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That includes not going behind it. The YellaWood® brand not only prioritizes our dealer relationships, but we prove it through our actions. We take great pride in our fifty-plus year history of only selling to dealers and not directly to their customers. See all the other ways the YellaWood® brand has your back. Visit yellawood.com/for-dealers

YellaWood® brand pressure treated products are treated with preservatives (the “Preservatives”) and preservative methods, and technologies of unrelated third parties. For details regarding the Preservatives, methods, and technologies used by Great Southern Wood Preserving, Incorporated, see www.yellawood.com/preservative or write us at P.O. Box 610, Abbeville, AL 36310. Ask dealer for warranty details. For warranty or for important handling and other information concerning our products including the appropriate Safety Data Sheet (SDS), please visit us at www. yellawood.com/warranties or write us at P.O. Box 610, Abbeville, AL 36310. YellaWood and the yellow tag are federally registered trademarks of Great Southern Wood Preserving, Incorporated. All other marks are trademarks of their respective owners and are used with their permission.

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Volume 44 • Number 8

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------------| CONTENTS

August 2025

VOL. 44 • NO. 8 |------------

STAY CONNECTED ON SOCIALS: @BPDMERCH

FEATURES

DEPARTMENTS

10 12 14

08 ACROSS THE BOARD

COMPETITIVE INTELLIGENCE A modern yard with small-town soul

FEATURE STORY Helping millwork shippers understand HTS codes in today’s trade climate

SALES & MARKETING SPECIAL SECTION: FILL YOUR TOOLBOX Expert advice to maximize your sales, exposure and results, including: • James Olsen on Sales Training • Tony Misura on Repositioning beyond Commodities • Jen Candlish on Marketing to Gen Z • Brian Bowerfind on Rethinking Pricing • Troy Harrison on Long Sales Cycles

EVENT RECAP Mississippi Lumber Manufacturers Association holds its largest-ever convention

28 TRANSFORMING TEAMS 30 LUMBER 411 32 NEWS BRIEFS 36 MOVERS & SHAKERS 40 NEW PRODUCTS 47 TALK BACK 48 CLASSIFIED MARKETPLACE 48 IN MEMORIAM 49 DATE BOOK 49 ADVERTISERS INDEX 50 FLASHBACK

THE VOICE OF THE LBM SUPPLY CHAIN

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August 2025

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------------| ACROSS THE BOARD

WHAT IF ------------ BY PATRICK ADAMS PAST LIVES AND CAREERS may have conditioned me to ask “what if” more often than most. Some close to me call it paranoia. My response? “Better to have it and not need it, than need it and not have it.” That usually ends the conversation—which, I suppose, is the point. But my “what ifs” aren’t always about worst-case scenarios. Often, they’re about dreams—though I prefer to call them goals. I believe anything is possible, and more times than I can count, those “impossible” goals have become reality. Today, it’s hard not to live in a state of “what if.” The news often reads like a catalog of worst-case outcomes. Life feels heavy for many, and it shows. My daughter recently told me about a friend who didn’t seem happy for her when she shared a few good things that had happened. I asked if she’d ever heard the phrase, “Misery loves company.” It takes a rare person—especially one who’s struggling—to genuinely feel joy for someone else’s success. But I told her I’ve always found joy in others’ happiness because it reminds me that good things are possible. Of course, living in constant “what if” mode can steal the joy from today. And that’s the real challenge, isn’t it? To live in the moment. What if we didn’t worry about tomorrow, or next month, or retirement 25 years away? What if we just embraced this moment? If you’re reading this, it likely means you woke up today, your basic needs are met, and you either have a job where your contributions are valued—or you’re retired after a successful career. That alone is worth appreciating. I’m a firm believer that mindset shapes outcomes. I’ve spent a lifetime training my mind to be resilient, to believe anything is possible, and to never stop chasing it. Some

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days it’s harder than others—but I still believe. We all have the power to choose how we see the world, and whether or not we let others influence that view. What if we could all live the American Dream? What if we built communities that supported and encouraged those dreams? What if we made choices based on our values instead of the noise around us? What if we chose to see the good—in the world, and in each other? I know it’s possible. I may not always live up to it, but I’m blessed to be surrounded by people who remind me that it is. That within each of us lies the best version of ourselves—and the will to make it real. Yes, it’s hard. Yes, people might give you odd looks. But as I told my daughter recently, after she held the door for someone who walked through without a word: you don’t do kind things expecting anything in return. You do them because they’re right, and kind, and because they bring you joy. Later that same day, she complimented a woman on her beautiful eyes. The woman burst into tears, hugged her, and said it was exactly the kindness she needed in that moment. What if we all thought that way? This industry is filled with some of the greatest people I’ve met. No matter how tough things get, I believe you will continue to bring hope—and show others what’s possible. It’s one of my greatest honors to serve you and this remarkable community. I hope you take a moment to dream your own “what if.”

PATRICK S. ADAMS, Publisher/President padams@526mediagroup.com

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------------| COMPETITIVE INTELLIGENCE

TWO-UNIT Nebraska dealer Adams Lumber’s owners, Chad and Amy Leibbrandt, have embraced the joys and challenges of operating a diverse, century-old busines.

A MODERN YARD WITH SMALL-TOWN SOUL ------------ BY SARA GRAVES WHEN CHAD Leibbrandt walks through one of his two Adams Lumber Co. stores in rural Nebraska, he doesn’t just see aisles of inventory—he sees relationships, history, and progress. From its modest beginnings more than a century ago to its evolution as a full-service LBM dealer, Adams Lumber has managed a delicate balancing act—staying true to its small-town values while modernizing to meet the growing demands of rural contractors and homeowners alike. “We may be a small-town lumberyard, but it’s not because we don’t have everything the customer needs,” co-owner Chad Leibbrandt explains. That drive to exceed expectations has shaped Adams Lumber’s direction since the Leibbrandts took ownership more than a decade ago.

over 20 years, continuity is a hallmark of the business. Cross-training plays a big role in that. “I will cross-train just for the simple fact that if someone’s gone, someone else has their back,” Leibbrandt says, adding that it helps the company run smoothly even during absences or transitions. For the Leibbrandts, who prioritize a family-first culture, cross-training enables the staff to take time off for family events. “My wife and I take it pretty seriously as being a family-owned business,” Leibbrandt says. “If there are kids events that (staff members) need to go to, they need to go there. We try to get them out of here for any family function they have or want to go to.” That flexibility extends to the owners, too. “If we need to go, they take care of the place.”

Cross-Training Creates a Strong Team

The “Charge-and-Go” Philosophy

Chad and Amy Leibbrandt purchased the now 106-year-old Adams Lumber in August 2012. Today, they oversee locations in Imperial and Grant, Ne. “I’ve learned how much time it takes to be in retail,” Chad says. “Between being open when the public needs you and making sure everything gets done—it’s a lot.” Those long hours have become more manageable, thanks in part to his strong team of 21 employees spread across the two locations. Leibbrandt says his staff is empowered to act quickly—whether it’s fixing a pricing issue or replacing a broken tool—so customers get immediate solutions. “I think it takes a special employee to be able to do those things,” he adds. With average employee tenure ranging from six to

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At Adams Lumber, the continued use of handwritten “yard books” are a nod to old-school retail that the Leibbrandts believe still fits a modern world. “We write everything down—customer names, SKUs, what they’re picking up,” he says. To streamline the process, about 90% of customers have in-house charge accounts. “Once the smoke clears, we enter everything into the computer.” To outsiders, it may seem outdated—but to customers, it’s a convenience they’ve come to rely on. “They don’t have to come inside if they don’t want to. They can stop outside and pick up their stuff and away they go,” Leibbrandt says. “It differentiates us from Menard’s (approximately 85 miles away) by making it convenient for the end-user to just be able to charge and go.”

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UPGRADING its concrete division capacity with a new fleet was a must-do to serve its primarily contractor customer base.

MODERN design center gives customers a hands-on way to visualize their remodeling projects.

In towns like Imperial (pop. 2,000) and Grant (1,200), relationships matter. “Everybody knows everybody’s name,” he says. “A lot of them shop here because of the service—and because we’ve got a good staff.”

All Hail Opportunity

Modern Tools for Rural Needs While the Leibbrandts still rely on their yard books, the past decade has brought significant upgrades—most notably to the company’s concrete division and the addition of a design center. One key upgrade came in the form of new concrete trucks—moving from 7-yard to 10-yard capacity to meet growing demand. “They just weren’t big enough to keep up with contractors,” Leibbrandt says. Today, contractors account for roughly 80% of business in Grant and 60% in Imperial. “They’re updating, so we had to get with the times and keep updating ours,” he adds. “Farmers are building bigger and bigger buildings due to the fact that all their equipment is bigger—so there’s more concrete (needed) for building.” The business also launched a design center to fill a clear service gap—as it was the only one for miles at the time, Leibbrandt says. Run by design specialist Christine Clevenger, the center gives customers a hands-on way for customers to visualize their interior spaces. “That’s part of the service that she offers—she goes above and beyond all the time. We’ve increased sales in general because of the design center,” he adds. building-products.com

Years ago, a hailstorm unexpectedly led to the rise of one of Adams Lumber’s busiest departments. The company had always carried windows and doors, but the post-storm demand made it clear they needed someone focused solely on that side of the business. That’s when Cody DeBusk stepped in—and he’s still doing it all today, from measuring to quoting, helping take the pressure off contractors every step of the way.

Community at the Core Even as the company evolves, its heart remains rooted in the local community. When another hailstorm hit around 6:30 p.m.—one of three since the Leibbrandts took ownership—Adams Lumber stayed open until midnight to help neighbors in need. “We were selling OSB literally through the night to get people taken care of.”

Looking Ahead without Letting Go Adams Lumber isn’t eyeing expansion just yet. Instead, Leibbrandt is focused on refining operations and strengthening what’s already in place. “We’re at a spot where we just need to get better and do 100% (of what we do right),” he says—a philosophy that has kept the business thriving for over a century. It’s a strategy that works—for Adams Lumber and the community it serves. In a world of impersonal online orders, this small-town business continues to deliver something increasingly rare: service, trust and a personal touch. BPD August 2025 • building products digest •

------------| FEATURE STORY

MILLWORK SHIPPERS’ UPDATE

UNDERSTANDING HTS CODES IN TODAY’S TRADE CLIMATE ------------ BY KELLIE SCHROEDER AS INTERNATIONAL TRADE policies shift and tariff scrutiny intensifies, it has never been more important for millwork manufacturers across North and South America to fully understand and properly apply the Harmonized Tariff Schedule (HTS) classifications for their products. Inconsistent use of HTS codes not only increases compliance risks but can also create uneven competition and expose importers to unnecessary tariffs or penalties. The Moulding & Millwork Producers Association (MMPA), which has represented millwork producers since 1963, has reaffirmed its commitment to industry-wide standardization by clarifying how manufacturers should interpret and apply HTS codes for various millwork products. The association’s leadership believes now is a pivotal time to ensure all members are aligned with accurate HTS classifications. “By working together across borders to clarify HTS code usage, our industry strengthens its collective voice and ensures a more equitable and competitive global market for millwork products,” said Kellie Schroeder, CEO, Moulding & Millwork Producers Association.

Why HTS Classification Matters The HTS codes assigned to millwork products determine their eligibility for specific duties, tariffs and

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regulatory oversight. In recent months, the U.S. government has increased enforcement and proposed new measures under Section 232 of the Trade Expansion Act, targeting timber, lumber, and derivative products. These measures could impose duties that directly impact many MMPA members, especially those with cross-border supply chains. “It is important for the decisions about our industry to be influenced by the people who understand it,” relayed Tara Williams, sales representative, Bright Wood Quality Millwork. “We do not need politicians deciding how and what we are doing because they do not understand our businesses and products.” MMPA issued the following formal statement to all industry participants, which serves as a timely reminder and a call to action for all manufacturers, distributors, and importers:

MMPA Addresses HTS Code Categories for Millwork Since 1963, the Moulding & Millwork Producers Association (MMPA) has supported the growth of the millwork industry. In recent decades, the MMPA has grown to include manufacturers from around the world. One of MMPA’s primary purposes is to promote the standardization of products across the industry. In light

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of recent developments in U.S. trade and tariff policy, the MMPA feels it necessary for clarification to issue the following statement on behalf of its many members: The MMPA encourages all participants in the global millwork industry to follow all applicable international trade laws, including the appropriate Harmonized Tariff Schedule (HTS) classification of products and the payment of any required duties and tariffs. Consistent interpretation and application of HTS codes promotes a level playing field where producers, importers, distributors, dealers, and retailers can compete on product quality, innovation, supply chain excellence and delivering customer value. In the current trade environment, the importance of HTS classification has taken on increased significance. Therefore, the MMPA would like to make clear its interpretation of the appropriate codes to use under current rulings.

• Most wood mouldings and millwork products have historically been classified under Harmonized Tariff Schedule (HTS) heading 4409 o Wood continuously shaped along any of its edges, ends or faces, whether or not planed, sanded or end-jointed • Finger-jointed wood blanks reside in HTS 4407, while products with dado, hinge and/or strike routing, or products that are edge-glued fall under 4418 • LVL mouldings and millwork may fall under 4409, 4418, or 4421, while MDF mouldings and millwork generally fall under 4411 • U.S. Customs and Border Protection has ruled, including in January 2024: o Many gesso-coated wood moulding/millwork products are classified under HTS 4418 or 4421 o Gesso-coated S3S boards are classified under HTS 4421 o Customs guidance: Any treatment beyond paint, stain, or varnish—including gesso—precludes classification in headings 4407 or 4409 • In relation to ongoing Section 232 investigation:

o HTS 4409 is subject to pending 232 investigation o HTS 4418 and 4421 are not subject to 232

• Therefore, otherwise similar wood moulding/millwork product imports may be treated differently: o 4409 and 4411 WILL BE subject to Section 232 measures, if implemented, but are NOT subject to reciprocal tariffs o 4418 and 4421 will NOT be subject to Section 232 measures, but are subject to reciprocal tariffs MMPA reminds all industry players that the importer of record is ultimately responsible for the correct use of HTS codes and the payment of any applicable tariffs and duties. Please work with your customs broker to ensure products are properly classified.

What This Means to You Whether you manufacture finger-jointed blanks in Brazil, MDF mouldings in Canada, or ship prefinished millwork into the U.S., the classification you assign your products carries financial and legal consequences. building-products.com

ACCURATE HTS classification is more than a regulatory requirement—it’s a strategic tool in a turbulent trade environment.

Misclassification could result in delays at the border, retroactive penalties, or legal action—particularly under heightened enforcement regimes. Now is the time to review all millwork product lines and HTS code usage with your customs broker. MMPA’s goal in issuing this reminder is not only to protect its members, but to encourage transparent and informed practices that benefit the broader millwork industry. As we face increasing scrutiny on the global trade stage, MMPA believes it is essential for its members to act proactively and collaboratively. Accurate HTS classification isn’t merely a regulatory requirement— it’s a strategic tool for resilience in a turbulent trade environment.

Discover the Value of Global Millwork Collaboration The MMPA brings together leading international manufacturers to foster innovation, collaboration, and operational excellence in the millwork industry. Each fall, the association hosts an immersive Plant Tour Series, where members visit a range of manufacturing sites to gain firsthand insight into production practices, workplace culture, and continuous improvement strategies. In the spring, the association convenes for the WM Millwork Marketplace—a dynamic forum where industry professionals engage in critical discussions on global millwork trends, raw material supply, labor and safety issues, HR practices, and the evolving challenges and successes of millwork manufacturing. Together, these signature events showcase the association’s commitment to shared learning, problem-solving, and strengthening the millwork sector. With a focus on real-world insight and actionable takeaways, membership offers unmatched value for companies seeking to grow, connect, and lead in the international millwork community. BPD – Visit www.wmmpa.com for more information regarding the association or send an email to MMPA CEO Kellie Schroeder at kelli@wmmpa.com. Since 1963, the Moulding & Millwork Producers Association has been setting the standard of millwork. Home of the WM standardized patterns, the membership represents quality producers of softwood, hardwood, MDF and poly moulding and millwork. August 2025 • building products digest •

------------| FILL YOUR SALES & MARKETING TOOLBOX

Make sure you’re fully equipped for the job! Use these practical strategies and expert insights to boost sales, build stronger customer connections, and grow your business. From sharpening your promotional tactics to maximizing every sales opportunity, our Sales & Marketing special section is packed with tools to help you nail down success in today’s competitive market.

REAL TRAINING = REAL RESULTS ------------ BY JAMES OLSEN MY ORIGINAL PLAN was to be a teacher and a coach. I got my degree and my teacher’s certificate in 1980. I went to Spain for a year and taught English. Somewhere along the way I decided I wanted to make more money than teacher’s get paid, so I became a lumber broker. After nine years working at Cascade Empire, I became a department head. We had a terrible run of four or five years where none of the people we hired “made it.” We turned over 10 people in five years. We then hired two people for my department. I trained them based on my knowledge of lumber brokering and the educational techniques I studied in college. My two people succeeded and are still selling lumber today. One day, our seven department heads were in a meeting with our president and vice president. They told us, “You need to train your new traders.” Most of the department

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heads pushed back. “You are paying us to trade not to train new people.” One of our best traders, Jules Plavin, said, “Why don’t we let James do it? He likes it and he is good at it.” That was the beginning of Reality Sales Training. I developed a curriculum for our new traders and our turnover went to almost zero. Our new traders began to stick and became profitable much faster than previously. I continued to trade and train for another seven years and in 2001 decided to go out on my own and started Reality Sales Training. I have been training salespeople inside and outside of the lumber industry for over 30 years. This is what I have learned.

Constancy Is Key Seminars don’t work. We can’t learn an instrument, how to play a sport, or how to become a physician by going to a

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two-day seminar. When my clients hire me, it is for a yearlong program. There are different configurations, but the basic program is 24 one-hour classes every other week for a year. We can’t change adult human behavior overnight. Repetition is part of excellence. “If you don’t like practice you’ll never be great at anything.” Sounds boring. This is how we make it interesting.

Keep Them Awake The number one rule of teaching is “Keep them awake!” I’ve been to a ton of boring sales training and do everything I can do keep my students engaged. These are the things we do to make learning how to sell interesting and fun:

Student Participation I start every class with the question, “Are there any specific sales challenges you would like to bring up in class today?” I then ask for feedback from the group. This creates a lot of discussion. Different people will have different insights. After everyone has spoken I give my answer. Sometimes we will role play the scenario. I say, “Do to me what your customer does to you, and I will show you how I would handle it.”

Role Play Role play is important. We will role play the different situations that we come across as salespeople. One student will be the seller, and one student will be the buyer. I prefer to have the students do this rather than having me be one of the participants. This creates more participation and allows me to fully concentrate on the essence of the call.

Critiquing How we critique the call is critical. I tell the class, “I am going to ask you to give me one thing you liked and one thing you might have done a little differently.” I am extremely specific. “I want you to give me just one thing you liked,” and for the thing they thought they might have done better, I want to the wording to be specific: “This is what I might have done differently.” The reason I want only one of each is so that we can get different perspectives from other students (more participation). When we have got input from several people, I say, “I am going to go through call piece by piece and when I am done if you have anything to add, please do.” Another rule in this process is that the person being critiqued can respond. Two reasons. Number one, we don’t want to spend time on the “he said, she said.” Two, we want the person critiquing to feel free to say what they want without getting into a discussion (argument) with their co-worker. It takes a couple sessions before the group gets used to this process, but when they do the training, it really starts to cook with gas.

This creates engagement and allows the participants to “steal” the best ideas from their co-workers, otherwise known as “best practices.”

Three Silos of Learning There are three “Silos of Learning”: (1) Technical Skills: 1. How to overcome prospecting objections 2. How to run a prospect call 3. How to take an inquiry 4. Closing 5. Overcoming objections 6. Full disclosure selling (Getting deeper into how our customers buy—most salespeople don’t ask enough questions.) a. Where are you in your buy cycle? b. How much do you have on order? c. How much do you have on the ground? d. What is your monthly usage? e. What is your buy-back point? How low do you let it go before you buy back? f. What is your average cost? g. What are you paying out of distribution? (2) Emotional Skills: 1. We study How to Win Friends and Influence People 2. Listening 3. Tones for selling 4. Leadership speech (3) Internal Skills (How do top producers run their lives/ businesses?): 1. Time management 2. Account management 3. Action-specific goal setting 4. Values and vision statements 5. Making a five-year plan

The Bottom Line “The difference between a coach and a teacher is the coach has to win on Friday night.” My customers don’t hire me to teach their team sales. They hire me to increase sales and profits. To get their new hires to profitability quickly. To reduce turnover, which is a significant money saver (turnover is costly!). In addition, we strengthen their sales culture. When everyone at the company goes through the program, there is a bond and group knowledge of what works. Most of my customers are repeat customers. Once they see the results and feel the momentum, they make Reality Sales Training part of their company and their culture. BPD

Contests We will have one contest per quarter. We might read How to Win Friends and Influence People by Dale Carnegie and whoever does the best book report wins $100 cash. Other contests: 1. Best written five-year plan 2. Best program selling proposal 3. Best book report on the sales book of your choice 4. Best looking business offering building-products.com

James Olsen is the principal of Reality Sales Training, Portland, Or., and the creator of SellingLumber.com. Call him at (503) 544-3572 or email james@realitysalestraining.com (www.reality-salestraining.com).

August 2025 • building products digest •

------------| FILL YOUR SALES & MARKETING TOOLBOX

FROM COMMODITY YARD TO HIGH-END SPECIALTY DEALER ------------ BY TONY MISURA IF YOU'RE RUNNING a lumber and building materials business rooted in framing lumber, OSB, and plywood, you know the playbook: move volume, hit inventory turns, keep pricing sharp, and make money on the spread. But as margins tighten and competition increases, many LBM leaders are turning toward higher-margin products, specifically premium millwork like windows and interior doors, to increase profitability and deepen contractor relationships. If 2023 was the Year of the Truss Plant, 2025 is the Year of Millwork. On paper, the move makes sense. In practice? It often stalls. Not because the market isn’t there, but because the internal culture isn’t ready. As a president or executive of an LBM dealer, here’s what you need to know about successfully integrating a high-end window and door business and the cultural challenges you must lead people through to make it work.

brand, and detail. So should your team. That means training them to talk about value, not just cost, and showing them that a well-managed $30,000 window order might deliver more bottom-line profit than a full truckload of studs.

From Speed to Strategy: Redefining the Sales Culture

Showroom vs. Yard: A Cultural Divide

Commodity sales are built on efficiency and responsiveness: price it, pull it, deliver it. Your teams are experts at this. But selling a $40,000 window package to a custom builder isn’t about speed. It’s about consultation, detail, and trust. Your inside team needs to learn how to read plans, understand architectural intent, and walk clients through lead times, hardware selections, energy ratings, and installation coordination. That’s not just a new skillset; it’s a new mindset. Your leadership challenge? Helping your team shift from “order takers” to project advisors.

Your Customers Think Differently. So Must You Most of your customers’ framers, general contractors, and tract builders, are conditioned to chase prices. They want the best deal, today, on a product that is on the ground. But the high-end window and door buyers are different. They care about aesthetics, performance, warranty,

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Operations Must Evolve, Too Your yard and dispatch teams are built to handle fastturn products. But windows and doors aren’t pulled off a rack. They’re ordered in phases, staged per floor or unit, and are subject to lead times, revisions, and jobsite changes. You’ll need to build in new operational disciplines: project coordination, manufacturer tracking, jobsite delivery logistics, and field support. Most important, you must insulate your sales teams from the distractions that come with commodity chaos so they can focus on building high-value packages. Many traditional LBM teams question the ROI of a showroom. But when selling premium windows and doors, a well-designed showroom isn’t a luxury, it’s a sales tool. Builders and architects expect to see, touch, and compare. Without that space, you’re not playing on the same field. If your team struggles to prioritize this kind of investment, it’s your job to adjust attitudes. Don’t think of that space as a showroom, but rather as a conversion engine.

Margin Mindset: Retraining the Numbers Brain Your business is probably structured around high-volume, low-margin targets. That’s fine, until it becomes a blind spot. Premium windows and doors often carry 30%40% gross margins, but only if your team is incentivized and trained to pursue them. Don’t expect success unless you rewire your KPIs. Start with tracking margin dollars, not just revenue. Celebrate wins publicly to shift internal perception from “one-off pain” to “core strategy.”

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(Continued on page 19) building-products.com

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MARKETING TO GEN Z ------------ BY JEN CANDLISH AS THE BUILDING products industry continues to evolve, it’s clear Gen Z is starting to make its presence felt in the trades. With the older members of this generation entering the workforce, it’s a good time for building material dealers, distributors, and manufacturers to take a closer look at what influences their buying decisions. Of course, Gen Z is known for being tech-savvy and socially conscious, but that’s only part of what shapes how they evaluate and choose materials for construction and homebuilding projects. Here’s what you need to know about Gen Z’s preferences and how they’re shaping the future of building product purchasing.

1. Sustainability is Non-Negotiable For Gen Z, sustainability is a must. This generation, more than any before, is driven by environmental consciousness. From the products they buy to the brands they support, eco-friendliness is critical. When it comes to building materials, they’re seeking sustainable alternatives that not only meet environmental standards but also reduce the footprint of a building project. To capture their attention, businesses need to showcase how their products align with sustainability goals. For dealers and distributors, this means getting the facts from manufacturers on core sustainability features and messaging to support conversations. This could include the use of recycled materials and providing more energy-efficient solutions to contributing to green building certifications. Whatever features your brands have to share, it’s important to be able to communicate these eco-friendly credentials clearly to help build trust with these buyers. 2. Value Over Price Alone While cost remains a key consideration, Gen Z is willing to invest in quality if they believe it delivers long-term value. This generation seems to be focused more on total value: product longevity, energy savings, and long-term cost-effectiveness. This shift calls for marketing efforts to focus more on product lifecycle benefits, such as durability, reduced maintenance costs, improved efficiency etc. Emphasizing how a product can deliver lasting value and contribute to a project’s long-term success can impact purchasing decisions.

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3. Smart Solutions for a Tech-Savvy Generation Gen Z is the first truly digital-native generation, and they expect technology to enhance every aspect of their lives, including their work. Whether it’s through using building products that incorporate smart technology or applying digital tools to streamline the construction process, Gen Z is looking for solutions that are compatible with the future of building. Dealers, distributors and manufacturers who offer easy-to-use online platforms, virtual product demos, or augmented reality (AR) tools to visualize how materials will look in different settings are gaining attention in the industry. Because for this generation, it’s not just about selling a product; it’s about providing an experience that integrates seamlessly with their digital lifestyles.

4. Authenticity & Purpose Over Marketing Gimmicks Gen Z is known for its keen ability to spot inauthenticity from a mile away. They value companies and brands that align with their core values and stand for more than just profit. Gen Z wants to see that the brands they engage with care about social issues, from labor practices to environmental impact. What we’re seeing is more brands really stepping up to showcase their values in authentic ways. This includes marketing around areas such as ethical sourcing, community engagement, and transparency in manufacturing and operations. When done right, these efforts can help to drive interest with a group keenly interested in finding partners, not just products. 5. Increasing Social Media Connection As social media continues to dominate how Gen Z interacts with the world, it’s clear that this generation is heavily influenced by online communities. They tend to trust user-generated content and peer reviews more than traditional advertising, so creating a digital presence that facilitates engagement is key. For businesses, this means embracing social media as more than just a marketing tool. It’s a platform for creating two-way conversations, building relationships, and educating. And it’s important to remember progress in social media is not about perfection. As mentioned, this generation appreciates authenticity and realness, which is why many brands are seeing success without overediting or overdo-

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ing it on social platforms. In this industry, it’s about making content that is relatable, helpful and easy to consume.

6. A Focus on Learning and Career Growth As the future of building and construction, Gen Z is also focused on career advancement and ongoing learning. They are likely to seek out businesses that offer educational resources, training opportunities, and skill-building tools. Providing value-added content such as courses, webinars, how-to videos, or certifications related to product use can help build credibility and foster brand loyalty. Positioning Your Business for Success with Gen Z Gen Z is just beginning to shape the future of the building industry; their influence will only continue to grow from here.

COMMODITY YARD TO SPECIALTY DEALER (Continued from page 16)

Lead the Shift Breaking into the high-end window and door market is a leadership challenge, not a sales one. Success requires more than adding a product line; it demands a shift in how your business thinks, sells, and operates. It’s the culture that created obstacles. It takes more than a salesy product champion to evolve the entrenched culture. Find a leader who is effective in building a specialty products subculture. Give them the tools—training, showroom space, margin incentives—to succeed. Segment your customer base and go after remodelers and custom build-

For dealers, distributors and brands alike, now is the time to adapt. By understanding and aligning values, embracing digital tools, and communicating with clarity and purpose, the industry can stay ahead of the curve and build strong connections with this next generation of buyers. BPD Jen Candlish is the senior director of strategic communications at JKBuild, a specialized division of Jan Kelley dedicated to driving growth for building material brands (www. jankelley.com).

ers with intent. Most important, be ready to champion the culture shift from the top down. This isn’t just about growing your business, it’s about future-proofing it. BPD Tony Misura is the founder of Misura Group. Combining 30+ years of experience in the building materials industry, business case analysis, and human psychology, Tony helps inspire leaders to hire smarter (www.misuragroup.com).

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August 2025 • building products digest •

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RETHINK PRICE THROUGH THE LENS OF INVENTORY ------------ BY BRIAN BOWERFIND IN TODAY'S LUMBER and building material market, volatility has become the rule, not the exception. Dealers and distributors across the U.S. are facing challenges at every turn, and supply chain disruptions and inflationary pressures are squeezing away margin for error. Shifting demand from both contractors and DIY customers, combined with growing competition from national big-box retailers who carry massive purchasing power, is only heaping pressure on local dealers. It's quickly becoming clear that traditional methods of protecting margin are no longer enough. Recent data underscores this instability. According to the National Association of Home Builders, the growth in the average price level of building materials plummeted from 15% in 2022 to just 1.3% in 2023. While this deceleration might suggest stabilization, prices remain significantly elevated compared to pre-pandemic levels. For instance, softwood lumber prices declined by 31.3% in 2023, yet they are still 22.7% higher than in 2019. Yet in a time which desperately calls for agility and visibility, many businesses still treat pricing, margin management, and inventory as separate disciplines. Where integrated teams create clarity, siloed teams, strategies, and priorities do the opposite, and fragmented approaches come at a cost. These three levers are deeply interconnected—if pricing strategy doesn’t account for inventory realities, or inventory planning ignores margin goals, the risk of locking up capital, losing profitability, and missing key opportunities to better serve your customers soars. It’s time for LBM leaders to take a more integrated approach, one that views inventory management not just as a cost center but as a strategic driver of both price optimization and margin growth.

The Inventory-Margin Connection Inventory has long been one of the most significant investments for building materials retailers and wholesalers. It’s more than just product on shelves; it’s potential profit or loss. When stock levels don’t align with customer

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demand or pricing opportunities, the bottom line quickly reflects this disconnect. In fact, Builders FirstSource, one of the industry’s largest players, reported an inventory turnover ratio of 12.42 in 2023, which reflects how efficiently they were able to move product and manage stock levels. High turnover like this can play a key role in supporting margins by minimizing carrying costs, reducing the risk of excess or obsolete inventory, and keeping operations tightly aligned with demand. Consider the lumber price spike that occurred between 2020 and 2021, when costs surged more than 300% during the pandemic, only to plummet the following year. Dealers who stocked heavily during the peak in hopes of meeting demand were left with overpriced inventory they couldn’t sell profitably. That wasn’t just a pricing issue; it was a disconnect between inventory forecasting, price sensitivity, and margin strategy. Seasonality adds another layer of complexity. Stocking up on cold-weather products, like ice melt, or warm-season items, like decking materials, requires more than just a look at historical sales. Without proactive alignment between stocking decisions and pricing plans, businesses risk markdowns, dead inventory, or missed margin potential when the window for selling closes.

Pressure on Margins Requires Smarter Planning Margin protection has become increasingly challenging as competitors with greater buying power drive down prices across the industry. Despite this evolution, local and regional dealers have a competitive edge in their agility. If they use it strategically, their ability to move quickly can be a key differentiator. Aligning inventory management with pricing and margin goals enables dealers to make smarter purchasing decisions, fine-tune promotions, and reduce reliance on reactive markdowns. When inventory turns are low, the cost of holding products increases, and obsolete or aging stock often has to be discounted, further shrinking

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Tailored Solutions, Unlimited Potential

WHERE RETAIL INNOVATION GETS REAL Germantown Hardware—CNRG’s flagship living lab near Orgill’s headquarters—serves as a real-world testing ground for nextgeneration retail solutions. The recent installation of 24,000+ Electronic Shelf Labels (ESLs) wasn’t just about automating price updates; it was about gathering actionable insights into labor efficiency, customer experience, and scalable implementation. This initiative is one of many that Orgill, CNRG, and Tyndale Advisors are testing to help retailers nationwide operate smarter, faster, and with greater precision. To find out about how Orgill is a different kind of partner, visit Orgill.com/opportunity. Chris Clark General Manager of Germantown Hardware Memphis, Tennessee

Uncover the datadriven lessons, practical challenges, and long-term insights that came from testing ESLs at scale. This case study goes deeper into what makes a retail “living lab” work—and what you can take from it. See how they did it.

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MASTER THE MARATHON

4 STRATEGIES FOR MANAGING LONG SALES CYCLES ------------ BY TROY HARRISON HAVE YOU EVER run a marathon? Most people haven’t. But many salespeople run them every day—the long sales cycle. Salespeople love the quick win—that satisfying moment when a prospect becomes a customer in a matter of days or weeks. Sometimes, it’s even the fabled “one call close.” But what about those industries, or even those times, where the sales cycle stretches into months or even years? How do you keep your sales teams motivated, strategic, on-task, and successful when the finish line seems so far away? Long sales cycles present unique challenges. They test a salesperson's patience, strategic thinking, and ability to maintain momentum over extended periods. They can also tempt even the most disciplined sales professionals to neglect prospecting, as the gratification of a closed deal feels perpetually out of reach. But here’s the truth: mastering the long sales cycle is not just a skill—it’s an art form. And like any art, it requires dedication, practice and a specific set of techniques. Let’s explore four key strategies that can help you and your team excel in the marathon of long-cycle sales.

1. Never Stop Prospecting. Imagine you’re a farmer (no, not the old, outdated “hunter/farmer” sales term). You know it takes months for your crops to grow, but you also know that if you don’t plant seeds regularly, you’ll eventually have nothing to harvest. The same principle applies to long-cycle sales. It’s easy to fall into the trap of thinking, “Why start new conversations when I won't close them for years?” But remember this: you can’t finish a sale unless you start one. Prospecting is the lifeblood of your sales pipeline, regardless of how long it takes to close a deal. A sales funnel 22 • building products digest • A

that doesn’t consistently fill at the top will run dry at the bottom. Make prospecting a non-negotiable part of your weekly routine. Set aside dedicated time each day to reach out to new potential clients. Use a mix of cold calls, emails, social media outreach, and networking events to keep your pipeline full. Remember, the seeds you plant today are the deals you’ll close tomorrow—or next year. The best prospecting cadence is to open with a phone call (yes, a genuine, pick up the phone, voice-to-voice call), attempt to reach your target. If you don’t get an answer (80% to 90% of the time these days), then leave a powerful voice mail message, and switch to LinkedIn connection. Once connected, slow play the connection using engagement techniques, then ask for the appointment two to three months after connecting.

2. Think Strategically, Act Consistently. Once you’ve initiated a conversation with a prospect, it’s time to shift into strategic mode. This is where the real art of long-cycle selling comes into play. Start by estimating a realistic timeline for the deal. Is it six months? A year? Two years? This timeline becomes your roadmap, guiding your interactions and helping you set milestones along the way. With each contact, your goal should be to move the Buyer’s Journey forward, even if it’s just by inches. This is particularly crucial when you’re up against an incumbent vendor with an existing contract. You’re playing the long game, so every interaction should add value and strengthen your position. Basically, you’re positioning yourself to be the vendor of choice at contract time. Maybe it’s sharing a relevant industry report, offering a

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fresh perspective on a challenge they’re facing, or simply checking in to maintain the relationship—but offering some new piece of knowledge or expertise every time. The key is consistency. Regular, value-added touchpoints keep you top of mind and position you as a trusted advisor, not just another vendor.

3. Keep Your Contacts Current. In the span of a long sales cycle, a lot can change. Decision-makers move on, new stakeholders emerge, and organizational priorities shift. Your job is to stay on top of these changes and adapt your strategy accordingly. Make it a habit to regularly verify and update your contact information. But don't stop there—strive to expand your network within the organization. The more contacts you have, the more resilient your opportunity becomes to personnel changes. “High, wide and deep” should be your watchword. Get as high on the corporate food chain as you can. Get as many contacts (a wide base of influence) in the target company as you can. And make sure that they genuinely know you and the value you bring. This approach not only provides you with a more comprehensive understanding of the organization but also helps safeguard your opportunity if your main contact leaves.

4. Be Ready When the Stars Align. Here’s a fundamental truth about sales: a deal happens when need, solution and timing intersect, and the Buyer’s Journey completes. In a long sales cycle, your job is to be ready when that moment arrives. Maybe the incumbent vendor slips up, budget suddenly becomes available, or a new initiative aligns perfectly with

RETHINK PRICE VIA LENS OF INVENTORY (Continued from page 20)

already tight margins. Ultimately, inventory performance directly affects profitability.

Using Technology to Drive Coordination Making alignment work at scale asks more questions than spreadsheets and manual reports can answer. That’s where technology is required. Modern enterprise resource planning (ERP) systems designed for the LBM industry can provide businesses with the visibility and tools needed to synchronize inventory, pricing, and margin in real time. These solutions allow dealers to monitor inventory aging, track SKU-level profitability, and automate pricing changes based on cost fluctuations or sales velocity. Greater insight empowers dealers to make proactive, data-backed decisions, whether that involves strategically discounting slow-moving items, raising prices on high-demand products, or adjusting stock levels ahead of seasonal shifts. According to a McKinsey analysis, companies that adopt a product and platform approach to ERP upgrades can better manage costs and improve outcomes, enabling more agile and efficient operations.

A Cultural Shift for Long-Term Impact At the end of the day, the most impactful shift isn’t just operational, it’s cultural. For pricing, inventory, and building-products.com

your offering. Your consistent presence and value-added interactions have positioned you to capitalize on these moments. Stay alert to industry trends, organizational changes, and any shifts in your prospect’s business that might create an opening. When that window of opportunity opens, be ready to act swiftly and decisively. Managing long sales cycles is not about passive waiting—it’s about active preparation. It's about building relationships, demonstrating value, and positioning yourself as the obvious choice when the time is right. There are no shortcuts to anyplace worth going. Winning in long-cycle sales requires a unique blend of patience, persistence and strategic thinking. It demands that we resist getting demoralized due to the lack of quick wins and instead focus on building lasting relationships and delivering consistent value. By maintaining a steady prospecting rhythm, thinking strategically, keeping our contacts current, and staying ready for opportunity, we can master the marathon of long sales cycles. BPD

Troy Harrison is the Sales Navigator, a speaker, and author of Sell Like You Mean It! and The Pocket Sales Manager. He has trained salespeople from 23 countries and spoken all over North America and Europe (www.troyharrison.com).

margin strategies to work in harmony, teams across the business must be aligned. That means sales teams need to understand margin contribution, not just revenue targets. Purchasing managers should regularly review inventory turnover and product-level profitability to ensure optimal performance. Leadership needs to foster a shared language around value and performance, not just volume. With that alignment in place, results quickly become visible across the business. Gross margins improve. Stock moves faster. Inventory investments become more strategic. And perhaps most importantly, the organization becomes more resilient and better prepared to respond to market swings and customer needs with confidence. In today’s LBM environment, success isn’t just about selling more. It’s about selling and stocking smarter, starting with viewing inventory as an essential part of the price and margin strategy. BPD

Brian Bowerfind has extensive experience working in senior marketing roles at Owens Corning and Newell Brands, and is currently head of marketing & operations at Worthington Industries (www. channelinstincts.com).

August 2025 • building products digest •

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HOW TO KEEP YOUR CUSTOMERS COMING BACK ------------ BY KATE ZABRISKIE YOU KNOW THAT friend who’s always there when you are in need? The one who shows up on time, follows through on promises, and genuinely cares about what’s going on in your life? That’s exactly what your business needs to be for your customers. Sure, those splashy marketing campaigns and point-collecting apps might turn some heads. But keeping customers? That’s more like maintaining a good friendship—it’s about consistency, trust and showing up when it matters. Think about it: When was the last time you stuck with a business just because they sent you a birthday coupon? Probably never. But I bet you’ve stayed loyal to places that treat you right, make your life easier, and actually seem to care whether you’re satisfied or not. Here’s what makes no sense: businesses throwing money at attracting new customers while practically ignoring their loyal ones. It’s like constantly hunting for new friends while ghosting the ones you already have. Your repeat customers are pure gold—they spend more, they tell their friends about you, and they stick with you even when times get tough. So let’s get real about what actually works. No gimmicks, no fancy strategies—just solid, reliable business practices that build trust and keep people coming back. Consider this your straightforward guide to keeping customers happy (and your business growing) for the long haul.

Action 1: Do What You Say You’ll Do Trust starts with reliability. When you promise to deliver something by a certain time, follow through. If you say you’ll return a call within an hour, make it happen. Customers remember when commitments are met—and when they aren’t. When was the last time I missed a commitment to a customer, and how can I improve my process to prevent that?

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Action 2: Keep It Real (Even When It Hurts) Customers appreciate honesty, even when the news isn’t good. If something goes wrong, don’t hide it. Be upfront, explain the issue, and share how you’re fixing it. Transparency builds trust, especially in tough moments. Do I proactively communicate challenges to customers, or do I avoid difficult conversations?

Action 3: Speed Is Your Friend In today’s world of instant everything, slow responses are frustrating. You don’t need to be available 24/7, but responding promptly shows you value your customers’ time. Even a quick acknowledgment like, “I’ve received your message and will get back to you shortly,” can make a difference. How quickly do I respond to customer inquiries, and do I have systems in place to improve response times?

Action 4: Follow Through Like a Pro Great service doesn’t end with the sale. Checking in after a project, purchase, or service demonstrates care and helps uncover potential issues before they become problems. Do I follow up with customers regularly to ensure they’re satisfied?

Action 5: Listen Like You Mean It Before jumping in with a solution, take time to fully understand your customer’s concerns. Active listening builds trust and often reveals insights that lead to better outcomes. Do I make customers feel heard, or do I focus more on solving the issue quickly?

Action 6: Make Yourself Available (But Set Boundaries) Clear and accessible contact options make it easy for

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customers to reach you when needed. At the same time, setting boundaries ensures you can deliver on those expectations without burnout. Are my contact methods clear and responsive enough for customers to feel supported?

Action 7: Be Predictably Excellent Consistency beats occasional brilliance. Customers want to know what to expect every time they interact with you. Being reliably good builds confidence and loyalty. Is my level of service consistent across all interactions, or do I have room to improve reliability?

Action 8: Keep Them in the Loop Regular updates—even when there’s no change—reassure customers that you’re paying attention. Whether it’s about an order, a service, or an issue being resolved, communication matters. Do I keep customers informed, or do they have to follow up with me to find out what’s happening?

A small gesture can make a big impact. Whether it’s a thank-you note, a thoughtful gesture, or remembering a customer’s preferences, showing appreciation makes people feel valued. When was the last time I went out of my way to thank or recognize a customer?

What's Next? Ready to take the first step? Focus on one area where you know you can improve. When you consistently deliver the basics, customer loyalty follows naturally. BPD

Action 13: Rethink Introductory Deals Be careful with promotions that reward new customers more than loyal ones. Offering steep discounts to new customers while existing ones pay full price can breed resentment. Instead, consider ways to reward loyalty, such as exclusive perks or discounts for long-term customers. Are my promotions encouraging loyalty, or are they making existing customers feel overlooked?

Kate Zabriskie is president of talent development firm Business Training Works, Inc. , which provides onsite, virtual and online soft-skills training to clients in the U.S. and abroad (www.businesstrainingworks.com).

Action 9: Own Your Mistakes Mistakes happen. How you handle them can make or break customer loyalty. Acknowledge the error, apologize sincerely, and explain what steps you’re taking to fix it. When was the last time I owned a mistake with a customer, and how did they respond?

Action 10: Stay Connected (Without Being Clingy) Regular communication keeps your business top of mind, but it’s important to strike the right balance. Nobody wants to feel spammed. Share meaningful updates and value-added content. Am I staying connected with customers in a way that feels helpful, not overwhelming?

Action 11: Play the Long Game Prioritize long-term relationships over short-term revenue. Customers value businesses that put their needs ahead of squeezing every penny from a single transaction. Do my decisions prioritize longterm loyalty, or am I focused on shortterm gains?

Action 12: Show Some Love building-products.com

Patrick Lumber Company Over 100 Years in Business

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MOST PEOPLE WOULD RATHER NOT ACCEPT THE TRUTH ------------ BY DAVE KAHLE MOST PEOPLE would rather believe a comfortable lie than accept an uncomfortable truth. That sounds so harsh, and perhaps it is. It is, however, an observation that I have made and affirmed over and over again. Here’s an example: In my work with B2B sales organizations, I have occasionally been involved in an exercise in which we calculate the “net profit” per customer. This is an arduous effort that requires allocation of all the company’s internal costs to each customer on a fair and equitable basis. So, the cost of the buildings, executives, advertising, etc., are all allocated to each customer and that number subtracted from the gross profit realized from that customer to yield a “net profit per customer.” It’s a great way to evaluate each customer and make decisions about your relationship with each. In one case, my client was a several hundred-milliondollar supplier to a selection of big box stores. The company served hundreds of stores operated by 11 customers. When the exercise was completed, it was revealed that only one of those 11 customers was profitable. The others were subsidized by the one profitable account. I attended the board meeting when that report was presented. What did the board do with this incredible piece of information? Absolutely nothing. They tabled the report and refused to consider it. The consequences were just too great to actually embrace it and do something. They had just built a 300,000-sq. ft. warehouse, for example. Any action that they would have taken would have reflected negatively on the decision to build that warehouse. The consequences of accepting the truth were too great. Instead, they chose to intentionally engage in self-deception. While that may have been the most dramatic example of this truth, it is only one of countless other examples I’ve encountered in my career. Here’s another: The owner of a small distribution company was approaching retirement and brought one of his children into the business to succeed him. One of his salespeople had been with the company for 30 years, and the new second-generation owner suspected that the salesperson had parlayed his longevity into a position where he was not accountable to anyone except the retiring owner.

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The younger manager suspected that that salesperson was taking advantage of it. So, the new manager installed a GPS tracker into his company car and tracked his actions. The GPS revealed that, while the salesperson was claiming to be working his territory, he was spending two working days a week at his cabin on the lake. The retiring owner’s response? Maybe the salesperson needed more vacation time. He refused to accept the truth—that the salesperson was taking unethical advantage of the owner—and instead chose to persist in a deception. I’ve seen such scenarios play out countless times in my consulting career. A belief becomes rooted into people’s psyche. When a clearer view becomes apparent, they are so invested in the consequences that they intentionally continue in the self-deception rather than accept the new level of truth and the implications that come with it. For the corporate board, it was the 300,000-sq. ft. warehouse, and all the time, money and corporate prestige on the line. For the retiring owner, it was his view of the employee as loyal and dedicated. That he was being deceived would eviscerate that perception. I wish this were just a business phenomenon. But, alas, it seems to be a part of human nature, manifesting in all sorts of aspects of our lives. The power of the status quo, and our irrational grasping onto it, is one of the most powerful forces in our lives. It operates in families as well as organizations. I’ve seen, for example, parents who believe their teenage and adult children can do no wrong and defend them in the face of overwhelming evidence to the contrary. The list can go on and on. BPD Dave Kahle is a high-energy, high-content consultant and author who has honed his message through real life experience. He has written 12 books and presented in 47 states and 12 countries (www. davekahle.com).

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WOODT RE A T E DRI GHT P r e s s u r eT r e a t e dL u mb e rIK D A TIP a t t e r nS t o c kIS t a i n e dF e n c i n gIC u s t o mP a c k a g i n g www. e v e r wo o d t r e a t me n t . c o m 8 0 0 2 2 6 3 4 4 4

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THE FROZEN LABOR MARKET WHAT IS IT AND WHY SHOULD YOU CARE? ------------ BY CLAUDIA ST. JOHN AT THE WORKPLACE Advisors, we often experience early indicators of shifts in the business and economic climate. Our vantage point—working closely with organizations across industries and geographies—gives us a unique perspective on the labor market’s ebbs and flows. In the past, we could reliably anticipate booms and busts: when the economy was poised for growth, clients would call us to ramp up hiring and prepare for expansion; when a downturn loomed, they would seek our help with layoffs or compensation adjustments. But the trend we’re witnessing now is unlike anything we’ve seen before—and it’s likely affecting your business, too.

From the Great Resignation to the Great Freeze The COVID-19 pandemic unleashed a turbulent period in the labor market. In 2021, the U.S. experienced the “Great Resignation,” with more than 25% of the workforce— approximately 40 million people—quitting their jobs. Yes, you read that correctly—a quarter of the U.S. workforce quit their jobs in one single year! Businesses scrambled to fill roles and retain talent, driving up wages and, for a time, profitability. As the cycle continued, those wage hikes fueled increased consumer spending, which led to higher prices and, ultimately, inflation. To combat inflation, the Federal Reserve raised interest rates, making it more expensive for businesses to borrow and invest. Traditionally, this would trigger a familiar cycle: companies would cut back on hiring, and layoffs would follow, pushing the economy toward recession. Yet, this time, something different happened.

A New Kind of Stalemate While companies did slow their hiring and pulled back on investments, they stopped short of mass layoffs. The U.S. unemployment rate, which soared to double digits

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after the Great Recession of 2008-2009, has remained remarkably low, hovering around 4% since the onset of the pandemic. Even as profitability declined and borrowing costs rose in 2023 and 2024, layoffs have stayed at historic lows. Why? Because employers, scarred by the difficulty of hiring during the post-pandemic boom, are reluctant to let go of workers they may need again soon. I have experienced this firsthand. During my keynote speeches to business leaders across sectors, I typically ask three questions: • How many of you have struggled to fill key positions? Most hands go up. • Have you had to increase pay to hire or keep employees? Again, most hands go up. • Are you planning layoffs? Almost no hands go up. Like, no hands at all. This pattern is consistent across industries. The reason is structural: the U.S. workforce is shrinking as Baby Boomers retire, and we’re not adding enough new workers to replace them. Immigration hasn’t filled the gap, and younger generations are smaller. The result is a labor market where openings persist, but hiring and quitting have both slowed dramatically.

The “Frozen” Labor Market Defined What we’re seeing now is a “frozen” or “locked-in” labor market. Hiring has stalled, voluntary quits have plummeted, and layoffs remain rare. Companies are holding onto their employees, even if business is slow, because the risk of not being able to rehire is too great. Meanwhile, workers are staying put, wary of making a move in an uncertain environment. This freeze is blocking the normal flow of opportunity: early-career workers can’t break in,

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experienced employees can’t move up, and burned-out staff feel stuck. Moreover, President Trump’s recent policy changes, including new tariffs and shifts in immigration enforcement, have only exacerbated uncertainty for businesses, causing many to take a “wait-and-see” approach rather than making bold moves. As a result, job postings linger for months without being filled, and interviews drag on with no clear end in sight. For job seekers, especially recent graduates, this means longer searches and fewer opportunities.

Why Should You Care? This “frozen” labor market has far-reaching implications for business owners, managers, and employees. For example: • Talent Shortages Are Here to Stay: With workforce growth slowing and retirements accelerating, the competi-

Q. We understand employees spend a lot of time at work, so we allow them to decorate their workspaces with personal touches. We expect employees to have a couple of pictures in their areas. However, we have two employees that go overboard in our opinion. Along with several pictures, they have wreaths, ribbons, figurines and plaques with cutesy sayings all over their area and, when it’s a holiday, they hang even more things! They have so much they have little space to actually work and it creates a huge distraction for everyone else. How do we allow some self-expression while fairly controlling the excess? A . Allowing employees to make their workspaces

more personal does create a more welcoming atmosphere. It also gives co-workers a chance to get to know more about each other on a personal level, helping to deepen their cohesiveness. However, some employees may continue to add to their collection instead of switching things out, leaving their workspace barely functional. Consider setting some rules and limitations. For example, allow only professional or job-related credentials or diplomas. Set a number of personal items and/or define what is acceptable (for example, allow pictures but prohibit plaques and crafts). If they want to bring in a new picture, an old one will need to be removed. When it comes to holidays, if decorating is permitted, realize that you will need to allow employees to decorate for holidays they may recognize. For example, if you allow one employee to put up a small Christmas tree in December, you will also need to allow another to put up a menorah or a kinara (with artificial candles, of course). While this may seem a lot to manage, it could also demonstrate and celebrate the diversity in your workplace. Strictly prohibit anything that is or could be perceived as harassing, sexually harassing, discriminatory or otherwise offensive or inflammatory. Make this a zero-tolerance standard to stop hostile work environment claims before they begin. Whatever you decide, communicate a message balancing productivity and safety while allowing personal expression—be consistent in enforcing it to maintain a fair workplace.

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tion for skilled workers is expected to remain fierce for the foreseeable future. If you lose a good employee, replacing them may be much harder than in the past. • Hiring Freezes Can Backfire: While pausing hiring may seem prudent, it can strain existing staff, increase burnout, and erode morale. Employees may feel overworked and underappreciated, which can lead to disengagement or quiet quitting. • Innovation and Growth May Suffer: When job mobility stalls, so does the circulation of new ideas and skills. This can slow innovation and make it harder for your business to adapt to changing markets. • Job Searches Take Longer: Those needing to hire are finding that the average job search has stretched to six months or more, with career changers proceeding with caution during a time of uncertainty.

What Should You Do? If you’re a business leader, now is the time to rethink your talent strategy. Don’t assume the labor market will “thaw” soon or that old hiring patterns will return. We recommend the following: • Start thinking strategically about your workforce. Now is not the time to move from a proactive to a reactive approach to your long-term workforce strategy. Focus on retaining your best people, investing in their growth, and creating a workplace culture that values flexibility, learning, and well-being. • Don’t put off hiring talent. It will take longer than you anticipate to fill key positions. And once the market turns, you’ll face stiff competition and will have to pay more for the people you want to hire. • Consider broadening your recruitment efforts to include underrepresented groups, veterans, or those seeking non-traditional work arrangements. Now is a great time to hire entry-level talent as a long-term investment. Train them how you want things to be done and let them grow within the company while giving them the freedom to “challenge” current practices, which can help companies consider new, more effective ways of doing things. • Embrace technology and automation to free up your team for higher-value work, but remember that people— skilled, motivated, and engaged—are still your most valuable asset. The “frozen” labor market isn’t just a passing phase—it’s a sign of deeper demographic and economic changes. By understanding what’s happening and responding strategically with creativity and flexibility, you can navigate this new reality and come out ahead. BPD

CLAUDIA ST. JOHN Claudia St. John is president and CEO of The Workplace Advisors, Inc. Reach her at (877) 660-6400 or claudia@ theworkplaceadvisors.com.

August 2025 • building products digest •

A SPECIAL SERIES FROM

------------| LUMBER 411

RED PINE

ITS HISTORY AND ROLE IN THE U.S. LUMBER MARKET RED PINE (Pinus resinosa), also known as Norway pine, northern pine, eastern red pine, an even pin rouge, is a towering softwood species native to North America and widely recognized for its straight trunk, reddish-brown bark, dark green/yellow needles, and resilience in cold climates. For more than a century, red pine has played a significant and steady role in the forestry, construction, and utility pole industries of the United States.

and paper (red pine fiber is used for newsprint, cardboard, and paperboard products); and sometimes railroad ties and timbers (the durability and moderate hardness give it an edge for industrial applications). Thanks to red pine’s amenability to pressure treating, end uses can expand into various ground-contact applications.

A Tree by Any Other Name...

Red pine holds a meaningful niche in the U.S. forest products industry, particularly in the Great Lakes and Northeastern states. According to recent U.S. Forest Service data and state-level reports: • Annual red pine harvest in the U.S. reached 500 million bd. ft. in 2025. • It is one of the top plantation species in the Lake States, with over 2 million acres of red pine plantations nationwide. • Red pine pole production is a key economic driver for small mills across the Great Lakes area, often supplementing their white pine or mixed hardwood operations. As part of the Northeastern Lumber Manufacturers Association (NELMA), there are seven red pine lumber producing mills that account for about 90% of the red pine production nationwide.

Despite being native to North America, red pine’s misnomer of Norway pine likely originates from early settlers in the Great Lakes region who thought the tree resembled the beautiful, tall, straight pines of Norway. The name stuck, especially in Minnesota, where it was officially designated the state tree in 1953.

Natural Range and Growth Red pine is most abundant in the northeastern and north-central United States, particularly in states like Minnesota, Wisconsin, Michigan, New York, and Pennsylvania. It can be found in parts of eastern Canada as well, where it is similarly valued for its commercial qualities. While red pine is native to and grows best in welldrained, sandy soils, rocky slopes, and upland forests, much of what exists today, especially in the U.S., comes from timber plantations established in the early to mid-20th century. Red pine grows best in full sun, but it does tolerate wind and cold well, thanks to a widespread root system. Once established, the red pine requires very little care. During the 1930s and 1940s, FDR’s Civilian Conservation Corps (CCC) planted thousands of acres of red pine to combat deforestation and soil erosion during the Great Depression, resulting in many of the mature stands harvested today. (If you know a little bit about Norway Spruce, this story should sound quite familiar!)

Characteristics and Common Uses Red pine, classified as part of the SPFs group for strength property purposes, is admired for its straight grain, medium texture, and moderate strength, making it especially well-suited for utility poles (the natural straightness and height make it ideal for poles needed minimal taper); timbers/dimensional/construction lumber (it can be easily sawn into boards for general construction/framing); pulp

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Production and Market Use

Sustainability According to multiple sources, the U.S. forest products industry plants, on average, three to five trees for each one harvested. The forests in the United States, to include those comprised of red pine, are growing, expanding, and thriving, thanks to healthy management practices.

What’s Next for Red Pine? With red pine plantations maturing, forest managers are beginning to explore diverse reforestation strategies, sometimes mixing in other species for climate resilience and biodiversity. Still, red pine remains a favored species for managed forests due to its predictable growth, resistance to pests, and economic value. Whether standing tall along a country road as a utility pole, or growing in quiet, evenly spaced rows across northern woodlands, red pine continues to be a symbol of forestry heritage and smart resource management in the U.S. BPD

ugust 2025

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HDUE Holdown

SABR Anchor Bolt

Introducing the HDUE™ holdown and SABR™ anchor bolt solution from Simpson Strong-Tie. Now you can give customers a stronger, faster way to secure shearwall end studs to concrete foundations in residential and light-frame commercial projects. Engineered for higher loads, our new HDUE is ideal for modern structures with more windows and smaller areas for shearwalls. As a direct replacement to our HDU holdown, the HDUE comes packaged with fasteners and washers. Builders attach it to the foundation with our new SABR anchor bolt. The SABR, a cast-in-place bolt also made for higher loads, replaces our SB and SSTB anchor bolts. With just one diameter for each length, the SABR is simpler to order and stock. The HDUE holdown and SABR anchor bolt are code listed, widely available in several sizes, and backed by our expert service and support. To learn more, contact your representative or visit go.strongtie.com/hdue-sabr.

Residential Solutions | Products, Software and Service for Smarter Building

WEYERHAEUSER BUILDING LSL PLANT IN ARKANSAS Weyerhaeuser Co. broke ground June 18 on a new TimberStrand laminated strand lumber plant near Monticello, Ar. Start-up is predicted to be in 2027. The company will invest roughly $500 million, which is expected to add 10 million cubic ft. of annual production capacity and help Weyerhaeuser meet the growing demand for engineered wood products across the South. Fiber will be sourced from company-owned timberlands in south Arkansas and surrounding regions. The facility is estimated to create 200 jobs in the region once fully operational. The Monticello/Warren operation will be Weyerhaeuser’s fourth

manufacturing facility in the state, joining a sawmill in Dierks, Ar.; a plywood/veneer facility in Emerson, Ar.; and a seedling nursery near Magnolia, Ar. It also has four Timberlands offices and 1.2 million acres of timberland in Arkansas. “In south Arkansas, our timber industry is growing thanks to investments like Weyerhaeuser’s $500-million investment in Monticello and Warren,” said Clint O’Neal, executive director of the Arkansas Economic Development Commission. “This groundbreaking is an important milestone for Weyerhaeuser and for the local communities, moving them closer to production and the creation of good-paying jobs for Arkansans.”

NATIONAL HARDWARE SHOW TRANSFORMED Informed by customer research and a sharp focus on today’s retail challenges, the National Hardware Show is undergoing its most significant transformation in its 80+-year history. In 2026, it will debut NHS Concept to Commerce—a reimagined event organized by RX, built to streamline every stage of the go-to market process.

smarter and more competitively. Here’s who should attend: • Retail buyers seeking exclusive, early-stage access to new products and innovation • Private label teams looking to connect directly with manufacturers and develop unique assortments • Distributors and wholesalers exploring fresh inventory and differentiated offerings • Product development and merchandising managers, inventors and entrepreneurs “We’ve redesigned the show to reflect our customers’ needs today, who have more pressure and less time to bring new products to market in order to stay competitive,” said event director Hector Morfin Chong. “This event is about helping attendees move smarter and faster—so they leave with connections, products, and partners that actually drive business.” The show will also feature an expanded Inventor Pavilion, Private Label Pavilion, Brand Showcase, Product Journey Experience, International Exhibitor Summit, Meetings & Recommendations Zone, Innovation Zones, revamped awards, and ample opportunities for networking. “NHS Concept to Commerce puts the full ecosystem in one room. Find new products. Source smarter. Build your brand with speed and confidence,” added Chong.

NHS Concept to Commerce will be the only trade show uniting retailers, brands, manufacturers, distributors, inventors, private label providers, and global factories under one roof—with one clear goal: to accelerate product discovery, strengthen manufacturing partnerships, and speed up time to shelf, all while improving margins. The redesigned event will take place March 31–April 2, 2026, at the Las Vegas Convention Center West Hall, preceded by an International Exhibitor Summit on March 30. NHS Concept to Commerce is not just a rebrand—it’s a strategic shift designed to meet the urgent needs of today’s retail decision-makers and supply chain leaders. This event is built for outcomes, not just inspiration. Whether you’re looking to discover what’s next or launch new products, this show delivers clear pathways to do it—faster,

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ugust 2025

------------| DEALER BRIEFS McCoy’s Building Supply has begun construction on a new store in New Caney, Tx., as its 86th location.

Mead Lumber held a grand reopening and ribbon-cutting at its newly remodeled location in Pratt, Ks. Brain Lumber Co., Springfield, Oh., received preliminary rezoning approval that could enable the 135-year-old dealer to relocate to Moorefield Township, Oh. Siwek Lumber & Millwork, Minneapolis, Mn., has remodeled. The Helpful Hardware Co. has acquired 94-year-old Jordan’s Ace Hardware, Union, S.C., as its 20th location. Kroner’s Hardware, La Crosse, Wi., has been placed up for sale after four generations of family ownership. Frentz & Sons Hardware, Royal Oak, Mi., is shutting down after 93 years. Cool Hardware Co. is adding two new Ace Hardware stores—an 11,000-sq. ft. branch opening late this year in Rockville, Md., and a 9,150-sq. ft., two-story location in Washington, D.C.’s Union Market neighborhood late next year. Costello’s Ace Hardware is closing its Melville, N.Y., branch by the end of September. A liquidation sale began July 16. Sunshine Ace Hardware opened a new location in Naples, Fl., (Julie Pederson, store mgr.).

Midtown Hardware, Tulsa, Ok., permanently closed July 2 after 46 years. Aubuchon Co. has agreed to purchase Wyoming Ace Hardware, Wyoming, R.I., from Rick and Linda Osborne. Once the deal closes at the end of October, the store will be moved to nearby Richmond, R.I., and rebranded to as Aubuchon Ace Hardware. Ace Hardware is opening a new store in Plant City, Fl. Menards will invest $20 million to expand its 30-acre distribution center in Saginaw, Mi. Lowe’s is evaluating a 14-acre site in north Fort Worth, Tx. building-products.com

------------| SUPPLIER BRIEFS ABC Supply has opened new locations in Arlington, Boerne and Marble Falls, Tx., managed by Carver James, Logan Gawlik, and Taner Zimmerhanzel, respectively. GMS Inc., Tucker, