces fit together and how one unit’s decisions, behaviors and performance affect their peers and the entity as a whole. Most companies fail miserably at this, but the best in the world excel at it. Disney rotates its park and resort cast members often between units and roles. They even rotate within units on a single day to keep things fresh. You have to be willing to endure some short-term pain for long-term gain.
Coaching
Finally, it is imperative the leaders in your organization learn how to coach your people. Have your leaders explain the why behind their decisions. Involve your people in decisions and strategy sessions. Let them sit in on meetings. Develop job shadowing and apprenticeship programs. Enroll them in training programs like the North American Hardware and Paint Association’s Retail Management Certification Program and Foundations of Retail Program. The key is intentionally investing in people to best prepare them for their future roles. Don’t just see them as someone who stocks the plumbing aisle and helps customers; invest in them as leaders.
Building a bench starts with proactive and intentional activities and practices that empower and prepare your team for the day that their name is called.
Dr. Rob Mathews specializes in how to build highly effective teams. His teaching style combines theory of human capital development mixed with practical knowledge that comes from previously owning a home center and growing up in his family’s chain of hardware and grocery stores. At Ball State, Mathews teaches a wide range of entrepreneurship courses, including business planning, decision-making, management ethics and finance. Mathews was part owner of San Marco Realty Inc., a retail home improvement business and real estate company, where he led a complete remodel that resulted in a more than 200% increase in revenue. Mathews was also owner and managing member of 67 Realty LLC, a retail home center and property management company, where he managed all strategic activities of the business.
“Everyone I brought in around me was able to proactively communicate with each other to work toward the best possible outcome, but I would also advise connecting with others who have worked in the home improvement industry or who have experience with succession planning,” Wadeson says. “I also encourage new owners to rely on their co-op team to help with business planning, as having an experienced team on your side can help you make better decisions.”
Prior to taking over Wadeson Home Center from his father, Craig owned and then sold a store in Greenwood Lake to be able to focus on the store in Warwick. Craig agreed to stay on at that store for two weeks to share his insights and knowledge, as the new owner had no experience in the industry or retail.
“I tried to help him and his manager but they decided that I didn’t know what I was doing and didn’t want the help,” Craig says. “Unfortunately they failed, and it’s because they didn’t build a bench at all. They didn’t have any advisors, tap into any of my knowledge, never talked to their rep or attended any markets or industry events.”
Lesson No. 2
In September 2024, Craig suffered a concussion, which required him to take time away from the business and has led to more discussions between Craig and Jeanine
about the future. Those are conversations Craig knows will be crucial for the success of the operation.
Four generations ago, when Craig’s great-grandfather unexpectedly passed away, there was no formal succession plan in place, which caused such an upheaval that it almost led to the demise of the business. Bill learned from that situation, and Craig is determined not to allow it to happen again.
“I’m trying not to repeat history and stay on top of what’s next for us,” Craig says. “Even if you’re just having those conversations at home, everyone should be planning for the future.”
Craig’s setbacks from the concussion re-emphasized the importance of having a strong bench of people he could rely on to keep the business going. There are several jobs—such as driving the delivery truck—that only Craig handles, but not being fully available has made him realize he needs to make adjustments to ensure all tasks are covered, even if he can’t be physically present.
“I was supposed to be on 100% shutdown, but it’s been nearly impossible,” Craig says. “Thankfully my team has been able to pick up the slack for most of the tasks I take care of on a daily basis. And while it has not been a pleasant experience, it’s brought to mind different things we need to be thinking through and will hopefully set us up for even more success in the future.”
PROUD TO SERVE
Cassie Cirisan Finds Fulfillment in the
Independent Channel
BY LINDSEY THOMPSON
The Few, The Proud, The Marines. Taking it as more than just a tagline for this branch of the U.S. military, Cassie Cirisan lived out this slogan during her time serving in the U.S. Marine Corps from 1990 to 1998. As one of a small percentage of women who have served in the Marines, Cassie embraced the challenge.
“I was raised in a military family, but because I was a female, the Marines was not the first choice they had for me,” Cassie says. “In high school, I remember reading that Marine Corps basic training was one of the hardest things an American woman could do, so I wanted that challenge.”
During her time in the Marine Corps, Cassie’s occupational specialty was aviation ordnance, where she worked on and loaded the weapons systems on aircraft. She began working on fighter jets and later transitioned to helicopters.
As a part of the Marines, Cassie says she appreciated the opportunities she had to travel and the experiences she was able to engage in.
“One of my favorite experiences about serving was getting to see and do so many things your average person doesn’t even have the chance to do,” Cassie says. “I’ve gone hiking in the Hawaiian mountains, toured the Australian outback and flown over Atlanta hanging by a rope to name a few things.”
ASSOCIATION
Honored to Serve
Learn more about the Helmets to Home Improvement program and meet the other honorees at YourNHPA.org/veterans.
PAYING TRIBUTE
While there is no way to repay the sacrifices made by veterans of the armed forces, the North American Hardware and Paint Association (NHPA) recognizes that not only have these individuals made a lasting impact on their country, but they are also a prominent and positive influence within the home improvement industry.
