Hardware Connection June 11, 2026 by NHPA

June 11, 2026

Vol. 18, No. 11

THE INDUSTRY’S DIGITAL LEADER

UNDER PRESSURE GROWTH FORGED

ALSO INSIDE

How to Create Meaningful Community Partnerships

Retailers Share Regional Business Reports

Industry People on the Move, Events and More!

(From left) Edgardo, Saul, Axel and Pablo, represent the Barreto Rodríguez family owners of Comercial Hermanos Barreto, helping guide the Puerto Rico retailer’s continued growth while carrying forward a business built across generations.

A STORY ABOUT RESILIENCE TO REBUILD

There’s one thing we’ve learned throughout our 50 years serving communities in the Rio Grande Valley: growth doesn’t always come easy. But the path to growth often reveals what a business is made of At Matt’s Building Materials, we’ve experienced both steady expansion and unexpected challenges, and each has helped shape who we are today.

After losing a store to fire in 2022, we made the decision to rebuild not just quickly, but thoughtfully That process pushed us to evaluate every aspect of our operation from store layout to merchandising to customer experience. The result has been meaningful progress, a renewed commitment to serving our communities, and increases across ticket size, sales, profitability and overall performance

A big part of our ability to be agile and respond to whatever has come our way is due to our ongoing relationship with Orgill. Following the fire at our Pharr, Texas location, Orgill’s programs and planning support gave us a strong framework to rebuild and improve while still allowing us to tailor decisions to our market’s needs. Whether it’s merchandising strategies or promotional programs, Orgill’s expert guidance and input has helped us move forward with confidence

We’ve also benefited from strong support at the local level Our sales representative has been a consistent resource, helping us identify opportunities, stay organized, and execute effectively.

Looking ahead, we’re focused on building on that momentum, continuing to improve our operations, invest in our people, and strengthen the role we play in our community Every step forward is a step toward something stronger than before.

Isaac D. Smith Co-Owner | Matt’s Building Materials | Rio Grande Valley

Customers and community members gather for the reopening of Comercial Hermanos Barreto’s Arecibo, Puerto Rico, location following a devastating fire in 2024. Company leaders say the support they received from employees, customers, vendors and the community played a major role in helping the business stay open during rebuilding.

Talarico

ADVERTISERS INDEX

LThe Moment Leadership Matters

eadership gets romanticized sometimes. We tend to picture it in the big moments—the keynote speech, the acquisition announcement, the ribbon cutting, the interview quote polished, scrubbed and buffed enough to be framed on a wall somewhere. But in real leadership, the toughest decisions are made out of the spotlight.

Sometimes leadership looks like a shipping container.

While working on this issue, I kept coming back to something Pablo Barreto Rodríguez described after fire destroyed Comercial Hermanos Barreto’s Arecibo, Puerto Rico, location in 2024. The company responded by building a provisional operation directly on the damaged site using shipping containers. The physical store was gone, but the business itself kept moving. Employees stayed employed. Customers kept getting served. Operations continued.

That’s leadership.

By Doug Donaldson

To read more about this inspiring story, check out “ Growth Forged Under Pressure .”

The theme of leadership in the moment occurred to me again while I was interviewing Do it Best Group CEO Dan Starr and newly named COO Nick Talarico. Starr talked openly about the challenge of balancing urgency with empathy during the integration of True Value into Do it Best Group. One line especially stayed with me: He acknowledged that speed, even when necessary, can come across as impersonal if leaders lose sight of the people experiencing the disruption around them.

That’s leadership too.

Not pretending difficult decisions don’t exist. Not slowing down reality. Read the full interview in “ Stabilization to Momentum .”

Leadership is often measured by outcomes such as sales growth, expansion and margins. Those things matter. But the stories that stay with people longer tend to be

SHELF LIFE

about one’s conduct during times of uncertainty.

Annie Campbell-Johnston, co-owner of M&M Hardware in Steubenville, Ohio, touched on that from a different direction in her Retailer2Retailer feature, “ Heart of the Community.” Her local involvement efforts reflect the belief that businesses are an integral part of the fabric of any community and carry a responsibility to contribute beyond the walls of the store. Campbell-Johnston saw needs around her, felt fortunate to be able to help and chose to act through outreach programs, local partnerships and direct involvement. Whether supporting flood relief efforts, participating in a Badge Buddies program with local police or simply showing up consistently, she was there for her neighbors.

That, in fact, might be one of the defining qualities of leadership right now: presence.

Being present during disruption. Present during change. Present when employees, customers or the community are uncertain. In a business climate that moves faster and sometimes less predictably every year, there’s still tremendous

“ IN A BUSINESS CLIMATE THAT MOVES FASTER AND SOMETIMES LESS PREDICTABLY EVERY YEAR, THERE’S STILL TREMENDOUS VALUE IN LEADERS WHO REMAIN VISIBLE, ACCESSIBLE AND GROUNDED. ”

value in leaders who remain visible, accessible and grounded.

