Paint & Decorating Retailer May 2025

HEADQUARTERS

1025 E. 54th St. Indianapolis, Indiana 317-275-9400

NHPA@YourNHPA.org YourNHPA.org

COMMUNICATIONS

Lindsey Thompson lthompson@YourNHPA.org Managing Editor

Austin Vance avance@YourNHPA.org Manager of Marketing & Partner Relations

Jacob Musselman jmusselman@YourNHPA.org News & Digital Editor

Annie Palmer apalmer@YourNHPA.org Content Development Coordinator

Autumn Ricketts Lead Graphic Designer

Olivia Shroyer Marketing & Design Specialist

Samantha Mitchell Production & Design Assistant

Freda Creech Sales & Production Assistant

ASSOCIATION PROGRAMS

800-772-4424 | NHPA@YourNHPA.org

Jesse Carleton jcarleton@YourNHPA.org Training Manager & Editor

Renee Changnon rchangnon@YourNHPA.org Membership Manager

Amy Hayes Operations Coordinator—Advanced Education & Training SALES

Greg Cole 317-775-2206 | gcole@YourNHPA.org National Sales Manager

Jordan Rice 217-808-1641 | jrice@YourNHPA.org Regional Sales Director

CIRCULATION, SUBSCRIPTION & LIST RENTAL INQUIRIES

CIRCULATION DIRECTOR

Richard Jarrett, 314-432-7511, Fax: 314-432-7665

COMING IN JUNE

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.

Where People Meet Processes

In the June issue of Paint & Decorating Retailer, 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.

PAINT & DECORATING RETAILER

(ISSN 1096-6927): Published monthly except December by the North American Hardware and Paint Association, 1025 E. 54th St., Indianapolis, IN 46220. Phone: 800-737-0107. Subscription rates: January through November issues, $50 in U.S., payable in advance. Canada $75 per year. All other countries $100 per year. Single copy $7, except July issue, $25. Periodicals postage paid at Indianapolis, Indiana, and additional mailing offices. Postmaster: Send address changes to Paint & Decorating Retailer, P.O. Box 16709, St. Louis, MO 63105-1209. Returns (Canada): Return undeliverable magazines to P.O. Box 2600, Mississauga, Ontario L4T 0A8. PM# 41450540. Copyright © North American Hardware and Paint Association, 2024.

NHPA EXECUTIVE STAFF

Bob Cutter President & CEO

Dan Tratensek

Chief Operating Officer

David Gowan

Chief Financial Officer & Executive Vice President, Business Services

Scott Wright Vice President of Content Development & Publisher

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 DIRECTORS

Alesia Anderson, Handy Ace Hardware, Tucker, Georgia

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 & CEO

NHPA CANADA

NHPA CANADA

Michael McLarney, +1 416-489-3396, mike@hardlines.ca 330 Bay Street, Suite 1400 Toronto, ON, Canada M5H 2S8

Elite Leaders

Meet the three 2025 Top Guns Awards honorees who are prime examples of the best of the best in the independent channel and exemplify incredible leadership skills, integrity and work ethic.

24 PROFILE

Fulfilled in Service

This month’s Helmet to Home Improvement honoree, Cassie Cirisan, spent eight years serving in the U.S. Marines Corp. After her time in the service, she joined the independent home improvement channel and brought her desire to serve to her customers.

30 RESEARCH

Purchasing the Right Way

The Home Improvement Research Institute shares valuable data on consumer purchasing patterns and preferences on abrasives and sanding tools to guide your strategic purchase decisions.

28

INDUSTRY EVENTS

20 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 far into the future.

Embracing Creativity

With 30 years of experience at one of the most innovative and magical places on Earth—Disney—Duncan Wardle is encouraging others to embrace their creativity through helpful tools and will be sharing those insights as a keynote for the 2025 Independent Home Improvement Conference.

32

CATEGORY FOCUS

Grit Factor

Learn how one retailer boosts customer satisfaction and increases sales by organizing their sanding and abrasives categories, prioritizing quality performance and relying on real-world testing.