To honor the ongoing impact military veterans make throughout the home improvement industry, NHPA launched the Helmets to Home Improvement recognition program, with the National Hardware Show (NHS) as the program’s official founding sponsor and venue partner.
We need your help honoring these amazing men and women. Please visit YourNHPA.org/veterans to nominate a Helmets to Home Improvement honoree.
Cassie Cirisan served as a Marines’ spokesperson for Toys for Tots and took part in a promotional photoshoot with her daughter Aubrey.
Well-Deserved Recognition
Help us honor those who have served our country and our channel. Visit YourNHPA.org/veterans to nominate a veteran from your business to be recognized.
Craving Hands-On Work
After all of the adventures she experienced in the Marines, Cassie knew her next job would need to be dynamic to keep her attention, so she turned to her local hardware store.
“When I got out of the Marines, I knew sitting still was not for me, so I went to work in purchasing for my local True Value,” she says. “I am a very hands-on person and like to tinker and fix all sorts of projects. The hardware store provided me the opportunity to experience something new every day and use my hands.”
Cassie started working at Hopp’s Lumber and Supply in Mayville, Michigan, in 2002. In 2015, she moved over to become the store manager at Frankenmuth True Value in Frankenmuth, Michigan.
Cassie Cirisan loved being a role model to her daughter Aubrey. She is proud of her time in the Marines and still takes part in veterans’ events in her area.
Frankenmuth True Value is the sister store to Vassar True Value in Vassar, Michigan, which is celebrating 45 years in business this year.
“The owner of Frankenmuth True Value, Adam Barden, brought me in as assistant manager while we were literally building up the store in July, and had enough faith in me that when we opened the doors in August, he promoted me to manager,” Cassie says. “I am proud to say that in just 10 years, we have become a community fixture and the local go-to destination for paint and hardware.”
Just like she developed and grew relationships in the Marines, Cassie says her favorite part of working in the independent channel is building relationships with her regular customers and anyone who comes into the store.
“I love knowing the majority of my customers by name, and I can keep track
of what projects they are working on and encourage them,” Cassie says.
Along with lifelong experiences, her time in the Marines gave Cassie skills and lessons that she has utilized in her roles in the independent home improvement channel, including work ethic and tenacity.
“Serving in the Marines taught me how to get things done with whatever is at hand,” Cassie says. “Being an independent hardware store, we don’t have the corporate cookie cutter format, so we can be creative in our solutions.”
Because of their dedication, Cassie believes that military veterans are a good fit for the channel.
“I think veterans are ideal for this type of work,” she says. “We can be pointed in a direction and will do our best to complete any task.”
MAGIC Creating
WBY LINDSEY THOMPSON
ith 30 years working at the most magical place on Earth, Duncan Wardle knows a thing or two about innovation and creativity and will be sharing those insights with attendees of the 2025 Independent Home Improvement Conference, hosted by the North American Hardware and Paint Association (NHPA) and The Hardware Conference.
Former Disney Exec to Keynote 2025 Independent Home Improvement Conference
During his keynote—Innovating Customer Experience—Wardle will use real world examples to share innovation tools developed from his experience with thousands of global Fortune 500 companies and 30 years of experience with the Walt Disney Company.
world, delivering a series
At Disney, Wardle helped teams at Disney Parks, Lucasfilm, Marvel, Pixar, Imagineering and Animation to innovate, creating magical new storylines and amazing experiences for consumers around the globe. He now brings his Disney experience to audiences around the world, delivering a series of keynotes, master
Duncan Wardle Keynote Speaker
classes and ideation forums that help people capture unlikely connections, leading to both disruptive thinking and revolutionary ideas. He is a multiple TEDx speaker and frequent contributor to Fast Company, Harvard Business Review and Forbes, and he teaches innovation and creativity master classes at Yale University and Harvard University.
Attendees will learn how to harness creativity to turn a product-centric culture into a consumer-centric one, create a sustainable culture of innovation and creativity throughout their organizations and lead every employee to think creatively. Wardle will also share how to leverage high-tech to enable high-touch, deliver record guest satisfaction and address the biggest consumer pain points. Wardle sat down with and
Hardware Retailing shared more on his
INDEPENDENT HOME IMPROVEMENT CONFERENCE and takeaways from
passion for creativity and takeaways from his time at Disney.
Hardware Retailing (HR): Where did your passion for creativity and innovation begin?
Duncan Wardle (DW): It’s been from a young age. I found an art book the other day from when I was probably seven or eight, and I had drawn all the Disney characters. I used to love playing with Lego bricks; I loved that you could make whatever you wanted with Lego. I still see animals in the clouds—at some point, we look up and we can only see clouds, and I was thinking that’s terribly sad. Everyone is born creative, but we don’t all embrace it.
HR: What are some simple ways people can tap into their creativity in their everyday and professional lives?