The hardware and building materials industry has always had its share of strong operators. This issue of Hardware Connection offers several reminders that the strongest leaders are those willing to keep showing up in difficult moments, keep communicating honestly and keep serving people while the ground shifts beneath them.

That kind of leadership lasts longer than any quarterly number ever will. n

Make Leadership Development Count

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Confidence Growth

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Real-World Application

Turn learning into action through your Business Improvement Project, solving real challenges and driving measurable ROI within your business

Mentorship and Support

Learn from university professors and industry experts while receiving ongoing mentorship and direct guidance from NHPA leadership throughout the program

Industry-Wide Networking

Build meaningful connections with high-performing peers across the industry, relationships that continue to support and challenge you long after the program ends

Amazing but TRUE HARDWARE STORIES

About 18 years ago, early in my retail career, I learned an important lesson: Never underestimate how committed a customer can be to proving a point. It was the Tuesday after Memorial Day, and I was about 21 years old, out on the floor loading customers when a guy stormed in carrying a grill lid like he was serving a search warrant. He was furious. Absolutely furious.

Apparently, after ruining dinner over the holiday weekend, he decided the best course of action was to preserve the evidence for 48 hours and bring the entire thing back to the store.

“This grill burned my steaks,” he announced.

This guy had come prepared for trial with receipts. He flipped open the grill lid, and there they were. Two blackened steaks still sitting on the grates like evidence at a crime scene. Not scraps. Not grease stains. Full steaks. Burned into charcoal briquettes.

At 21, I had absolutely no training for this scenario. I remember just staring at the grill wondering what exactly the return policy language was for “overenthusiastic cooking.”

To this day, I still respect the commitment. Most people would’ve scraped the grill clean and moved on with life. This man transported two dead steaks across town to make sure we fully understood the severity of the situation.

Ben MooreFowlerLumber & Ace Hardware Castle Rock, Colo.

Welcome to the Hardware Connection Century Club!

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

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

Andrew Posey & Son Hardware, Jasper, AL—1924

Bourassa True Value Hardware, New Bedford, MA—1924

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

Braun Building Center, Manitowoc, WI—1905

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

Chairtown Lumber Company, Gardner, MA—1924

Clark Devon Hardware, Chicago, IL—1924

Congleton Lumber, Lexington, KY—1905

Denver Lumber Company, Denver, CO—1923

Gennett Lumber Company, Fletcher, NC—1901

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

Hamilton Building Supply, Hamilton, NJ—1924

Heller Lumber Company, Arlington Heights, IL—1924

Holman Supply Company, Moultrie, GA—1920

Howell Hardware, Millville, NJ—1924

Hunter’s Hardware, Berkley Spring, WV—1870

H&W Hardware, New York, NY—1924

How’s Business?

Sugar Grove Ace Hardware in Sugar Grove, Ill., is expanding its product assortments and event-driven promotions as it prepares for anticipated residential growth in its market area.

CENTRAL

How are sales and customer counts so far this year? Sales have been kinda down, but it’s been like that all over. Customer count is hit or miss. It can be slow on weekdays, but on weekends we sometimes have over

400 customers a day. Sales have been affected by the cost of goods, but that’s everywhere. Weather plays a part. In the near future we’re getting a bunch of new housing not too far from us, so we figure that may help sales.

What’s unique about your business? We carry a lot of products

that other stores don’t. We make a point to have or order whatever customers are looking for.

Best niches? We’re really strong with grills. We have Weber, Traeger and Blackstone. With grilling accessories, we have three aisles’ worth of the category. At least twice a month, we do grilling events and pet adoptions. Sometimes on a weekend, we’ll

turn on a pellet grill outside, and the smell of the smoke brings folks into the store.

Any new initiatives planned for the rest of 2026? We brought in some Recteq grills and Ready Seal stain, and we’re looking to get those in front of our customers.

Tina Castello

Sugar Grove Ace Hardware Sugar Grove, Ill.

Sugar Grove Ace Hardware regularly hosts grilling events featuring Weber, Traeger and Blackstone products, with the scent of active pellet grills outside the store helping draw in customers.

HOW’S BUSINESS?

After celebrating a grand opening last year, Rangeley Lakes Builders Supply in Rangeley, Maine, continues to expand assortments across categories including power tools, lawn-and-garden, Benjamin Moore paint, furniture and live plants to better serve its mountain and lake resort market.

EAST

How are sales and customer counts so far this year? Great. But not too much over last year, maybe some 2 percent. We are in a mountain and lake resort area. People want to find a safe haven here away from the big city. People want an analog summer and are building, buying homes and remodeling. Our unique geographic location is driving part of our success.

What’s unique about your business? We have been a family-run business for three generations. We have diversified in many ways, adding niches that meet community needs. We invest in our people with a strong support system.

Best niches? We’re contractor-based and invested heavily in power tools. Along with lumber and building materials, our lawn-and-garden and Benjamin Moore paint departments are strong. We have furniture and an interior

department connected to our lumberyard and hardware store as well.

Any recent surprise bestsellers? We converted to Ace this past year. This year has been a whole world of new products, and lots of products have surprised us across the whole market.