CONNECTIONS

How to Reach Dan Dan

Tratensek dant@YourNHPA.org

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.

“Planning for contraction is critical, but taking charge of a growth plan for your business is the true way forward.”

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

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.

“Your competitive advantage as an independent is your ability to adapt and change better and faster than the competition.”

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

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 and retail pricing and 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

OPERATIONS

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.

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.

Deborah Everson Owner Everson Retail Coaching & Consulting

COAT

OPERATION S

Crossing Over

Attract customers looking for product variety using cross-merchandising. Learn more at PDRmag.com/paint-cross-purchases

Satisfying PAINT SHOPPERS

PAINTING A HOME is one of the most common, yet impactful home improvement projects consumers undertake, and manufacturers rely heavily on loyalty in terms of both repeat purchases and positive recommendations.

J.D. Power examined key drivers of satisfaction among consumers who purchase and use interior paint, exterior paint and stains through its J.D. Power Paint Satisfaction Study. The overall

customer experience is based on four key points: application, durability, offerings and price. The study found that overall satisfaction with paint retailers is 697 out of a 1,000-point scale, has declined 7 points year over year and is primarily linked to increased problems when using digital tools when purchasing.

See below how each paint manufacturer fared in 2025 in various categories.

THE BEST PAINT JOBS START WITH

#1 sanding performance

For when endurance matters.

This is for those who refuse to quit before the job is finished.

3M™ PRO GRADE PRECISION™ Faster Sanding Sheets resist clogging and sand faster. Fold once and the NO-SLIP GRIP™ durable backing grips together to prevent slipping, so you can sand longer with less hand fatigue. Superior cut durability — from start to finish.

built to perform

NEW PR ODUCTS

OUTREACH

Retailer Recommendations

Send an email to editorial@YourNHPA.org telling us about the products your customers love and why they are such a hit in your business.

REUSABLE STRAP

DUCK BRAND

duckbrand.com

The Duck Max Tie Straps from Duck Brand are reusable, adjustable and flexible and are engineered with a durable rubber polymer that can withstand exposure to a wide range of chemicals and extreme temperatures. Featuring a double loop for secure tethering, these straps are also adjustable and come in multiple sizes for tasks big and small.

FABRIC HOLE PATCH

NOSO

noso.com or emma@nosopatches.com

KNIFE OUTDOOR EDGE

outdooredge.com

The Razor VX line of knives from Outdoor Edge features the patented RazorSafe™ system, which allows users to change blades quickly, easily and safely with a button, ensuring that your everyday carry knife will never have a dull blade.

The Patchdazzle kit from NOSO is a nylon ripstop fabric, weather resistant and waterproof peel and stick fabric hole patch. This kit allows users to cut the patch to their own specifications. The full patch size is 2 ¾ by 5 ¼ inches. To apply, cut to size or shape, peel off the protective backing and stick on the hole on a variety of fabrics.

TOOL CHEST MOUNT

HOLSTERY holstery.com

The ModRig from Holstery is a chest-mounted tool holder designed to improve movement while working thanks to its six slots to hold tools. The mount can be customized to hold wrenches, tool pouches, tape measures and more. The ModRig helps workers reach their tools quickly and is suitable for various professions.

BRUSHLESS PLANER

ROBERT BOSCH TOOL CORP. boschtools.com

The 18V Brushless Planer from Bosch Tools delivers 13,600 RPMs and can deliver cuts from 3⁄32 inch up to 3 1⁄4 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.

CORDLESS VACUUM RIGID rigid.com

CRAYON HOLDER

C.H. HANSON chhanson.com

The Wooden Lumber Crayon Holder from C.H. Hanson protects crayons from breaking and helps users utilize the 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.

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.

EXTENSION LADDER

WERNER LADDER wernerco.com

The Werner TS1250 is a 12 ½-foot telescoping extension ladder designed for compact storage and easy transport. It features slip-resistant rungs and a locking mechanism for secure operation. This ladder is constructed from lightweight aluminum, making it suitable for various professional and residential applications.