DW: It always amazes me that so many people identify as not creative. I define creativity as the ability to have an idea, and we all have hundreds of ideas every single day. I think people confuse creativity with innovation, which I define as the ability to get an idea done. That’s kind of the hard part. I think the No. 1 biggest barrier for most people is they don’t give themselves time to think. Then the moment they give themselves time to think—they step in the shower, they go for a walk—suddenly there’s that epiphany of a big idea. Because we go past the same stimulus day in, day out, our brain physically shuts down—no fresh stimulus in equals no new ideas out. Becoming more creative can be as simple as taking a different commute, listening to a different radio station or going for a walk.
HR: What were some of your favorite parts of working at Disney?
DW: The mad stuff. I created a Super Bowl halftime show in 2000 with Christina Aguilera, Enrique Iglesias, Phil Collins and Toni Braxton; that was fun.
I got to build an Olympic-size swimming pool from the train station all the way to the castle at Disneyland for Michael Phelps to swim down. I sent my son’s Buzz Lightyear into space, and he became the world’s longest astronaut in space, spending 18 months in space before settling at the Smithsonian National Air and Space Museum. I got to work with five U.S. presidents and
host the Super Bowl MVP every year at a Disney parade. What I liked about Disney was that the impossible could be possible. I call it impossible or I’m possible; the only difference is the apostrophe.
HR: Since Disney, how have you continued to spread your message of innovation and creativity?
DW: In 2017, I received the bronze Cricket from Disney, which they give you to thank you for 30 years of magical service. I knew I was ready to do something else but wasn’t quite sure what I wanted to do. Having worked for the world’s most creative company for 30 years, I knew I didn’t want to work for someone else. Someone invited me to do a talk, so I did that, which led to another talk and then branched out from there. About 50% of my work now is giving speeches, 30% is training people and 20% is taking on a real challenge and actually helping them brainstorm against a real particular challenge. I love the workshops, because you get a group of people who think they are not creative and can’t innovate. And you just see the smile on their face halfway through the day when they realize they can do it.
HR: What will attendees take away from your keynote at the Independent Home Improvement Conference?
DW: We make creativity too difficult because we overthink everything and experience analysis paralysis. So I created a tool kit that takes innovation and makes it accessible to normal hardworking, busy people and makes creativity tangible for people who are uncomfortable with ambiguity. My tool kit makes the process fun, giving people tools that are enjoyable to use, because I’m a great believer that if people enjoy using them they actually use them. In my keynotes, I certainly hope I can inspire and motivate people, but what people really want is a couple of tools to take away that they can use.
My keynote is specifically designed to appeal to all three learning styles—auditory, kinesthetic and visual learners. Yes, I will be talking for the auditory learners but there will also be lots of exercises for the kinesthetic learners and all my presentations are hand drawn for my visual learners.
Register Today
Save your spot and register for the 2025 Independent Home Improvement Conference at IHIConference.org. We can’t wait to see you there!
OPERATIONS
Add-On Selling
HIRI shares three ways to improve cross-purchases of paint and sundries in your operation at hardwareretailing.com/cross-purchases
MAXIMIZING SALES
OPPORTUNITIES
3 STRATEGIES FOR PAINT AND SUNDRIES
Provided by the Home Improvement Research Institute
Understanding consumer behaviors and purchasing patterns is crucial for retailers navigating trends in paint and sundries. Research from the Home Improvement Research Institute (HIRI) offers valuable insights into how homeowners and contractors make decisions regarding painting projects and their evolving purchase drivers.
DIY vs. DIFM: Shifting Preferences
A key trend is the growing demand for aesthetic upgrades, particularly interior and exterior painting.
HIRI’s 2025 Recent Home Buyer and Seller Study found that 61% of homebuyers conducted interior painting after purchasing a home and 25% tackled exterior painting, highlighting painting as a “quick win.”
HIRI’s 2024 Home Services Study found 50% of homeowners intend to take on aesthetic maintenance projects, like painting. In the second half of 2024, more homeowners hired painting contractors, with 17% doing so in Q3 and 12% in Q4.
Homeowners Hiring Paint Contractors in 2nd Half of 2024
12%
About HIRI
The Home Improvement Research Institute (HIRI) is the only nonprofit organization primarily dedicated to home improvement research. The organization empowers its members with exclusive, ongoing home improvement data and information for making better business decisions. Members are the home improvement industry’s leading manufacturers, retailers and allied organizations. Learn more at hiri.org
Supporting Contractors
Contractors face challenges like homeowner indecision and payment delays, according to HIRI’s 2024 Quarterly Contractor Project Activity Tracker
With half of contractors purchasing paint and supplies quarterly, retailers can support pros by ensuring consistent access to key products, flexible payment terms and solutions for cash flow challenges. This can help build stronger relationships and boost sales.
Product Mix and Branding
HIRI’s Pro Attitudes of Good-Better-Best Product Offerings research highlights two key opportunities for retailers because contractors prioritize availability and ease of installation. Retailers should differentiate pro-grade products from DIY options, focusing on clear messaging and brand loyalty. Position the “better” tier as affordable quality, while the “best” tier targets professionals seeking premium products.