Any new initiatives planned for the rest of 2026? We’re fine-tuning different departments. We brought in greenhouse and live plants this year for our lawn-and-garden department, so we’re working on fine-tuning the development of that. We’re working on the everpresent problem of storage for building materials such as metal roofing and LVL beams. We’re excited to hire an outside sales person and develop markets and create relationships that right now are a little outside our customer base.

Virginia Patnode MacFawn

Rangeley Lakes Builders Supply Rangeley, Maine

HOW’S BUSINESS?

SOUTH

How are sales and customer counts so far this year? Pretty close to last year. Sales were close and customer count is about even. Nearby we have lithium mining that’s been helping with a lot of jobs.

What’s unique about your business? The way we treat people. We greet everybody who comes in the door. We walk them to the aisle and show them the products. Customers know they’re going to find what they need here instead of going to the competitors.

Best niches? Helping the customer. Being an Ace store, we have a little bit of everything. It’s grilling season, so we really show off our big selection of grills. We connect our grilling products with social media. We’ve also updated

S&S Home Center Ace Hardware in Stamps, Ark., updates its assortments and store displays across departments, including expanded grill merchandising and refreshed plumbing selections, while maintaining a strong customer-service focus.

the plumbing department with new faucets.

Any recent surprise bestsellers? Grills have been taking off: Traeger, Blackstone and Recteq, plus Big Green Egg. We’ve been displaying them differently in longer aisles and including more accessories along with the newer grills. We have four aisles now, and customers have really responded.

Any new initiatives planned for the rest of 2026? At the moment, no. We did a lot last year. We’re looking to keep moving and redo displays month to month and put new products out. If something isn’t

moving, we’ll put it on endcaps before the end of each month before the new sales ad that Ace puts out.

Perry Jackson

S&S Home Center Ace Hardware Stamps, Ark.

WEST

How are sales and customer counts so far this year? Up a couple percentage points in the first few months. Since then we’ve been maintaining. We’ve had decent growth every year. I attribute that to getting in a lot of new products and expanding the variety in store. My thinking is that the more items we stock in store, people will see it online. I believe that strategy has paid off, too, with online sales up 50 percent. As far as the local economy, a couple of hardware stores nearby closed, so we’re one of the last ones in the area that’s locally owned.

What’s unique about

your business? Every day is something different. We’re driven to help people and to be a good place for employees. Best niches? We’re a good barbecue spot with a good selection of grills. Smokers have been popular lately, both Weber and Traeger.

Any new initiatives planned for the rest of 2026? I’m always trying to expand the store and carry more inventory. Right now, I have five planograms that I’m redoing, and I can see adding more down the line. Just about any category—PVS, cleaning products— we’re looking to expand.

Nicholas Vells Greenhaven Ace Hardware Sacramento, Calif.

Greenhaven Ace Hardware in Sacramento, Calif., is expanding assortments and in-store inventory across multiple categories, a strategy that has helped support steady sales growth and a significant increase in online business.

By Doug Donaldson

By Annie Campbell-Johnston

HEART OF THE COMMUNITY

At M&M Hardware in Steubenville, Ohio, Annie Campbell-Johnston continues a family tradition of local involvement through outreach programs, partnerships and hands-on support efforts across the Upper Ohio Valley.

M&M HARDWARE CO-OWNER ANNIE CAMPBELL-JOHNSTON REFLECTS ON LOCAL RELATIONSHIPS, NEIGHBORLY OUTREACH AND BEING NAMED A CRIMSON CONNECTIONS CHAMPION.

For me, community involvement has never been separate from the hardware business. At M&M Hardware in Steubenville, Ohio, helping people has always been part of what we do, whether that means helping someone find the right product in the store or helping the community outside the business’s four walls. Our store dates to 1918. My dad, Scott Campbell, took ownership in 1993, and within the past 10 years my brother,

Campbell-Johnston joins students participating in the Badge Buddies program, which partners local law enforcement officers with elementary students through monthly activities focused on communication, trust and relationship building.

RETAILER2RETAILER

Sean and I became co-owners. We’re second-generation, and we plan to continue that legacy. I grew up in the store. When I was little, I helped retag merchandise, cut down cardboard boxes and do all the small jobs that come with growing up in a family hardware store. At one point I thought I might head in an entirely different direction—I even considered mortuary school while taking classes at the local community college. Eventually, though, I went to Wheeling Jesuit University, earned a degree in business management with a minor in accounting and came back to work alongside my dad.

What kept me here is simple: I genuinely like helping people. I like being part of a small local business where you know your customers and build relationships with them over time. Community involvement was always important to my dad, and that mindset carried over to me. We’ve always believed you help where you can, whether that means donating products, donating time or simply showing up when people need support.

honored by Trinity Health System as a Crimson Connections Champion, a program highlighting women making meaningful contributions through leadership, outreach and service.

