Issuu

Independent

NEW LOOK

DECORATING CENTER

Where Southern hospitality meets paint-store excellence

ALLPRO TALKS

Joe Helm of Helm Paint & Decorating on relationships, growth, and market share

DESIGNED TO INSPIRE Creative display solutions that maximize your space and drive sales

LESSONS, TRENDS, AND TAKEAWAYS FROM MUSIC CITY

MICHAEL BEAUDOIN

Executive Vice President

IN THIS ISSUE of the ALLPRO Independent, you will find a recap of the latest ALLPRO University, branded as the Member Roundtable. By all accounts, the event was a success, with 93 attendees representing 70 members and strong participation from Canada. This meeting gave members an organized forum to engage with one another and discuss predetermined business topics. A considerable amount of thought went into how to organize the tables considering the size of the member, type of business, and potential competitive situations. We wanted members to be next to like businesses as much as possible to get the best results. Each table had approximately 10 members, which is a balance with having enough people to get great input but not too large where you can get lost around the table.

To help the event run smoothly, we established ground rules and asked each table to choose a moderator to keep the discussion focused and productive. We also set clear expectations for confidentiality, with the understanding that any sensitive information shared at the table would

ALLPRO UNIVERSITY

remain private. Discussion topics were limited to those approved by the group, and each attendee had an opportunity to contribute. Topics included common challenges such as hiring and retaining talent, managing e-commerce, tracking business metrics, along with emerging areas such as the use of AI in business. The group held two 1.5-hour roundtable sessions, one in the morning and one in the afternoon. I monitored the discussions to determine whether any table changes were needed for the afternoon session and was pleased that no adjustments were necessary. The reality was that the discussions could have gone on longer and they were intense.

In addition to the roundtable discussions, the event featured two keynote speakers who added further learning opportunities. The first, Matt Tenney, author of three bestselling leadership books, shared a powerful account of overcoming adversity early in life and using those experiences to inspire others. He also presented a process designed to improve employee motivation and productivity. His clients include Domino’s, Salesforce, T. Rowe Price, Marriott, United Airlines, and others. We also heard from Steffen Kamphoff of iSystems, who spoke about the growing importance of cybersecurity. He gave a detailed explanation of how hackers are using the latest AI technology to access business systems and emphasized the phrase, “no backup, no

mercy,” to underscore the need for a reliable backup system in the event of a breach. iSystems designs and maintains systems for ALLPRO and many other leading companies in the United States, Europe, and beyond.

The event also included the traditional opening reception and power hour to close out the program, giving members time to connect, enjoy a meal, and strengthen relationships. One of the event’s greatest benefits is the sense of community it builds by creating a smaller-group setting that encourages new connections. After spending much of the day with nine other members, attendees naturally form new friendships that add value and help strengthen the group.

The goal of ALLPRO University is to bring members together in a more focused setting, something that is difficult to achieve at the larger spring and fall shows. Past topics have included decorating, next generation, flooring, and roundtable discussions. The event also includes a fun element, as it is held in engaging cities such as Nashville, which enhanced the most recent experience. We are already developing a new concept for next year that may include separate east and west events featuring product and category training at the ALLPRO Distribution Centers (Boston, Portland).

ABOFF’S PAINTS has added a new store, located in Manassas, VA; AUBUCHON HARDWARE has opened eight new stores in Arkansas, located in Greers Ferry; Heber Springs; Sherwood; Pea Ridge; Fayetteville; Centerton; Mountain View; and Tontitown; CANPRO DECORATING PRODUCTS COOPERATIVE has welcomed CENTRE DE PEINTURE PIERRE TANGUAY INC. in St. George, QC and THE DECORATING CENTRES NIAGARA-ON-THE-LAKE in Niagara-On-The-Lake, ON; DIAMOND VOGEL has opened a new store in Orange City, IA; HELM PAINT & SUPPLY will be opening a new store in Baton Rouge, LA; and REGAL DECORATING & PAINT CENTERS INC. will be opening two new locations, one in Lake Park, FL and the other in Palm Beach Gardens, FL.

SHARE YOUR NEWS!

If you are involved in a community event, special project, charity, or are celebrating a milestone, please share your news with Susie Fontana at susie.fontana@allprocorp.com

ALLPRO Leadership

Scott Herling

EXECUTIVE VICE PRESIDENT

Mike Beaudoin

VICE PRESIDENT OF MARKETING

Scott Morath

CHIEF FINANCIAL OFFICER

Jonathan Garrett

MARKETING MANAGER

Susie Fontana

Left to right: Katie Coulter manager, Brett Lanham owner, Charlie Ragona paint tech, Colbey Thornton marketing

New Look Decorating

hen the doors of New Look Decorating Center open at 7 a.m., the team is ready to mix paint.

Tint machines are cleaned, colorants filled, floors swept, counters wiped, and color chips stocked and straight. For owner Brett Lanham, it’s just one step in his team’s routine – a daily commitment to ensuring that when the first customer walks through the door, they’re met with the pride, precision, and care packed into every corner.