Evolving Channel Preferences
In-store purchases remain dominant but showed some signs of possible seasonality in 2024. HIRI’s Q4-2024
Quarterly Homeowner Project Activity Tracker revealed that 82% of homeowners bought paint in-store during Q2, while only 72% did in Q4. Contractors maintain a 60/40 split between in-store and online purchasing. Retailers should provide an omnichannel experience, catering to both in-person and online shopping preferences. Additionally, HIRI’s Retail Selector Study found that pros are more likely to switch brands than channels when a product is unavailable.
of contractors purchasing in-store vs online
Strategic Opportunities for Retailers
1. Diversify product offerings. Provide a range of products to meet DIY and pro customer needs.
2. Support contractors. Offer flexible payment terms, loyalty programs and products to streamline purchasing.
3. Stay relevant across channels. Strengthen digital and in-store experiences to accommodate evolving shopping preferences.
Making Strategic Adjustments for Success
If you’re not yet a HIRI member, consider joining for enterprise-wide access to $1M+ annually in home improvement research. Learn more at HIRI.org/pricing. With membership, you get access to quarterly U.S. Size of Market Reports and HIRI’s Bi-Annual Product Purchase Tracking Study. This comprehensive research covers a variety of items,
including garage floor coatings; interior paint; interior wood cleaners and strippers; spackling, sandpaper and steel wool; paintbrushes, rollers, pans, pads, paint sprayers and power rollers; paint scrapers and putty knives; primer; and interior stains. For additional insights, make plans to attend HIRI’s 2025 Home Improvement Insights Summit, October 22-23, in Chicago, which is open to non-members and members alike.
Learn more and register at hirisummit.com.
Homeowners Who Purchased Paint In-Store in 2024
RESOURCES
Centralizing Security
Read more insights from RH-ISAC on how you can make cybersecurity a core part of your business strategy at hardwareretailing.com/cybersecurity-strategy OPERATIONS
SAFEGUARD YOUR BUSINESS
What SMBs Need to Know About Third-Party Risks
BY LUKE VANDER LINDEN, VP OF MEMBERSHIP & MARKETING, RETAIL & HOSPITALITY ISAC
UNFORTUNATELY, it’s not unusual for big-name companies to make the news as victims of cyberattacks. But small- and medium-sized businesses (SMBs) are at risk too, though they may not get their fair share of time in the spotlight.
Nearly 60% of small businesses say cybersecurity threats—such as malware, ransomware and phishing—are a top concern. The same survey from the U.S. Chamber of Commerce revealed that 27% of small businesses say they are one cyberincident away from being forced to shut down their entire business. Even if your business is small, the stakes are still high when it comes to cyberattacks. Here’s what to look for on the threat horizon.
Why SMBs Are Uniquely Vulnerable to Cyberattacks
Smaller businesses don’t mean smaller threats. Actually, in many ways, SMBs can be at greater risk of cybersecurity threats than their larger, household-name counterparts who may have more resources to dedicate to cybersecurity efforts.
One common means of attack that proves just as successful for SMBs as it does for large-scale enterprises is third-party vendor attacks, where cybercriminals manipulate a business’s third-party connections with suppliers, vendors and other service providers to bypass traditional security measures. For bad actors, third-party cyberattacks are like a nefarious BOGO; by compromising just one vendor, they can potentially infect hundreds of connected businesses to cause maximum damage with minimal effort.
3 Ways Cybercriminals Target SMBs via Third-Party Vendors
There are many ways bad actors can take advantage of an SMB’s third-party connections to launch cyberattacks. In particular, watch out for these three: malware, ransomware and phishing.
1. Malware
Malware describes any malicious software created to infiltrate, damage or exploit systems. It’s common for cyberattackers to go after SMBs by compromising one of their third-party vendor’s software.
For example, consider the many different types of software your business relies on for daily operations, such as inventory management tools, supply chain systems and payment processing apps. By exploiting known security vulnerabilities, cybercriminals can attack one of your software provider’s systems and infect it with malware. Often, they opt to inject the malicious code into legitimate software updates.
This way, when your software provider sends out a routine update, they are also unknowingly sending out malware to dozens or even hundreds of SMBs.
Once installed on your system, the malware effectively opens the door to hackers, allowing them to steal your company’s data, gain unauthorized access to financial accounts or otherwise disrupt operations.
2. Ransomware
Ransomware is a specific type of malware where bad actors lock a business’s systems or encrypt data then demand payment in exchange for restoration.
According to a recent survey about ransomware attacks, ransomware attacks are becoming more
difficult to recover from. Compared to last year’s survey, 136% more organizations were forced to pay a ransom to recover their data—and SMBs continue to be a prominent target with 56% of ransomware attacks targeting small businesses with fewer than 50 employees.
Hackers launch ransomware attacks by compromising vendor software—but there are other ways they take advantage of a business’s third-party connections to inflict damage.
For example, if hackers compromise a vendor’s email system, they can pose as the vendor to send SMBs seemingly legitimate documents, such as invoices or contracts. Embedded with ransomware, these volatile documents activate upon opening, automatically encrypting an SMB’s files, locking their systems and demanding payments to restore order and system operations.