Campbell-Johnston was

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

RETAILER2RETAILER

A HEARTWARMING MOMENT IN THE SPOTLIGHT

That commitment recently led to me being named a “Crimson Connections Champion” through Trinity Health System. The recognition is part of a women’s health-and-wellness initiative that highlights women making meaningful community contributions through leadership, various acts of outreach and service. I was nominated for my local involvement and leadership efforts, and honestly, my first reaction was surprise.

I don’t do what I do to be recognized. I’m not somebody who likes being the center of attention. At first, I was taken aback. But at the same time, I felt humbled and grateful. It’s an honor to be recognized as a leader, especially because there are so many good people quietly doing important things in their communities every day.

The award event itself focused strongly on women’s heart health, which hit close to home because of my family history. My grandfather had heart troubles. My uncle passed away from heart disease and diabetes. My dad had triple bypass surgery several years ago. When I turned 30, I ended up on blood pressure medication myself.

That pushed me to make changes. I started walking more regularly and paying closer attention to my health.

Recently I was able to come off the medication I’d been taking, which felt like a big milestone.

One message from the luncheon really stayed with me. The speaker talked about how important relationships are to heart health and overall wellness. That idea—building relationships and staying connected to people— resonated because it reflects how I view our business and our local role.

BUILDING COMMUNITY BEYOND THE STORE

Over the years, some of the most meaningful work I’ve done has happened outside the store itself.

Last year, after major flooding hit the Wheeling, W.Va., area, we partnered with First Westminster Presbyterian Church and local television station WTOV9 to organize flood-relief collection efforts. We had semi-trailers set up in Steubenville and Cadiz, Ohio, as well as Weirton, W.Va., collecting an array of supplies for families affected by the flooding.

Those trailers filled up quickly. In all, four tractor-trailer loads of supplies were sent to flood-relief hubs helping families who had lost homes and personal belongings.

Another program that has become especially meaningful is Badge Buddies, which we organize through

Campbell-Johnston—with her husband, Chad Johnston, and daughter, Paisley CampbellStover—says family, local relationships and helping others have been closely connected throughout her life in hardware.

RETAILER2RETAILER

the church alongside local law enforcement. The program works with third-grade students in downtown Steubenville, particularly in areas where many children might interact with police officers only during difficult situations.

Once a month, officers come into the schools during gym class and talk with students about communication and trust. Afterward, they play games like dodgeball and kickball. The students also receive special coins they can collect and exchange when they see officers in the community.

It’s amazing to hear how those small interactions are already changing relationships. We’ve had officers tell us kids now come up and say hello to them at football games or around town. It creates familiarity and trust where neither might have existed before.

Programs like that matter because not every child grows up with strong support systems or positive role models. Being able to help create those relationships feels extremely important to me.

Ultimately, that’s what this is all about for me. Yes, we sell hardware. Yes, we run a business. But we’re also part of the daily life of this community. We know our customers. We know their

M&M Hardware helped organize flood relief collection efforts supporting families affected by major flooding in the Wheeling, W.Va., area, with donation drop-off spots in three nearby Ohio towns ultimately filling four tractor-trailer loads of supplies.

families. We see them at school events, church events and local fundraisers. If you can make one person’s day a little better, that means something. Every day is a blessing, and I feel fortunate that this business gives me opportunities to help people both inside and outside the store. n

Annie Campbell-Johnston is co-owner of M&M Hardware in Steubenville, Ohio, and a second-generation hardware retailer active in community outreach throughout the Upper Ohio Valley. In addition to running the hardware store, she has three children and operates a small farm with cows, sheep, pigs and chickens.

5 WAYS RETAILERS CAN STRENGTHEN COMMUNITY TIES

For retailers interested in strengthening local relationships, Annie Campbell-Johnston, co-owner of M&M Hardware in Steubenville, Ohio, says consistency and personal involvement matter more than scale. She points to M&M Hardware’s involvement in flood relief and the Badge Buddies youth program as examples of efforts that grew from existing local relationships rather than formal corporate initiatives. Here are tips for other retailers.

1. Build from organizations already active locally.

Campbell-Johnston partnered with a local church, media outlet and law enforcement agencies to organize flood-relief efforts and youth outreach.

2. Focus on visible local needs. The flood-relief drive responded to a disaster

affecting communities less than an hour away, making participation tangible for customers and residents.

3. Create recurring interaction. Badge Buddies meets monthly, enabling trust and familiarity to build gradually between students and police officers.

4. Keep programs handson. Activities such as dodgeball, kickball and coin exchanges give students direct interaction with officers in relaxed settings.

5. Let community involvement reflect store culture.

Campbell-Johnston says community participation was modeled by her father long before she became an owner, making outreach a natural extension of the business rather than a marketing initiative.

“Momentum, alignment and execution” are now the focus for Do it Best Group following the stabilization phase of the True Value acquisition, CEO Dan Starr says. At right, Starr addresses retailers during the Spring 2026 Do it Best Market in Denver.

STABILIZATION

Dan Starr (right) and Nick Talarico say much of the continuing integration work between Do it Best and True Value is happening behind the scenes through distribution, technology, purchasing and operational systems designed to strengthen support for retailers.