“We have the best chemistry and care for one another,” Lanham explains. “The staff listens intently to each other and jumps in at any sign of need.”

That chemistry starts at the top, and seeps down into every interaction. At New Look, it shows up in every handshake, every color match, every conversation at the counter.

“Customers feel like part of our family right away,” he explains. “We have a rule that the phone never rings more than twice. Customers coming in take precedence over all other ongoing activities.”

This commitment to customer service, as well as color accuracy and industry knowledge, isn’t new or novel – it was passed down through ownership over the years.

Part of the community since the mid-1980s, New Look Decorating Center was founded by former Sherwin-Williams employee Charlie Carr. Over the years, the business evolved under family ownership, offering everything from flooring to window treatments – always adapting, always growing.

But the current chapter has a different kind of energy behind it. Lanham didn’t come up through business school or behind a desk. He came from the job site.

A drywall hanger and finisher since his teens, Lanham understood early on what a mistake in the paint shop could cost someone on the other side of the counter: time, money, and reputation.

That perspective stuck.

So did the influence of a man named Waldo Edwards – a paint veteran who had been with New Look since the beginning.

“Waldo had been mixing paint for 43 years when I started working with him,” Lanham says. “Waldo was very patient with me and excellence was his minimum standard.”

Waldo matched everything by eye. No shortcuts. No compromises. Just craft.

That same standard lives on today – only now, it’s paired with speed and intention.

And at New Look, no two customers – or projects – look the same.

“We serve customers on a wide scale,” he shares. “Designers, homebuilders, paint contractors, and DYIers from every scale, income, and background get the same attention. One second, it’s helping a designer with a custom lake house and [the next, it’s] matching a custom stain for someone’s grandmother’s rocking chair.”

That dedication to customers begins in the fabric of the company.

“My focus is 100% my co-workers and being faithful to what God has given me,” Lanham shares. “I want the employees at New Look to love their job and have every opportunity to thrive.”

That intentionality is evident in the way he talks about his team: “Colbey [Thornton] handles most of our marketing. This is everything from a food drive to making sure our TikTok is up to date. Charlie [Ragona] spends most of his time in the mix room matching lacquers, stains, and paints. Katie [Coulter], assistant manager, is my right hand. Katie has built a great reputation in our community with her eye for color and knowledge of current wallpapers and fabrics. My wife, Jana Lanham, keeps us paid. She takes care of deposits and inventory receiving.”

Together, they set the tone for everything New Look stands for – and customers feel it right away. The deep-rooted hospitality instilled into New Look isn’t just a way of doing business – it’s a way of life. It’s what makes the store such a fixture in the community.

“People in Alabama love each other,” he adds. “The Bible Belt shows in the Southern hospitality.”

New Look Decorating’s relationships extend past the state’s borders. The company’s connection to ALLPRO has played a major role in its growth – not just in terms of products and pricing, but in relationships.

“In short, the wisdom shared and willingness to help is a value above rubies,” Lanham says.

From early encouragement to day-one operational support, Lanham says those connections have helped the business move forward with confidence.

“[It’s] endless goodness,” he says about ALLPRO. “I’m not sure when the previous owners joined but I couldn’t do it without them.”

In addition to the benefits of billing and discounts, Lanham is extra grateful to be part of ALLPRO’s NextGen community.

“This was the beginning of the most blessed relationships,” he shares. “I know I can reach out to other managers, new owners, and longtime owners for any and all the help I could need.”

And alongside ALLPRO, Benjamin Moore has been a constant partner in the journey.

“Benjamin Moore has been the lifeblood of New Look Decorating Center,” Lanham says. “They have been a right hand in all of our endeavors. Benjamin Moore feels truly like a business partner more than a supplier.”

With a strong foundation in place, Lanham isn’t standing still. From expanding decorating and design services to building deeper partnerships with custom home builders, the future is full of possibility.

“We have opened a second store and that is just the beginning. I STAY excited.”

For all the momentum, Lanham’s priorities remain remarkably grounded – rooted in faith, people, and doing things the right way. It’s that same foundation that shows up in every interaction – a blend of pride, care, and quintessential Southern hospitality.

Fast Five Fast Five

Favorite color from your store's palette?

Benjamin Moore, Tapestry Beige OC-32. We have a good TikTok on this one.

Best piece of business or leadership advice you've received?

Don’t go cheap for growth. Stick with quality.

When you're off duty, where might we find you?

With my good-looking wife Jana and my two daughters Melody and Lydia. Home, church, and work are the three places I live.

A hobby or interest your customers might be surprised to learn about you?

I do a little guitar picking. I’m a sucker for bluegrass. I also love studying scripture. Neither of these will come as a surprise, I’m sure.

Favorite thing about living in Alabama?

The people and the privacy. People in Alabama love each other. Bible belt shows in the Southern Hospitality. I also love privacy! We are blessed to live in beautiful Alabama country.