3. Phishing
Posing as a known vendor or other trusted source is a common tactic for cyberattackers to deploy ransomware attacks. But this attack method, called phishing, doesn’t start and end with duping employees into downloading infected files. Bad actors can also pose as vendors to steal sensitive data, initiate fraudulent payments or gain unauthorized access to business systems.
For example, a cybercriminal can call or email an SMB, impersonating their trusted vendor and tricking an employee into making payments or providing sensitive data, such as login credentials. It may seem simple, but these attacks are startlingly effective, as AI and deepfake technology make it easy for bad actors to pose as vendors with uncanny accuracy.
How SMBs Can Protect Themselves from Cyberattacks
In the wake of a cyberattack, businesses can face operational downtime, financial loss, a damaged reputation and even legal consequences if customer data is compromised. But while the repercussions can be frightening, there are manageable, practical steps you can take to fortify your cyberdefenses.
• Conduct security assessments:
Regularly evaluate both your business’ and your vendors’ cybersecurity postures by running penetration tests, auditing third-party access and verifying vendor compliance with industry security standards.
• Establish strong password policies:
Enable multi-factor authentication (MFA) across all vendor portals and business accounts. Conduct training to educate all team members on good password hygiene and implement a password manager for secure storage.
• Prepare disaster recovery plans:
Create a comprehensive strategy to respond to cyberincidents, including steps to restore operations, secure offline data backups and minimize damage.
ABOUT RH-ISAC
The Retail & Hospitality Information Sharing and Analysis Center is a cybersecurity-focused nonprofit helping retailers, hotels, restaurants and other consumer-facing businesses share threat intelligence and strengthen their defenses.
Cyberattackers are intelligent, agile and constantly adapting their strategies to find new ways to circumvent businesses’ defenses. That’s why the best cyberdefense for SMBs is a community approach.
By collaborating with other retail SMBs through organizations like RH-ISAC, you can exchange best practices, share cyber intelligence and connect with industry peers to benchmark against each other and build better security for everyone. RH-ISAC’s new LinkSECURE Program offers a membership for small- to mid-size businesses to help those with limited resources mature their cybersecurity operations. The new program connects every participant with a dedicated success manager who evaluates their cybersecurity posture and guides them through critical security controls and safeguards. Most SMBs may not be household names, but they’re increasingly grabbing the attention of cybercriminals. To protect your business from malware, ransomware, phishing and other cyberattacks, the best defense is taking a community-centered approach that finds strength in numbers.
SPONSORED BY
3 BEST PRACTICES FOR MERCHANDISING AND CUSTOMER SATISFACTION IN THE PAINT AND SUNDRIES CATEGORY
BY JACOB MUSSELMAN
By maximizing space, optimizing merchandising and fostering strong supplier relationships in the paint and sundries category, stores can better serve a diverse customer base, from DIYers to contractors. Dan’s Ace Hardware has multiple
locations throughout eastern Idaho. At its location in Rexburg, Idaho, store director Ben Rowden has spent six years refining the store’s paint and sundry offerings to meet the needs of DIYers and local property managers.
CATEGORY SPOTLIGHT
ASSOCIATION
Advanced Paint Sales Training Now Available
Learn how to differentiate your paint business and educate your employees about coatings, applicators and customer service at hardwareretailing.com/advance-paint-sales
1. Maximize Your Space
While DIYers make up the majority of the store’s customer base, a significant number of property managers also rely on the store for paint and sundries. Many of these professionals purchase small quantities of paint regularly to keep rental properties in top condition and often need quick, reliable access to familiar colors and brands.
“When property managers come in, they’re looking for efficiency. They know what they need and don’t have time to browse,” Rowden says. “DIYers often need more guidance, whether it’s help choosing a color or advice on the right type of paint for their project.”
When Rowden joined the store in 2019, the paint and sundries section was significantly smaller, limiting the store’s ability to meet growing demand. Sales trends made it clear that expansion was necessary, and Rowden took the steps to meet the needs for DIYers and pros.
Originally, the store had just 12 feet of space dedicated to paint and eight feet for sundries. Today, the store has expanded to offer 30 feet of paint, 16 feet of sundries and an additional 16 feet solely for paint chips—a key feature in helping customers visualize their options before making a purchase.
Having a good-better-best selection drove growth in this category, because it allowed customers to choose products based on their budget and project needs.
Dan’s Ace Hardware has 10,000 square feet of floor space, and for the paint category, Rowden says he’s been able to maximize his shelf and floor space.
“I couldn’t give more space to this category if I wanted to,” he says. “We expanded our paint chip selection, which took a bit of space from other categories, but it was well worth it.”
Even with limited space, Rowden says he’s been able to create a better product selection to attract all types of customers.
“We don’t have the luxury of an unlimited footprint, so every product we carry has to serve a purpose,” he says. “We’ve curated our product selection to appeal to DIYers and contractors and have not stocked too many products.”