Photo courtesy of C.H. Hanson, Co.

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

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.

COVER STORY

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. 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.”

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, just 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 all the co-ops 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—you trust your 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.”

BUILDING

YOUR BENCH OPERATIONS

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 assures 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.

Teamwork, 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 taking over the ordering,” Craig says. “That was the point it became obvious it was time for me to take over the business and the decision was made that it would come to me. We were doing incredible sales during that time and my dad wanted to be sure the business would carry on successfully for many more years.”

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

INDUSTRY AWARDS

Leading by Example

Turn to Page 12 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.

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

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 Assistant Teaching Professor of Management and Leadership Executive Director of Entrepreneurship Center, Entrepreneurial Leadership Institute Ball State University

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.”

—Craig Wadeson, Wadeson Home Center

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.

“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 because they didn’t build a bench at all. They didn’t have any advisors, didn’t 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.

When Craig’s great-grandfather unexpectedly passed away four generations ago, 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.”

Cassie Cirisan Finds Fulfillment in the Independent Channel PROUD TO SERVE

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.”

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. 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.”

THANK YOU TO OUR PROGRAM SPONSORS

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.

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.

INDEPENDENT HOME IMPROVEMENT CONFERENCE

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. 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.

Former Disney Exec to Keynote 2025 Independent Home Improvement Conference

Duncan Wardle

Keynote Speaker

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

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.

high-tech to enable high-touch, deliver

Wardle sat down with Paint & Decorating Retailer and shared more on his passion for creativity and takeaways from his time at Disney.

Paint

& Decorating Retailer (PDR): 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.

PDR: 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.

PDR: 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.

PDR: 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.

PDR: 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 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!

Turn to the Category Focus on Page 32 to see how creative merchandising and thoughtful product selection drives sales in the sanding and abrasives category.

ABRASIVES SALES OPPORTUNITIES IN

Provided by the Home Improvement Research Institute

Paint and decorating retailers must stay attuned to evolving customer behaviors, especially in abrasives and sanding tools. Insights from the Home Improvement Research Institute (HIRI) provide valuable data on consumer purchasing patterns and preferences to guide your strategic decisions.

Consumer Trends and Purchase Behavior

HIRI’s 2024 Product Purchase Tracking Study showed that interior finish products were the second most purchased category in 2023, with 72% purchased directly by homeowners. This indicates a strong opportunity for retailers targeting DIY consumers, especially for abrasives and sanding tools used in projects like painting and refinishing.

Further, 61% of homebuyers conducted interior painting projects after purchasing a home, and 17% did exterior painting, according to findings in HIRI’s 2025 Recent Homebuyer and Seller Study. Additionally, 44% of home sellers and 51% of homebuyers purchased paint and supplies, reinforcing the demand for painting project-related products, including sandpaper, steel wool and abrasives.

When it comes to purchasing motivations, 70% of homeowners prioritize maintaining or repairing surfaces, while 54% focus on improving comfort and livability. Consumers also look for quality, durability and availability when selecting products, making it crucial for retailers to stock high-performance sanding products that promise long-lasting results.

About HIRI

70%

Percentage of homeowners who prioritize maintaining or repairing surfaces

54%

Percentage of homeowners who focus on improving comfort and livability

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

Pro vs. DIY: Evolving Market Dynamics

While DIY remains strong, HIRI’s March Size of Market Forecast predicts the pro market in paint sundries will see slower growth between 2025 and 2029 compared to what we have seen in the previous five years (2019-2024) and is forecasted to reach $4.1 billion in total sales volume by 2029.

The consumer market, however, is expected to maintain comparatively steady growth and reach a total sales volume forecast of $10.3 billion during this period specifically for the paint sundries category. Retailers should focus on capturing sales from DIY customers while also supporting professional needs.

Strategic Takeaways for Retailers

1. Focus on homeowner needs. 5-year growth is expected to be higher among the consumer market as homeowners are increasingly tackling home improvement projects, so ensure your inventory includes the sanding tools and abrasives they prefer.