TO MOMENTUM

Do it Best Group’s recent decision to name Nick Talarico chief operating officer marks the latest step in the company’s effort to move beyond acquisition and into long-term operational integration.

The leadership change consolidates responsibilities that had previously been divided between separate executive structures and reflects the company’s goal of operating as a single organization while continuing to support multiple retail identities,

Q&A: THOUGHT LEADERSHIP

Starr says one of the biggest leadership challenges during the True Value integration with Do it Best was balancing urgency with empathy while guiding employees, vendors and retailers through rapid change.

works on supply chain optimization, technology investments, purchasing efficiencies and data-driven retail tools such as Retail Pulse.

In the following conversation with Hardware Connection, Starr and Talarico discuss why the company believes the time is right for a unified leadership structure, where integration efforts are headed, how retailers will benefit from the scale of the combined organization and what leadership lessons emerged during one of the most significant transitions in the home improvement industry.

Hardware Connection: Was there a tipping point when it came time to integrate the C-suite?

including Do it Best, True Value and locally branded stores.

The move comes nearly 18 months after Do it Best acquired True Value’s assets and follows a period focused largely on stabilizing operations, rebuilding retailer confidence and integrating key systems. Talarico, who was previously president of Do it Best, now oversees companywide operations as the organization

Dan Starr: I’d challenge the premise that there was one singular event. It’s better described as moving across a continuum and recognizing you’ve got the pieces in place to accelerate. One critical element was success in the first phase after the acquisition. We came into this acquiring a company out of bankruptcy whose operations were in free fall. The critical drive immediately after closing was stabilization of the enterprise. Retailers and members were relying on that business.

We really didn’t have much of the old guard at True Value, so you had

brand-new executives trying to understand people, processes and systems, then stabilize. It then became important to move quickly toward one integrated executive team with shared accountability.

Nick Talarico: When the acquisition happened, it made sense to have parallel leadership structures. But over the last 18 months, we’ve made a lot of integration moves, and having one aligned leadership team allows for better decision making for our members. Inventory, pricing, merchandising, programs and service all benefit from a leadership team operating as one.

What remains of the integration process?

Talarico: There are two sides to integration. One is distinction, and that will continue. Do it Best, True Value and members’ own local brands remain distinct because they serve different communities and different go-to-market needs. The True Value brand carries a powerful legacy and strong consumer recognition. Do it Best has a strong reputation. We also support members who want to build around their own local identity and brand. A retailer who owns their local brand is a strong retailer, and a strong retailer is better for everyone in the system.

Where we’re integrating is primarily behind the scenes: supply chain purchasing scale, vendor programs, data capabilities, systems, operational processes and infrastructure. Those areas create value for members without requiring them to give up their identity.

Distribution center optimization remains one of our top priorities. Integration isn’t a single event; it’s an ongoing process. The ultimate goal is to build a stronger operating engine for everyone.

Starr: Distribution center optimization is always evolving. We’re already through the most dramatic phase of that work, but over the next year to year and a half we’ll continue rounding out acquisition-oriented adjustments. The other side is systems and IT platforms. Most organizations are operating on legacy systems older than people realize.

What kind of leadership does this next phase require?

Starr: The first phase was about restoring trust. Retailers needed to hear clearly and consistently that we were committed to them, to the True Value brand and to rebuilding the fundamentals of the business. Now the focus shifts toward momentum, alignment and execution. We’ve restored a lot of that trust, and now we have to turn it into measurable

Q&A: THOUGHT LEADERSHIP

value for members. That means improving service, strengthening vendor partnerships, expanding purchasing opportunities, using data more effectively and giving retailers practical tools that will help them improve sales and profitability.

Finally, we’re positioning the company for long-term growth through brand investment, data-driven retail programs, supply chain optimization, field support, e-commerce and merchandising. It’s less about asking whether the acquisition works and more about building a powerful flywheel effect around what this company can become.

What are some of the next-level benefits retailers will see over the coming 18 to 24 months?

Talarico: One of the first things is continuing to drive costs down through consolidation efforts and vendor discussions. As distribution centers optimize and assortments improve, we’ll create better programs and stronger cost structures for members. There are also integration activities that improve our overall cost structure and support member rebates. But beyond integration itself, we’re focused on value-added services that differentiate us.

If all we do is combine systems and lower delivery costs, we become a better distributor. But our ambition is higher than that. We want to help members make better decisions faster and compete more effectively in their local markets while staying true to themselves as entrepreneurs. That includes stronger tools through initiatives such as Retail Pulse, which delivers actionable pricing insights, assortment recommendations, merchandising support and category visibility. Our members are independent, yes—but all of them are also interconnected and they’re not fighting alone.

How are True Value retailers continuing to feel represented within the larger organization?

Starr: We are fully a co-op that serves the best interests of our membership. We’re built on shared interest and leveraging the power of independent retailers for everyone’s benefit. At the same time, retailers still have distinctions in how they go to market. Whether they’re operating under True Value, Do it Best or their own local brand, they each have different market positions and needs.