BYK-Gardner, a worldwide manufacturer and distributor of quality and process control instruments, stands at the forefront of color, appearance and physical property testing technology. With a focus on innovation, we develop cutting-edge instruments, software and services that address the complex challenges faced by industries reliant on precise color management and quality control. BYK-Gardner provides hardware and software solutions that deliver precision results while maximizing profitability.
For more information, email christopher.ivins@altana.com or visit paintpos.com by scanning the QR code below.
By expanding his paint chip selection, Ben Rowden from Dan’s Ace Hardware has shown his customers the diverse options of colors the store can mix.
SPONSORED BY
2. Use Strategic Merchandising and Make Planogram Adjustments
Before his hardware retail career, Rowden studied graphic design—an experience that has influenced his approach to merchandising.
“I’ve always been a detail-oriented person,” he says. “It’s helped me at the store because I’m able to use trial and error to find what fits nicely on our shelves and pegboards. We follow some planograms, but we also find what fits the best in our space.”
Rather than adhering to manufacturer planograms, Rowden adjusts layouts to improve functionality.
Paint is placed on lower shelves for easier lifting, while frequently used items like paintbrushes and rollers are positioned at eye level for better visibility.
Rowden also pays close attention to product adjacencies and stocking complementary items next to one another to encourage add-on purchases.
The adjustments Rowden made has helped streamline the shopping experience and make product selection easier for customers.
Mastering Merchandising Tactics
NHPA’s Foundations of Merchandising Management: Tactics for Store Operations is designed for owners, managers and any level of retail employee who wants to learn more about how effective merchandising strategies can increase sales and profits. Students first learn how visual merchandising can positively impact salesfloor productivity. Next, the curriculum goes in depth to help students understand the purpose and proper use of the various types of promotional spaces, along with the importance of properly maintaining those displays. The course ends with a discussion of strategies for implementing resets and remodels and merchandising maintenance. To enroll, visit YourNHPA.org/foundations/enroll
SPONSORED BY
Philosophy of Merchandising
The course starts by teaching the purpose, scope and functions of merchandising in a home improvement retailing environment and how effective merchandising creates a shopping environment that motivates customers to shop more efficiently and buy more merchandise.
Promotional Space Management
This module teaches best practices retailers can apply to their store’s promotional space that will generate impulse purchases, increase the average transaction amount, improve the appearance of the shopping environment and deliver a favorable price image.
Visual Merchandising Standards
This module teaches students how visual merchandising best practices positively impact the productivity of inventory and retail floor space by generating increased sales and gross profit dollars while providing a complete shopping experience for the customer.
Resets and Remodels
It’s important for retailers to continually refresh and revitalize the merchandising aspects of the business to stay relevant and current. This module will teach students strategies for implementing regular resets and remodels that will directly impact a store's visual appeal.
Dan’s Ace Hardware has an extensive selection of art-related paint products to appeal to a wider audience.
3. Foster Strong Relationships
Managing a successful paint department isn’t just about selecting the right products—it’s also about ensuring that employees have the knowledge and confidence to assist customers effectively.
When Dan’s Ace Hardware switched to a new paint manufacturer, the transition was carefully planned to limit problems. Employees started with manufacturer training videos before receiving in-store training. The representative also provided ongoing product support, helping staff troubleshoot issues and refine their understanding of the products, enhancing the customer experience.
“When we make brand changes, there is always a rep who we can reach out to, and they work closely with us to support the transition,” Rowden says. “With our paint brand change, we were never left in the dark. If I need anything, I can call my rep, and they’ll train me on it or help me fix any issues. The placement and timing of the switch were all planned out to make the best possible impression on our city.”
Being the first store in Rexburg to offer this particular paint line and brand came with both opportunities and challenges. While the market had several other paint retailers, Rowden saw an opening to bring in a new option that wasn’t previously available.
“There are four or five other paint shops in town that all carry similar product lines,” Rowden says. “When we made the switch, we were the only ones carrying this brand for a few months.”
Later, another business 30 miles away attempted to expand into the area but was unable to sustain operations due to location challenges. Despite being what some retailers would consider a competitor, Rowden says his store helped the other store by sharing materials when needed, and sending business to them, reinforcing a cooperative rather than competitive approach.
“Not many businesses are willing to work with each other, but we believe that all of our small businesses are great businesses, and we’re all helping our community,” he says. “If I don’t have something a customer needs, I’ll send them to another store. That’s how we do things here.”
Having paint and sundries merchandised together helps customers of Dan's Ace Hardware quickly find what they need and boosts add-on sales.
Painting
Buy a Store | Sell Your Business | Post a Job, Get a Business Valuation | Find a Lender and More
BUSINESS FOR SALE
Northwest Farm & Home Supply Co.
Location: Lemmon, SD
Gross Revenue: $3.21 million
The main building is a total 27,213 sq. ft. of retail and warehouse space on 4 acres. The main bldg. was constructed in 1994 with additions constructed in 2002 and 2004.
Single story with 22’ clear height in 11,459 sq. ft. of lumber warehouse, three grade level doors and two dock height doors.
BUSINESS FOR SALE
Hoosick True Value
Location: Hoosick Falls, NY
Gross Revenue: $1.26 million
Price: $1.875 million
This opportunity offers a turnkey sale of a general hardware business located in northeastern Rensselaer Co., New York. The business serves five towns and southwestern Bennington Co., Vermont, and 25 miles east of Troy, New York.
SEEKING BUSINESSES
The Aubuchon Company
For our next acquisition, we are looking for:
• Single-store and multi-store hardware operations
• Located in northeast and southeast United States
• Store size of 5,000-30,000 ft 2
• At least $3 million in average store sales
SEEKING BUSINESSES
BUSINESS FOR SALE
Home Improvement Supply Store
Location: Missouri
Gross Revenue: $1.04 million
This historic home improvement and hardware store is a staple of its community and operates from its headquarters in the Kansas City Metropolitan Area of Missouri. The Company is a long-standing retailer and installer of consumer and commercial improvement products.
BUSINESS FOR SALE
Albrights Hardware & Garden Center
Location: Allentown, PA
Gross Revenue: $1.9 million
Price: $800,000
Albrights Hardware is an established hardware store with strong neighborhood ties and has been a Lehigh Valley staple for over 50 years. The current owners have owned the store since 1992. Albrights serves its loyal customer base by providing quality products and exceptional customer service.
SEEKING BUSINESSES
Bolster Hardware
We are looking for:
• Geography agnostic
• With or without real estate
• Store revenues of $1.5M+
• We prefer to honor the family name and heritage in the local community by not changing the name
• We prefer to keep all employees as part of the acquisition
JOB LISTING
The Helpful Hardware Company
We are looking for:
• Single-store units in the southeast and multi-store groups with 3+ units nationwide
• Store size of 5,000 ft2-35,000 ft2
• Supplier agnostic
• Store revenue: $1.75M+
BUSINESS FOR SALE
Central Vermont Paint, Flooring and Decorating Business
Location: Vermont
Gross Revenue: $2.82 million
Price: $1.1 million
Full-service decorating store providing flooring, paint, window treatments, kitchen/bathroom remodeling, cabinetry product offerings, design assistance, specialized service, and professional installation.
BUSINESS FOR SALE
Private Business
Location: Alabama
Gross Revenue: $2.21 million
Price: $649,000
BUSINESS FOR SALE
Private Business
Location: Pennsylvania
Gross Revenue: $1.6 million
SEEKING BUSINESSES
Gold Beach Lumber Yard
We are looking for:
• Single-store and multi-store hardware operations
• Located in the Pacific Northwest
• Store size of 5,000 ft2-30,000 ft2
Randall Lumber & Hardware, Inc.
Position: Hardware, Ranch and Feed Department Manager
• Annual Salary: $48,000-$55,000
• Bachelor’s Degree or 5 years of experience in similar role preferred
• Strong leadership skills and creative thinking are a bonus
RESOURCES
News to You
Subscribe to our daily newsletters at hardwareretailing.com/subscribe for the latest news, trends and more.
INDUSTRY EVENTS
Retailers Navigate a Busy Spring Market Season
INDEPENDENT RETAILERS and their wholesale partners kept a packed schedule in March, gathering at major industry events across the country. These spring gatherings offered a unique blend of inspiration, education and strategy, giving retailers the tools they need to succeed in an ever-changing and fast-moving market. Retailers walked show floors filled with innovative products, festive seasonal
displays and hands-on demonstrations. Educational sessions covered everything from retail technology to merchandising trends to navigating rising tariffs. These events also served as a hub for networking, with countless opportunities for retailers to share ideas, discover new vendor partnerships and connect with industry peers. Read the full recaps at hardwareretailing.com/industry-news
ACE HARDWARE SPRING CONVENTION San
Antonio, Texas
Over 11,200 attendees were greeted with twinkling holiday lights, festive trees and jolly holiday music at the Ace Hardware Spring Convention, which emphasized buying for the holiday season. Ace retailers also received updates on supply chain improvements, marketing and merchandising.
“Last year, we celebrated a century of serving our communities, building relationships and proving that independent retailers can not only survive, but thrive. This is a testament to your grit, determination and passion, qualities that bring Ace Hardware’s vision to life to be the best, most helpful hardware store. This is just the first chapter; let’s make the next one even bolder and brighter.”
—Steve
Burggraf, Ace Hardware chairman of the board
NATIONAL HARDWARE SHOW Las Vegas,
Nevada
Over three days, the National Hardware Show hosted over 20,000 visitors and around 2,800 exhibitors from across the globe. The show featured a redesigned show floor and tailored learning sessions, including discussions on remodeling trends and retail technology. The event celebrated the industry through awards like the Retailers’ Choice Awards and provided dedicated spaces for networking and education for independent retailers.
“I think overall the content this year was excellent. The difference this year is we brought the conference onto the show floor, giving attendees easy access to all the great programming we offered covering a variety of topics.”
—Joelle
Cohn, NHS VIP attendee manager
BLISH-MIZE SPRING BUYING MARKET Overland Park, Kansas
The Blish-Mize Spring Buying Market provided customers with innovative new products, programs and pricing from vendors to help prepare for the tariffs that took effect in April. The spring buying market also introduced Blish-Mize customers to New Media Retailer, an online program that offers e-commerce capable websites to retailers at an affordable price.
“Our customers and vendors love being part of what we do. We know our customers personally, and we know what they need to help them grow their business with their customers.”
—Jonathan Mize, Blish-Mize chairman and CEO
DO IT BEST AND TRUE VALUE SPRING MARKET Orlando, Florida
Hosting nearly 11,000 attendees, the combined spring market welcomed Do it Best members and True Value retailers, coming together under the theme of Bigger. Stronger. Faster. for product discovery, educational sessions, networking opportunities and answers to what’s next for both companies.
“This market was about momentum and taking everything we’ve built—our partnerships, innovations and commitment to growth—and using it to fuel the future.”
—Dan Starr, Do it Best and True Value CEO
TURN FINANCIAL DATA INTO
Competitive Advantage
For more than a century, independent retailers have turned to the Cost of Doing Business Study to see how their financials compare to others in the industry. By participating, you’ll get access to exclusive insights that can help you benchmark performance, uncover growth opportunities and improve your bottom line.
Orgill Summer Online Buying Event
May 5-18 | VIRTUAL
International Hardware Fair Italy May 8-9 | MILAN BERGAMO
House-Hasson Dealer Market
June 12-14 | SEVIERVILLE, TN spoga+gafa
June 24-26 | COLOGNE, GERMANY
JULY
Independent Home Improvement Conference
July 30-31 | ORLANDO, FL
3M 15 3m.com/sanding, 3m.com/wallrepair
Benjamin Moore BC benjaminmoore.com
BKY-Gardner USA 47, 49 byk.com/en
Coast Air Products 9 coastair-ac.com
Franklin International 13 franklininternational.com
Hardlines Distribution Alliance 7 hdaworks.com
House-Hasson 3 househasson.com
Howard Products 43 howardproducts.com
Hyde Manufacturing Company 54 hydetools.com
Independent Home Improvement Conference 23 IHIconference.org
Lighthouse for the Blind 19 tearmender.com
Maks Mix 36 maksmix.com
Max USA Corp. 21 maxusacorp.com
Applicators
For Every Job
ASSOCIATION
Sage Advice
Other past Top Guns Awards honorees share their insights on what makes a leader at hardwareretailing.com/top-guns-lessons
LAST WORD
Taking Initiative
Leadership Lessons From Former Top Guns Honorees
LEADERSHIP COMES in many different forms, as seen in this year’s Top Guns Awards Honorees and the long list of Top Guns Awards Honorees the North American Hardware and Paint Association (NHPA) has recognized since 2007. Meet the 2025 honorees starting on Page 22, and below, hear from former honorees on what leadership looks like in their lives and operations.
BOYDEN MOORE
ORGILL - PRESIDENT AND CEO
2007 Top Guns Honoree
“To me, leadership is the ability to inspire, align and guide people to achieve a common goal, or series of goals, working together. Leadership is not always tied to authority, titles or experience. In fact, to me it is most powerful to watch someone without any formal authority lead others just by their good ideas, commitment, enthusiasm and drive.”
GINA SCHAEFER
A FEW COOL HARDWARE STORES - FOUNDER
2011 Top Guns Honoree
“We play to each person’s strengths. I think everyone is a leader in their own position but they often lack the confidence to share those qualities with the world. And just because you’re a leader, doesn’t mean you’ll eventually be a boss.”
AMANDA FANCY
GOW’S HOME HARDWARE & FURNITURE - OWNER
2018 Top Guns Honoree
“To me, leadership is about setting the tone and leading by example—showing up every day with integrity, accountability and a strong work ethic. It’s about being approachable and supportive, while also holding myself and others to high standards. Leadership isn’t about being the loudest voice in the room—it’s about creating a space where others feel heard, valued and motivated to do their best.”
PATRICK GOEBEL
STAR LUMBER & SUPPLY - PRESIDENT & COO
2020 Top Guns Honoree
“To ensure our core values are reflected in our leadership decisions, the first step is to define them. The second step is to make sure everyone knows what your values mean and to talk about them as a team. When you bring new people on the team, you should only hire people that fit your values. Lastly, it’s important to keep your values alive and refresh everyone on them.”
When the team at Monument Lumber needed a partner to refresh their store and modernize their assortments, Orgill delivered. Today, the store is attracting a wider customer base and competing more effectively.
Get an inside look.
Co-owner of Monument Lumber Freedom, California
TERMS YOUR GROWTH ON YOUR
At Orgill, we’re here to support your vision, not impose ours. With thousands of customizable planograms, flexible retail programs, and the largest team of field consultants in the industry, Orgill is ready to help you grow—your way.
Discover how Orgill can support your growth by visiting Orgill.com/opportunity Orgill.com/opportunity.