Images: Aubrey James Projects

Allpro Talks Allpro Talks

WITH JOE HELM, Helm Paint & Decorating

If there’s one thing Joe Helm knows how to do, it’s make an impression. Whether he’s growing market share, building relationships, championing independent retailers, or posting another spirited “HELM, YEAH!” moment on social media, the longtime paint retailer brings unmistakable energy and personality to the business. From helping expand Helm Paint & Decorating and Texas Paint across multiple markets to now serving on the ALLPRO Board of Directors, Helm has spent decades combining marketing instincts, community connection, and a passion for the independent channel into a brand all his own.

ALLPRO INDEPENDENT: WHAT WAS YOUR FIRST JOB?

Joe Helm: I worked at Helm Paint from the time I was 10 years old, but my first real job was selling IBM personal computers on the campus of the University of New Orleans. The training was excellent, pay was unit-based, and we were selling “high-end” PCs at the time. That experience really helped me understand positioning and value analysis.

AI: WHAT’S YOUR BACKGROUND, AND WHAT LED YOU TO WHERE YOU ARE TODAY?

JH: I wasn’t planning on being in the paint business. I earned a marketing degree because I thought I’d become a marketing manager somewhere. I always liked creative advertising, differentiation, and the market share game. Before I accepted a position with a national company, my dad asked if I’d be interested in managing marketing for Helm Paint. I figured I could always redirect later if it didn’t work out.

As I got deeper into the business, I started to understand our positioning in the market and the opportunity we had to grow. Around that same time, my father developed brain cancer and passed away. It became a life mission not only to build a successful business, but a growing business.

AI: WHAT DOES YOUR ROLE AT HELM PAINT & DECORATING LOOK LIKE TODAY?

JH: There really is no “typical” day in this business. Relationships are the key to growth, so every day is focused on building and strengthening relationships – both with our external customers and our internal customers, our employees. I spend time on the sales floor, in the warehouse, and with managers across our locations making sure we’re supporting those relationships.

AI: WHAT’S YOUR BUSINESS PHILOSOPHY?

JH: It comes down to three things: the customer, differentiation, and value.

AI: WHAT HAS BEEN THE KEY TO YOUR SUCCESS?

JH: The customer is the focus of what we do every day. Simply stated: “Give people what they want, deliver a high level of satisfaction, and they’ll come back with others.”

AI: WHAT GOALS ARE YOU CURRENTLY WORKING TOWARD?

JH: We’re a third-generation family business, so while financial goals matter, it runs deeper than that. We love this industry, and this industry has loved us back. We take pride in being known as the best choice for painters and homeowners in our markets.

AI: WHAT IS A PROFESSIONAL GOAL YOU’RE CURRENTLY WORKING TOWARD?

JH: I used to think that proving I cared meant working the hardest and the longest. Over time, I’ve realized that being effective means having strong time management.

My current goal is to roll out programs and empower others instead of trying to do everything myself. We hire incredibly talented people, and our team has proven just how capable they are – especially during several technical rollouts last year. It’s led to better time management for me, a more empowered team, and improved balance overall.

AI: WHAT HAS BEEN YOUR PROUDEST WORK-RELATED MOMENT?

JH: Expanding into the Dallas-Fort Worth Metroplex by acquiring Texas Paint was a huge moment for us. We took over four locations in 2017 and have since opened 10 more. We’ve grown revenues dramatically and increased market share more than 500% in the Metroplex without having a down year since. We’ve since applied the same strategy in Baton Rouge and have seen great progress.

AI: TELL US ABOUT YOUR TEAM.

JH: We have a great mix of youth, experience, and culture. Because we’re a family business, we treat our employees like family too. We’ve worked hard to put the right people in the right positions, and our team understands what it means to differentiate ourselves through service, relationships, and value.

AI: DESCRIBE THE COMMUNITIES YOU SERVE.

JH: Whether we’re in New Orleans, Baton Rouge, or the Dallas-Fort Worth Metroplex, we serve a wide range of customers across many industries. Marketing helps open the door, but relationships are what grow the business. Our managers live in the communities they serve, know many customers personally, and stay involved in local improvement projects. We believe strong community ties help create stronger businesses.

AI: WHAT’S YOUR COMPANY’S HISTORY WITH ALLPRO?

JH: My father was a founding member of MidSouth Buying Group, and I later served on the board and eventually became president. My goal was always to help unite independents. When the merger happened in 2007, we joined ALLPRO as a result. ALLPRO has been a gamechanger for Helm and Texas Paint because it helps independents stay competitive with the big boxes and national chains.

AI: HOW HAS ALLPRO BENEFITED YOUR BUSINESS?

JH: The discounts and programs are valuable, but the relationships with members and vendors have probably had the biggest impact on our business. It is the best conduit or forum to understand the future of our industry and how to thrive in a competitive landscape.

AI: DO YOU HAVE A FAVORITE ALLPRO-BRANDED PRODUCT?

JH: Premier’s ALLPRO private-label brush and roller program has been really successful for us because it creates a unique offering with strong margins. We’ve also done very well with the fillable spray cans.

AI: HOW HAS YOUR MAJOR PAINT MANUFACTURER SUPPORTED YOUR BUSINESS?

JH: Benjamin Moore has been an extremely important partner for Helm Paint and Texas Paint. Their products position us at the top of the market while also giving us a strong commercial offering that helps us compete nationally every day.

AI: WHAT ARE YOU LOOKING FORWARD TO IN YOUR NEW ROLE ON THE ALLPRO BOARD OF DIRECTORS?

JH: I’d like to help strengthen the focus on independent paint stores. There are tremendous opportunities for independents to continue gaining market share. The competition lacks the engagement we have, and it’s important that we continue encouraging independents to be bold and keep pushing forward.

AI: TELL US ABOUT THE CONNECTIONS OR RELATIONSHIPS YOU’VE BUILT THROUGH THE PAINT BUSINESS. STORIES AND ANECDOTES ARE ENCOURAGED!

JH: I am 58 years old, and I can point to hundreds of relationships that have become real friends with one common denominator - THE PAINT INDUSTRY! Most of these people have the same interests, same concerns, and the same goals. These are hard-working people who are committed to always improving their offering and their positioning. They also like to have a lot of fun when we are together.

AI: WHAT DO YOU ENJOY DOING OUTSIDE OF WORK?

JH: I really enjoy spending time with my family. My wife and I have four grown sons, two are married, and one granddaughter. Nothing makes me happier than sitting around a dinner table with all of them. I also spend a lot of time golfing – though hopefully one day I’ll be able to compete.

What might surprise people about you?

I love music – all types of music. I recently picked up an acoustic guitar, so I’m trying to learn to play.

What are you watching right now?

“Your Friends and Neighbors” on Apple TV+. I really like the dialogue, humor, and the marketing angle throughout the show.

Favorite New Orleans hotspot?

The Vintage Rock Club across from the Superdome. It’s a fun throwback spot with nonstop ‘80s music videos.

Favorite paint color?

Benjamin Moore, St. John Blue CSP-675. It’s a calming blue from the Color Stories collection that changes beautifully throughout the day.

Best Allpro spring or fall show memory?

The Styx ALLPRO wrap-up concert. I grew up listening to Styx, so it was a blast being there with great people and great music.

•

Designed to Inspire: Creative Display Solutions That Maximize Your Space

In decorating departments, creating an inspiring customer experience often comes down to one challenge: making design feel immersive within the footprint of a paint store. Whether working with a large showroom or a compact retail space, successful merchandising requires creativity, flexibility, and thoughtful presentation. At Ring’s End’s Norwalk location, displays are designed not only to help customers visualize products in their own homes, but also to demonstrate how decorating departments can maximize every inch of available space.

As decorating departments continue evolving beyond traditional sample libraries, the Norwalk showroom showcases how intentional merchandising can create a more approachable and engaging customer experience. Throughout the space, architectural detailing, organized display systems, and real-life product applications work together to make browsing feel inspiring rather than overwhelming.

One of the showroom’s most effective strategies is its creative use of space. Wallpaper books are stored neatly beneath the color wall, keeping large collections easily accessible without sacrificing valuable showroom real estate. Fabric libraries are arranged by brand and style with clearly defined display zones that make extensive selections feel manageable and easy to navigate. Integrated storage keeps additional samples close at hand while maintaining a clean, curated appearance throughout the showroom.

The showroom also emphasizes scale and visualization in ways that help customers better connect with the product. Oversized wallpaper installations framed within architectural molding allow customers to experience pattern and texture in a realistic residential setting, transforming wallpaper from a sample book product into a fully realized design element. Similarly, large-scale sliding fabric panels showcase repeat, movement, and texture at a true-to-life scale while using a compact system that neatly stacks away when not in use – maximizing product visibility without creating clutter.

Window treatment displays further reinforce this practical, immersive approach. Rather than relying solely on swatches or books, treatments are installed directly onto functioning showroom windows. Roman shades, woven woods, café curtains, shutters, and layered valances are displayed in realistic lighting conditions that help customers better understand scale, light filtration, and functionality in a relatable setting.

What makes Ring’s End especially successful is its ability to adapt these concepts across stores of varying sizes. Whether working with expansive showroom environments or smaller decorating departments, the focus remains the same: finding creative ways to display products beautifully, efficiently, and in ways that help customers confidently envision finished spaces.

The overall result is a showroom environment that balances beauty with functionality – one that encourages exploration while helping customers make more informed decorating decisions. How can you adapt these principals in your footprint?

Showroom Display Ideas

Fabric Library Walls

• Dedicated brand walls create visual clarity and organization

• Large hanging samples displayed at eye level improve browsing

• Integrated storage keeps extra samples accessible but hidden

• Consistent organization creates a cohesive showroom experience

Wallpaper Displays

• Wallpaper books stored beneath color walls maximize space

• Oversized framed wallpaper installations help customers visualize scale and impact

• Architectural molding details create a high-end residential feel

Sliding Fabric Panel Systems

• Displays fabrics at a realistic scale to showcase repeat and texture

• Interactive panels encourage customer engagement

• Compact systems maximize showroom footprint without visual clutter

Window Treatment Vignettes

• Treatments installed on actual windows create realistic visualization

• Displays demonstrate light filtration, texture, and functionality

• Helps customers better understand scale and application in-home

Crafted Finishes for Curated Spaces

Creating Timeless Beaut y with Natural Architectural Finishes

Meoded is the premiere US-based Manufacturer of high quality, decorative finishes including:

Lime Wash, Venetian Plasters, Microcement, Authentic Clay Plaster, Concrete Plaster, Acrylic Marbling Venetian Plaster, Metallic, Velvet, Glitter Paints Proudly made in the USA

Thoughtful, immersive displays help customers move beyond browsing samples and toward confidently imagining finished spaces.

DID YOU KNOW?

ALLPRO members can access HR expertise through Aimee Green, SPHR, ALLPRO’s Human Resource Manager.

At this year’s ALLPRO University in Nashville, from May 13-15, independent retailers gathered for more than boot scootin’ and boogieing around the capital of country music. Through focused roundtable discussions, members exchanged ideas, challenges, and real-world solutions shaping the future of the independent channel.

“One of the best parts of ALLPRO are the people and the relationships, but also the knowledge sharing,” said Mike Beaudoin, ALLPRO Executive Vice President, in his opening address.

From AI and inventory management to compensation models and customer communication, the discussions around the tables revealed the issues retailers are navigating right now – and the creative ways members are solving them.

TALKING COMPENSATION

Retailers discussed evolving compensation structures, employee retention, and the growing need for HR support within independent businesses.

MEMBER TAKEAWAYS

• “Compensation continues to be a major pain point.”

• “We are exploring a commission-based sales structure.”

• “We utilize a staggered commission structure.”

• “We are looking for ways to motivate sales teams while remaining competitive.”

• “Outside HR experts have helped with our internal staffing issues.”

Images: Aubrey James Projects

DID YOU KNOW?

The ALLPRO Decorating Committee is launching monthly, online training opportunities for members this summer, the July session will feature Springs Graber.

TALKING TRAINING

Training emerged as one of the strongest recurring themes throughout the roundtable discussions.

MEMBER TAKEAWAYS

• “Vendor relationships can go beyond pricing.”

• “Hands-on demos help employees sell with more confidence.”

• “Contractor and designer training events create stronger customer relationships.”

• “CEU-accredited events for designers and architects can help attract new business.”

• “Visual learning is increasingly important for younger staff.”

ALLPRO welcomed special guest Maggie Kuyper, Chair of the Painting Contractors Association (pictured at right), who shared a few remarks with attendees about the value of strengthening connections between contractors and independent retailers. The appearance underscored ALLPRO's growing partnership with the organization. As Michael Beaudoin noted, “ALLPRO is expanding their support of the PCA by sponsoring the group and participating at their annual show. Our goal by partnering with the association is to expand the awareness and drive contractors to the ALLPRO network of independent paint retailers.”

Images: Aubrey James Projects

TALKING CUSTOMERS

Retailers shared creative ways they are strengthening customer relationships through faster, more intentional communication and follow-up.

MEMBER TAKEAWAYS

• “Personalized follow-up is becoming a competitive edge.”

• “New customer gift boxes and contractor packets create memorable first impressions.”

• “Simple follow-up calls still matter.”

• “Same-day texting is improving customer communication and reducing errors.”

• “Technology – specifically recording inbound calls – is improving accountability and customer service consistency.”

DID YOU KNOW?

Broadcast texting requires customer opt-in permission, but one-on-one individual texts do not.

DID YOU KNOW?

Some retailers are introducing mistint initiatives as excess mistints continue to be a pervasive problem for operations of all sizes.

TALKING OPERATIONS

Inventory conversations focused on balancing product availability with smarter purchasing and operational efficiency.

MEMBER TAKEAWAYS

• “I am rethinking inventory levels and storage costs.”

• “Distribution centers are becoming more strategic purchasing tools.”

• “Smaller, more frequent orders can improve cash flow and reduce excess inventory.”

• “Freight minimums and discounts are playing a bigger role in purchasing decisions.”

• “We have been charging credit card processing fees for a year.”

Images: Aubrey James Projects

Protecting your Paint store

Cybersecurity lessons every independent retailer should know

“It’s not a question of if you’re going to be hacked. The question is when.” That was the sobering but practical reminder from Steffen Kamphoff, digital innovation expert. Kamphoff joined ALLPRO attendees at the roundtable event in Nashville to help independent retailers better understand today’s cyber threats – and the practical steps they can take to protect their businesses.

The presentation also explored how artificial intelligence (AI) is rapidly changing both cybercrime and business operations – making cybersecurity more urgent than ever.

Cybersecurity Has Changed

Early internet threats were often disruptive pranks or viruses. But as online banking and digital transactions have grown, hackers have shifted toward financial theft.

Today’s biggest threat? Ransomware.

“Today, the target is your bank account.” Kamphoff explained that ransomware attacks are increasingly common because they are profitable. Cybercriminals target businesses of all sizes – not just major corporations. For independent retailers, a ransomware attack doesn’t just affect computers – it can shut down POS systems, disrupt inventory and ordering, and bring daily operations to a standstill.

Kamphoff emphasized that modern cybercrime is no longer limited to sophisticated hackers. AI is making phishing emails, fake websites, and even voice impersonation dramatically more convincing. One example discussed was AI-generated voice cloning: A scammer can now imitate a trusted employee or vendor over the phone to “confirm” new banking information. His advice: “Call the number you already know. Verify everything.”

Passwords Are No Longer Enough

Kamphoff stressed that weak passwords or “everything under 10 characters is basically useless now.”

His suggestions? Increase passwords to at least 14 characters and use twofactor authentication. Modern computing power and AI have dramatically shortened the time it takes to crack passwords.

The Importance of Backups

A strong section of the presentation focused on backup strategy. Kamphoff’s blunt rule: “No backup, no mercy.”

He explained the “3-2-1” backup rule: 3 backups, 2 locations, 1 off-site copy.

“A backup is only a backup if you know it can actually be restored,” he said, adding that it’s important to test it regularly, avoid storing backups on the same computer, and avoid using USB drives alone, as they are unreliable.

(continued on p.22)

TALKING AI

Artificial intelligence was one of the most talked-about topics at ALLPRO University, with retailers already integrating AI into everyday operations.

MEMBER TAKEAWAYS

• “AI is helping us create newsletters, social posts, and marketing visuals faster.”

• “We are no longer outsourcing social media or newsletter content because of AI.”

• “AI tools are streamlining CRM notes, reporting, and customer communication.”

• “We are using AI-generated images to help customers visualize color.”

• “AI is helping build sales routes, cold-calling lists, and presentations.”

More Than Just a Photo Op

This vintage Benjamin Moore ghost sign offered ALLPRO University attendees a glimpse into the industry's past – and a reminder of paint's power to leave a lasting impression.

One of the more unexpected discoveries for ALLPRO University attendees exploring downtown Nashville was a striking vintage mural depicting an old-time painter dressed in traditional whites and proudly holding a Benjamin Moore paint can. More than a popular photo opportunity, the mural offers a fascinating connection to the paint industry's history. According to local paint retailer Amy Coleman of Hoover Paint Store, the sign was hand-painted decades ago by Phillips & Quarles Hardware Store, a former Benjamin Moore dealer that once occupied the building. When the Hard Rock Cafe later purchased the property, they chose to preserve the mural, adding only a baseball cap bearing the restaurant's logo. Believed to be protected by a local historical society, the mural remains a well-maintained example of a classic "ghost sign" – a reminder of the craftsmanship, heritage, and enduring power of paint to transform spaces, tell stories, and leave a lasting impression.

Bring Your Store’s Cybersecurity Up to Speed

STRENGTHEN PASSWORD POLICIES

• Require passwords longer than 14 characters

• Enable two-factor authentication wherever possible

• Use password managers instead of spreadsheets or sticky notes

REVIEW YOUR BACKUP STRATEGY

• Follow the 3-2-1 backup rule

• Store at least one backup off-site

• Test restoration processes monthly

TRAIN YOUR TEAM

• Conduct regular cybersecurity awareness training

• Teach employees how to identify phishing emails

• Run occasional “test” phishing exercises internally

KEEP SOFTWARE UPDATED

• Stop delaying updates and patches

• Update POS systems, routers, printers, and devices regularly

• Ensure antivirus and endpoint detection tools are active

SEPARATE YOUR NETWORK S

• Keep customer Wi-Fi separate from business systems

• Separate POS systems from public-facing devices

• Restrict USB access where possible

VERIFY FINANCIAL REQUESTS

• Always confirm banking changes through known phonenumbers

• Be cautious of emailed payment instructions

• Remember that AI-generated voice scams now exist

USE AI CAREFULLY

• Verify AI-generated information before using it

• Avoid uploading sensitive company data into public AI tools

• Consider AI as an assistant – not a replacement for human judgment

Human Error Is Still the Biggest Risk

Kamphoff warned attendees that most cybersecurity incidents start with human behavior – not sophisticated hacking. “The problem is not the Matrix hacker sitting in a dark room. The problem is the human factor.”

Slipups such as clicking phishing links, opening suspicious attachments, leaving computers unattended, using public or unsecured networks, and ignoring software updates all put your company at risk.

Kamphoff strongly encouraged ongoing cybersecurity awareness training for all.

AI Is Already Changing Business

The second half of the presentation shifted into artificial intelligence and practical business applications, including AI-generated financial reporting, customer analytics, automated email drafting, product visualization tools, and AI-assisted interior rendering for retail customers.

He stressed that AI can be useful, but warned users to verify information carefully, as public AI systems can “hallucinate” or generate inaccurate information.

“If you use AI, double-check what it gives you.”

Images: Aubrey James Projects

From Boss to Coach

Stop asking "How do I get more out of people?" and start asking "How do I help them thrive?"

At ALLPRO University in Nashville, leadership speaker Matt Tenney challenged retailers to rethink employee engagement – and why the best leaders focus less on control and more on helping people succeed.

“In an eight-hour workday, the average employee only does about two hours of actual work.”