True Value retailers still need reassurance through field leadership, retail advisory input, market conversations and direct engagement

that their needs are being heard and addressed. Over the last 18 months, one thing that stood out is that many True Value retailers previously did not have strong access to leadership. A small thing like being on the market floor, looking someone in the eye, having a conversation and listening to their concerns matters.

Talarico: Members should know that we’re listening. Whether it’s service improvements, assortment decisions, operational fixes or technology enhancements, we listen to our members and demonstrate that their feedback affects how we operate. What has been the biggest personal leadership challenge over the last 18 months?

Starr: Balancing urgency with empathy. We knew we had to move quickly. Retailers needed answers, vendors needed direction and employees needed clarity. But at the same time, people had been through significant disruption and uncertainty. I used to quote [legendary GE CEO] Jack Welch: “When the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight.” That message was about the importance of speed and change. But during an acquisition like this, even when speed is necessary, it can come across as impersonal if you’re not listening and communicating effectively.

Recently named COO of Do it Best Group, Nick Talarico says the company’s next phase will focus on operational efficiency, data-driven tools and added services designed to help independent retailers compete more effectively.

Talarico: One thing I learned over the last 18 months is that people are always watching leadership. I had a trusted colleague tell me one day that while I said I was doing fine, I didn’t look fine, and people were noticing. That was hard to hear because I knew he was right. I was wearing stress visibly, and that affects the people around you. So I’ve focused more on making sure people know they’re seen and appreciated, because there’s been a lot of change around here. That’s the culture of Do it Best—building relationships with each other, with our team, with our members and with our vendors. Over the last 18 months, I’m more convinced than ever that it’s the best environment for business. n

GROWTH FORGED UNDER PRESSURE

By Doug Donaldson

FROM HURRICANES TO FIRE RECOVERY, COMERCIAL HERMANOS BARRETO CONTINUES TO STRENGTHEN ITS OPERATIONS AND CUSTOMER RELATIONSHIPS ACROSS

PUERTO RICO.

The 2024 fire that destroyed Comercial Hermanos Barreto was one of the greatest challenges in the company’s history, setting in motion a recovery effort that included temporary facilities and plans for a new store.

Shipping containers are built to endure harsh weather, absorb punishment and keep moving under difficult conditions. They’re an odd symbol of resilience, maybe—but that’s exactly what they represent for the

Puerto Rico–based hardware retailer

Comercial Hermanos Barreto.

After fire destroyed the company’s store in the city of Arecibo in 2024, those same qualities became an integral part of its recovery strategy. Built directly on the damaged property using shipping containers, steel beams and other zinc structures, the provisional operation enabled the hardware and building materials company to keep serving customers almost immediately while retaining all affected employees and preserving its presence in the market.

That response reflected the same traits that have shaped Comercial Hermanos Barreto since its founding nearly 40 years ago: resilience, adaptability, fast customer service and a family-led commitment to the communities they serve.

Today, the family-owned firm operates three locations across the northern and central portions of Puerto Rico in the towns of Hatillo, Lares and Arecibo. The business employs 93 people and serves its customer base of contractors, homeowners and others through a broad mix of construction materials, hardware, plumbing, electrical products, paint and showroom offerings.

The company traces its roots to the late 1980s, when founder Pablo Barreto Román launched the business with the goal of creating long-term

stability for his family. Over time, his sons became deeply involved in the operation, learning the business firsthand and helping the company evolve from its original auto-parts roots into a multi-location hardware and building materials operation.

“We’ve grown through teamwork,” says owner Pablo Barreto Rodríguez. “The business has evolved operationally over the years, but the values have stayed completely intact.”

Those values remain central to the company’s identity today. Barreto points to honesty, integrity, teamwork and customer service as the foundation that has enabled the company to continue growing even through major disruptions.

SERVICE, OPERATIONS DRIVE GROWTH

Comercial Hermanos Barreto’s operational footprint has expanded steadily rather than aggressively. The company’s stores range from 7,000 square feet in Lares to 16,000 square feet in Arecibo, with each location selected to serve key markets across the island.

Rather than pursuing rapid expansion, the company has focused on strengthening individual locations and building operational consistency. “Our presence has grown in a gradual, planned and sustainable way,” Barreto says. “More than looking for rushed openings, we’ve focused on strategic

RETAILER2RETAILER

locations that allow us to strengthen and continuously improve each store.”

That operational focus extends to customer service. One of the company’s biggest advantages, Barreto says, is speed and responsiveness. “The real differentiator in our stores is the quick action and delivery capability we provide,” he says. “From day one, the emphasis has been on customer service and personalized delivery.”

The company’s core business is driven by categories such as building materials, hardware, plumbing, electrical products, paints and showroom offerings. Construction materials continue to perform strongly in Puerto Rico compared to the mainland market.

Having broad assortments across multiple technical categories has helped position the company as a fullsolution destination for contractors and homeowners alike, Barreto says: “Having this variety across our three locations allows us to be a complete solutions center for any type of construction or remodeling project.”

DO IT BEST STRENGTHENS COMPETITIVE POSITION

Barreto says the company’s relationship with Do it Best has become an important part of its ability to compete in Puerto Rico’s market environment.

“Our relationship with Do it Best is a healthy collaboration built on respect, commitment and trust,” he says. “It’s a shared benefit where both partners obtain profitability and added value.”

The company selected Do it Best because of the cooperative’s financial stability and its alignment with Comercial Hermanos Barreto’s ambitions for growth.

Barreto says the relationship has strengthened the company through several operational advantages, including product access, technical training and expanded market opportunities. That support became especially visible following a devastating 2024 fire that destroyed the Arecibo store. Rather than scaling back, the company immediately shifted into recovery mode.

The priority was protecting employees and maintaining continuity. Every employee affected by the fire was retained and relocated between the Hatillo and Lares stores while the company constructed a temporary operating facility on the damaged property using containers, zinc structures and beams.

“We decided to maintain 100 percent of the employees affected by the fire,” Barreto says. “The building burned, but the operational engine of the company remained intact in our people.”

Support from fellow Do it Best members and suppliers also accelerated the recovery. “Literally the next day after the fire, many members of the cooperative showed up physically to help us however they could,” Barreto says. “Suppliers immediately sent inventory, extended terms and helped us restart operations.”

COMMUNITY SUPPORT REINFORCES COMPANY PHILOSOPHY

Throughout the recovery, Barreto says the response from customers reinforced the company’s longstanding belief that strong businesses and strong communities go hand in hand: The company actively supports a variety of schools, vulnerable adults and children throughout the communities its stores serve.

Following the fire, customers responded with overwhelming loyalty and encouragement. “What affected us most was discovering the immense loyalty, respect and humanity of our community,” Barreto says. “Customers didn’t just wait for us to reopen—they supported us from the beginning.”

The experience, he adds, strengthened the company’s belief that relationships ultimately matter more than buildings.

“The fire destroyed the physical structure, but it strengthened the

Pablo Barreto Rodríguez and his wife, Alba Martínez Campos, have helped guide Comercial Hermanos Barreto through growth, expansion and change while maintaining the family-focused values that continue to shape the business today.

human bonds,” he says. “When a business operates with honesty, integrity and sincerity every day, the community responds with that same loyalty during the hardest moments.”

Looking ahead, Comercial Hermanos Barreto plans to continue strengthening operations, investing in technology and reinforcing the resilience that has defined the company for decades. “Today,”

Barreto says, “we can proudly say that we came back stronger.” n

UPCOMING EVENTS

JUNE

spoga+gafa

June 22-24, Koelnmesse, Cologne, Germany

JULY

Independent Home Improvement Conference

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

AUGUST

Florida Hardware

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

Garden Center Conference & Expo

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

House-Hasson Summer Dealer Market

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

Orgill Fall Buying Event

August 3-16

SUPERZOO

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

SEPTEMBER

Ace Hardware Fall 2026 Convention

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

Blish-Mize Fall Customer Buying Market

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

Bradley Caldwell Fall Show

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

Do it Best, True Value Fall Market

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

Horizon Distribution Inc. Tradeshow Expo

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

LMC Leadership Summit

September 15-17, Seattle, Wash.

OCTOBER

Equip Exposition

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

Hardlines Conference

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

LMC Expo

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

NOVEMBER

DIY Con

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

HDA Executive Planning Conference

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

ISSA Show North America

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

LBM Advantage Fall Planning Conference

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

REGISTER FOR THE IHI CONFERENCE!

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

For a complete listing of calendar dates, click here.

IN THE NEWS

Q1 POINTS TO STEADY CONSUMER DEMAND

Big-box home improvement retailers delivered mixed but generally stable firstquarter results, offering independent hardware store owners another snapshot of consumer spending trends as the spring selling season got underway.

Ace Hardware reported a strong quarter, with record first-quarter revenue of $2.5 billion, up 10.9 percent, while U.S. retail same-store sales increased 4.9% and net income more than doubled to $70.1 million. See the full story here .

The Home Depot reported firstquarter sales of $39.9 billion, up 9.4% from the same period a year earlier, while net earnings totaled $3.3 billion, down from $3.4 billion in the prioryear quarter. Company leaders cited continued customer engagement across smaller projects and professional contractor activity while reaffirming their full-year outlook.

Lowe’s posted first-quarter sales of $23.1 billion, compared to $20.9 billion a year earlier, with comparable sales increasing 0.6%. The company reported net earnings of $1.6 billion and highlighted growth in appliances, home services, online sales and its

professional customer business. Lowe’s said spring execution and continued investments in its Pro strategy helped drive results.

Tractor Supply reported first-quarter net sales of $3.59 billion, an increase of 3.6% over the prior year. Comparable store sales rose 0.5%, marking an improvement from a decline in the first quarter of 2025. The rural-lifestyle retailer said growth was supported by new store openings and gains in consumable, usable and edible product categories.

For independent hardware retailers, the results suggest customers remain willing to spend on maintenance, repair and everyday project categories, even as larger discretionary purchases continue to face pressure from higher interest rates and a cautious housing market.

Ace Hardware of Butler, Pa.

NEW STORES, ACQUISITIONS

• Houchens Food Group, a Bowling Green, Ky.–based, employee-owned company that operates more than 40 Ace Hardware stores, has acquired Ace Hardware of Butler in Butler, Pa.

• Bowers Ace Hardware in Elgin, S.C., opened June 1 and will celebrate a grand opening on June 13.

• Twins Ace Hardware celebrated

the grand opening of a new store in Arlington, Va.’s Crystal City neighborhood, marking the retailer’s second location in Arlington.

• Decks & Docks, a Clearwater, Fla.–based distributor of composite decking and outdoor living products, has acquired six locations of J&W Lumber, a Southern California supplier of outdoor building materials.

KUDOS

• The Do it Best Charitable Foundation awarded an $18,000 grant to Abilities First’s Montgomery School in Montgomery, N.Y., helping fund safety and accessibility improvements to the school gymnasium for students with developmental disabilities and other special needs.

• Customers of Sunshine Ace Hardware, headquartered in Naples, Fla., helped raise more than $21,000 through the company’s annual Spring Round Up campaign, with proceeds supporting pediatric health care programs through Children’s Miracle Network hospitals in Florida.

• Customers of McKinleyville Ace Home & Garden Center in McKinleyville, Calif., donated more than $2,000 through a register round-up campaign benefiting Life Plan Humboldt, with funds supporting bicycle and pedestrian safety improvements.

• Crown Ace Hardware CEO Mark Schulein was recognized as part of the 2026 Giles-O’Malley Leadership Awards at Cal State Fullerton, which honor business and community leaders for their contributions to service, innovation, mentorship and community leadership.

• After a fire disrupted operations and reshaped the property, Sety’s Ace Hardware in Chewelah, Wash., has reopened its garden center for the season, reaching another milestone in the store’s ongoing recovery.

Do it Best Abilities First Donation

Sety’s Ace Hardware Garden Center

Mark Schulein

IN THE NEWS

• Fitch Lumber & Hardware celebrated the grand opening of a new building products showroom in Raleigh, N.C.

• 84 Lumber, the nation’s largest privately held supplier of building materials, was ranked No. 98 on Forbes’ 2025 list of America’s Top Private Companies, up from No. 100 the previous year.

PEOPLE ON THE MOVE

• Do it Best Group has named Nick Talarico chief operating officer, a move the company says marks the next major step in integrating Do it Best and True Value’s operations while continuing to support retailers through two national brands. For the full story, see this article.

• Following Ace Hardware’s annual meeting on May 12, stockholders elected former Sam’s Club CFO Brandi Joplin to her first term as a non-member director and reelected David Cripe of Wilmington, Ill.–based Whitmore Investments, Matt Mazzone

of New York City–based Mazzone Hardware Corp. and former Peet’s Coffee president and CEO Eric Lauterbach to the company’s board of directors.

• Wisconsin-based Bliffert Lumber & Hardware has promoted Josh Brown to chief executive officer and president and appointed Jay Walsh chief operating officer, while Eli Bliffert transitions to chairman of the board after leading the company as CEO and president.

• Apex Tool Group has named former Stihl Inc. president and CEO Chris Keffer as chief executive officer, succeeding Jim Roberts, who had led the company since 2016.

• FastQuery AI, an AI software provider serving independent home improvement retailers, has promoted Joe Bullock from the company’s head of customer success to chief executive officer.

WHOLESALERS, MANUFACTURERS

• Builders FirstSource has acquired Precision Design and Trim, a Boise, Idaho–based installation company specializing in finish work for new home construction.

• Tractor Supply Company has

Nick Talarico

Josh Brown

Jay Walsh

Eli Bliffert

Chris Keffer

Fitch Lumber & Hardware

acquired veterinary services provider VIP Petcare, bringing the operator of pet wellness clinics into about 1,700 Tractor Supply stores.

• Home Depot subsidiaries continued to expand their specialty distribution businesses through acquisitions in the roofing and building products sector, including GMS Canada’s purchase of Ontario-based Peridot Supply.

IN MEMORIAM

• Jay Sanford Levine, 88, owner of Levine’s True Value Hardware and a U.S. Marine Corps veteran, passed away May 17. Levine was a longtime fixture in the south suburban Chicago hardware community.

• Kathy Jo Ogar, 75, of Brookfield, Ill., passed away May 19. Ogar was the longtime owner of Brookfield

True Value Hardware, where she spent more than 40 years serving customers and the community.

• Vincent M. “Vince” Amodeo, 86, passed away May 20. A longtime businessman, Amodeo owned a Broadview Hardware in Broadview, Ill., where he was known as the “Paint Doctor.”

• Nathan King , 28, a production services analyst at Ace Hardware Corporation in Chicago, passed away unexpectedly on May 28.

• James “Jim” Smith, 70, of Scottsville, Ky., passed away May 29. Smith was a former Lowe’s retail manager and the retired owner and operator of Ace Hardware in Bowling Green, Ky.

Nathan King