2. Diversify pro vs. consumer product offerings. Stock a range of sanding products, from basic sandpaper to advanced tools, to meet the differing demands of both DIYers and professionals.

Strategic Adjustments for Success

Understanding emerging trends in paint and sundries can help retailers better serve both DIY homeowners and professionals. If you’re not yet a HIRI member, consider joining for access to $1 million worth of home improvement industry-specific market research. You’ll receive comprehensive recommendations and data sets from 40+ reports annually, including even greater depth of product category-specific insights. 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 at hirisummit.com.

By aligning product offerings with the preferences of both DIYers and professionals, retailers will be well-positioned to maximize sales in the abrasives and sanding tools category. Accessing HIRI’s research will provide invaluable insights into consumer behavior, market trends and product-specific preferences, helping retailers stay competitive.

$4.1

billion in total sales volume for the pro market in paint sundries is forecasted by 2029

$10.3

billion in total sales volume for the consumer market in paint sundries is forecasted by 2029

40+ reports annually received

Listen to Customer Needs

Learn how one retailer utilizes customer feedback to fine-tune his abrasives and sanding products category at PDRmag.com/smooth-selling

CATEGORY FOCUS

Set Your Sanding and Abrasive Category Apart Through Merchandising and Product Selection

BY JACOB MUSSELMAN

Awell-managed sanding and abrasives category can enhance customer satisfaction and boost sales. By strategically organizing products, prioritizing quality and leveraging customer feedback, your store can better serve both contractors and DIYers.

Paul Webster, purchasing agent at Purcell’s Paints in Syracuse, New York, has worked at his family’s store for 35 years. For the last 25 years, he has led the purchasing department, overseeing product selection and ensuring the store carries high-quality sanding and abrasives products that meet the needs of both professional contractors and home improvement enthusiasts.

Organize Products for Efficiency

Purcell’s Paints structures its abrasives category to make shopping intuitive and efficient. The store separates products based on customer type, ensuring both contractors and DIYers can quickly find what they need. Contractor-specific sanding products, such as floor sanding belts and discs, are positioned near complementary items like floor coatings and sealers.

“We want our contractors to find what they need quickly so they can get back to work,” Webster says. “Keeping everything in a logical order saves them time and makes it easier for them to grab everything in one trip.”

For DIYers, abrasives and sanding products are placed throughout the store, near related items such as paint rollers, spackle and patching compounds. These products are also positioned closer to the paint counter, where employees can assist customers in selecting the right tools for their projects.

“DIYers often have more questions and need help,” Webster says. “By keeping sanding products near other painting and patching materials, we make it easier for them to get advice and make informed choices.”

Smooth Sales

3 Best Practices for Selling Sandpaper and Abrasives

Keep It Clean

When selling paint, recommend sanding between every paint coat. Consider pointing out that sanding removes drips, roller lint and brush marks. It also reveals poorly adhered paint that needs to be removed.

Get a Grip

Explain to customers how sanding creates a profi le for paint or primer to better grip a surface. Sanding should be encouraged when consumers are painting doors, trim, banisters, stair treads and cabinetry.

Stock Up

Merchandising a variety of grits, backings, materials, shapes and sizes improves sales. Stocking products for trade customers who require a steady product supply can also boost sales.

Purcell’s Paints merchandises its abrasives and sanding products for pro customers near similar products.

“Abrasives may seem like a small part of a project, but if they fail, it slows everything down. We make sure we’re selling products our customers can rely on.”

—Paul Webster, Purcell’s Paints

Performance Over Price

While many independent paint retailers follow the good-better-best business model, Purcell’s Paints takes a different approach. The store doesn’t stock products that fall into the good category, instead choosing to carry only better and best options.

“Abrasives may seem like a small part of a project, but if they fail, it slows everything down,” Webster says. “We make sure we’re selling products our customers can rely on.”

By focusing on stocking durable, high-performance products rather than cheaper alternatives, Purcell’s has become the go-to for reliability in this category.

“It doesn’t do any good to buy the least expensive sandpaper or stock it just to have it,” he says. “If it doesn’t hold up, it creates frustration for the customer and damages our credibility as a supplier.”

Validate Products Through Real-World Testing

Webster conducts a variety of product research methods to find new items for his shelves. He collaborates closely with a core group of contractors.

Manufacturers supply samples and the contractors test the products in real job settings. If the products do not meet durability and effectiveness standards, Purcell doesn’t bring them to his store.

“We don’t just bring in a new product because it looks good on paper,” Webster says. “We want to know it works in real-world conditions before putting it on our shelves.”

Sanding Sales

Paul Webster selects the best abrasives and sanding products for both professional and DIYers and merchandises them in different sections around the store.

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A New Brand

Read the full Q&A with Pittsburgh Paints Co. CEO Brian Carson at PDRmag.com/pittsburgh-paints-CEO

Moving Forward

PITTSBURGH PAINTS

CO. CEO PROVIDES INSIGHTS INTO THE COMPANY’S NEW BRANDING AND FUTURE OF THE INDUSTRY

IN FEBRUARY, Brian Carson became the new chief executive officer for the Pittsburgh Paints Co., which announced new branding to complement the company’s move to become a privately held company and name change that took place in December 2024.

Carson sat down with Paint & Decorating Retailer to share his goals for the future of the company, how the new branding will move Pittsburgh Paints Co. forward and the biggest opportunities and challenges in the industry.

Paint & Decorating Retailer (PDR): What are some of your top goals for the company in the next year?

Brian Carson (BC): This year, we will be completing the separation of systems from PPG to be our own independent company and are sprinting to improve the business for our channel partners and ourselves. Most of our customers, like retailers or dealers, are in the business of buying paint. That’s their lifeblood: to buy and resell. So, the question isn’t whether they are going to buy paint–that’s their business. The question is how we get them to choose us more often. By looking at the market from the eyes of what drives success for our channel partners, we will create value for them and we will grow and win through them. We are on a mission to empower those who build, create and protect with the products, services and expertise they need to succeed.

Over the next year, we are moving forward with speed and hustle to drive the business forward and advance our positions in all segments with a robust focus on our customers’ success.

PDR: Can you provide some insights into the motivation behind the new branding?

BC: Just like a fresh coat of paint can transform a room, a new logo and tagline can bring a company to life. Our new identity reflects the heritage, trust and innovation that our customers expect from Pittsburgh Paints Co. and combines it with the fresh, new chapter of becoming an independent leader in the paint and coatings industry in North America.

Brian Carson CEO Pittsburgh Paints Co.

“Just like a fresh coat of paint can transform a room, a new logo and tagline can bring a company to life.”

PDR: In your opinion, what are the biggest challenges and opportunities facing the paint industry right now?

BC: Before joining Pittsburgh Paints Co. in February 2025, I was in the flooring industry for 35 years where I experienced many similarities to paints in construction processes, opportunities and challenges with a similar set of dynamics, customers, channels and end users. Now, just a few months into my role at Pittsburgh Paints Co., I see opportunities to enhance the customer experience through innovative product development and strategic brand positioning to drive growth and improve the margins of our channel partners. We are strongly positioned to continue delivering great value to our customers.

Independent retailers understand the hustle and grit behind operating in this industry. I had the privilege of meeting with several of our valued customers this spring at ALLPRO. I heard specifically how they share our matched desires to build and grow with speed and agility against current challenges the industry faces like housing forecasts and economic uncertainties. By offering a strong portfolio of brands for all of the customers and segments independent retailers serve, we’re uniquely positioned to support them in the short and long term.

Through this, we remain dedicated to our independent partners and look forward to reinforcing our commitment to them with refreshed support and marketing materials as our brand transitions.

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

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

JULY

June 24-26 | COLOGNE, GERMANY Independent

July 30-31 | ORLANDO, FL

STAINS & FINISHES MASTERED

Sage Advice

Other past Top Guns Awards honorees share their insights on what makes a leader at PDRmag.com/top-guns-lessons

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 12, 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.”