Matt Tenney, former Marine officer and author of “Inspire Greatness,” used that startling statistic to launch a deeper conversation about employee engagement, leadership, and why so many organizations still struggle to inspire their teams despite decades of training and investment.

After a life-altering personal failure and years of reflection, Tenney developed a leadership philosophy centered on service, coaching, and human connection. For leaders in the independent paint industry, one comment particularly struck a chord:

“If you’re a leader of other people … your job is to inspire greatness in the people you lead,” Tenney said. “What do you think is more meaningful for a manager – to come in and sell paint, or to come in and do that?”

So, if you’re stuck at the sales counter or constantly pulled to the paint chip wall, how do you inspire greatness in your team?

Stop Managing – Start Coaching

“No one wants a boss. We want a coach. We want a mentor.”

Instead of directing, Tenney motivated managers to ask a lot of questions, helping staff think critically, problem solve, and build confidence in their own abilities. While it can feel slower in the short term, he said the long-term payoff is significant.

“We’re gradually freeing ourselves up,” he explained. “In time, they have no idea where all this extra time came from. They go, ‘Oh my gosh, no one’s bombarding me with questions all the time, no one’s coming to ask for permission all the time, because I trust them to do what’s right.’”

Tenney also warned leaders about getting trapped in “react mode” – spending entire days answering questions, solving immediate problems, and putting out fires instead of intentionally developing their teams.

“Really successful leaders are very good at creating blocks of time to do the things that are important but not urgent,” he said.

People Want to Be Excellent

“Nobody wakes up and says, ‘Today I want to be mediocre.’”

As independent paint retailers, your staff have career, financial, and personal goals. Tenney challenged attendees to think about how they can help employees stay on track and continue growing.

“How do I help you hit these goals?” he asked.

“That then feels like somebody cares about you, not that you’re extracting value,” he shared. “The best managers don’t have to demand high levels of performance. It’s not something that’s forced or coerced – they inspire it.”

Tenney also emphasized that accountability should not be viewed as punishment.

“Accountability is an act of caring,” he said. “If you care about someone, you don’t let them be mediocre.”

Culture Impacts Profitability

“I truly believe that the best way to lead a team or run an organization is to put people first and really take good care of people.”

According to Tenney, strong workplace culture isn’t just good for morale – it directly impacts retention, engagement, customer service, innovation, and even product quality.

“If we distill leadership down to the most basic idea, you can define it as influence,” he explained. “And there is no better way to build influence with other human beings than to consistently demonstrate that we truly care about them.”

Tenney pointed to companies like Southwest Airlines as examples of organizations that built long-term success by prioritizing employees and relationships alongside performance.

For independent retailers, that influence can show up in simple but meaningful ways: listening to employees, coaching instead of correcting, helping remove obstacles, and creating an environment where people feel supported and valued.

Small Improvements Matter

“Most people don’t see the impact they’re making for months at work.”

Tenney encouraged retailers to create regular feedback loops with employees and act on that feedback quickly.

“They feel heard, and most importantly, they see meaningful action happen as a result of their feedback,” he said.

He suggested asking employees a few simple questions each month:

1. Are you finding meaning at work?

2. Are you growing?

3. Is the environment conducive to excellence?

4. Is the environment having a positive impact on you?

“If someone strongly agrees with all four of those, that is going to be someone who’s almost guaranteed engagement,” he explained. “That’s going to be one of your top players, giving discretionary effort.”

Tenney also inspired leaders to celebrate progress consistently – even small wins – helping employees connect their daily work to larger store and company goals.

“It’s that one percent improvement that actually makes going to work fun,” he said.

For independent retailers juggling staffing challenges, customer expectations, and day-to-day operations, Tenney’s message was ultimately a simple one: great leadership isn’t about control – it’s about coaching, serving others, and helping people thrive.

DESIGNED TO SHINE

Images: Aubrey James Projects

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CHUCK LIDDELL ALLPRO

NO GLOVES. NO JUDGES. JUST STORIES, STRATEGY, AND STRAIGHT TALK.

JOIN US FOR AN EXCLUSIVE CONVERSATION WITH MMA LEGEND CHUCK LIDDELL

ALLPRO is excited to share that Chuck Liddell, a former Ultimate Fighting Championship titleholder, mixed martial arts master, committed father, and published author will be our spotlight speaker at our Fall Show. Liddell (affectionately referred to as “The Iceman” within MMA circles), fought professionally from 1998 to 2018, earning a total of 21 wins, 13 of which came from knockouts. His unshakable presence both in and out of the ring secured him as a legendary figure in the world of sport.

Liddell’s journey to greatness began early in life with his father’s sudden departure from the family when he was just three years old. Watching his mother, now a single parent, work tirelessly to provide for him and his siblings, helped instill in him the foundations of character that have fueled him in his relentless pursuit of mastery. His maternal grandfather, who helped raise him, also played a pivotal role in shaping Liddell’s unique blend of strength and determination – traits that were further cemented after finding and falling in love with martial arts as a boy in Santa Barbara. The sport’s focus on mental discipline as well as the camaraderie within the surrounding community drew him in, but success did not always come easily. Liddell followed where opportunity arose, crossing oceans just for the chance to continue fighting. Eventually, his persistence paid off and Liddell became the face of America’s fastest growing sport. In 1998, he made his UFC debut, and by 2002, he was almost unanimously considered the number one contender for the light heavyweight title. Match after match, Liddell and his signature mohawk was drawing more and more viewers, digging the UFC out from the underground and into the public consciousness.

After an unprecedented run, Liddell officially retired from the ring in 2018, marking an end to his professional fighting career, but the start of a new chapter. While so many athletes struggle to carve out a path forward after their physical prime has ended, Liddell has moved gracefully into this next phase of life thanks to a series of strategic ventures – decisions which have no doubt been guided by Liddell’s surprising background in finance. Before becoming a top contender in the UFC, Liddell was studying at California Polytechnic State University, where he graduated with a bachelor’s degree in business and accounting, providing him with critical insights that have helped him capitalize on his business opportunities and continue uplifting the sport he loves so dearly. One of these opportunities was a six-year term as Vice President of Business Development with the UFC before its sale in 2016, a role wherein he continued his work of raising awareness around the sport in a professional capacity.

Today, Liddell is a committed father, a published author (his memoir, Iceman: My Fighting Life, was published in 2008), and the Vice President of clothing brand King of Violence. He remains well connected to the UFC community, frequently appearing on podcasts and attending industry events where he provides commentary on the current state of the UFC and the next generation of fighters.

Throughout his tenure in the public eye, Liddell has developed a reputation for extreme discipline, resilience, and leadership — he’s often credited for bringing his sport into the sphere of mainstream entertainment. We look forward to hearing how his entrepreneurial spirit helped transform the UFC as we know it today, and how his knack for reinvention allowed him to excel beyond his humble upbringing to achieve global success.

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Networking with

Get to know creative strategist, deep thinker, and NextGen retail member

David Bacchus

1. He’s still working his very first job

Believe it or not, Bacchus has never left the paint industry. Like many people in independent retail, he started with the basics – stocking shelves, helping customers, cleaning up, and learning products from the ground up.

“Looking back, I think that foundation shaped how I see leadership now,” he says. “Especially when it comes to empathy and patience with new staff.”

Over time, his curiosity about business systems, communication, customer psychology, and branding kept pulling him deeper into the industry.

“The paint industry ended up becoming a really interesting intersection of all those things,” Bacchus explains. “A paint store is actually much more than paint. You’re helping people shape environments where they live their lives.”

2. He’s focused on creating clarity

At Primetime Paint & Paper, Bacchus’ role touches almost every aspect of the business – from operations and purchasing to sales strategy, team development, and long-term planning.

“A typical day can go from solving inventory issues in the morning to helping with customer projects, reviewing sales trends, building systems for the team, or thinking about how we modernize the customer experience without losing the personality of an independent store,” he says.

Bacchus says intentionality is at the core of how the business operates. Rather than overwhelming customers with product choices, the team works to simplify decisions and build trust.

“We try really hard to create an environment where customers feel guided instead of sold to,” he says. “Customers need systems, not products.”

3. NextGen helped expand his perspective

Bacchus first connected with ALLPRO’s NextGen community through industry events, with guidance from his mentor, Primetime Paint’s Peter Fortier, and

If you’ve ever gone down a late-night rabbit hole about branding, customer psychology, business systems, or the meaning of life, chances are David Bacchus has been there too.

The Toronto-based NextGen member from Primetime Paint & Paper brings a fresh perspective to the independent channel, blending strategy, creativity, and relationship-building into a modern approach to retail. Whether he’s solving inventory issues or thinking about how to improve the customer experience, Bacchus is part of the next wave of young retailers helping shape the future of the industry.

Here are five other things you might not know about our member from Ontario.

encouragement from NextGen’s Katie Prus.

“Shout out to Katie for real,” he laughs. What stood out most to him was the openness and willingness of members to share ideas and experiences.

“Independent retail can sometimes feel isolating because every business is dealing with similar challenges in different ways,” Bacchus says. “Having a community where people genuinely want to help each other is valuable.”

4. He thinks the paint business is really about people For Bacchus, relationship building comes down to consistency and empathy.

“I think people can tell pretty quickly whether someone is genuinely interested in helping or just trying to complete a transaction,” he says. He believes most customer conversations go deeper than paint colors or coatings.

“Usually the real conversation isn’t just about paint,” Bacchus explains. “It’s about timelines, stress, confidence, budgets, or trying to make something feel right.”

Long term, he’s interested in exploring the intersection of retail, design, and education –especially finding new ways to bridge in-store and digital experiences for customers.

5. He’s all about routines, reflection, and good food

A perfect day off for Bacchus includes breakfast, the gym or a swim, doing something creative, spending time with family, and having dinner with his girlfriend.

He’s also committed to consistency in a big way.

“I’ve written every day for the last 1251 days,” he shares.

That balance between structure, creativity, and self-reflection seems to shape how Bacchus approaches both life and business – always learning, always refining, and always thinking a little deeper.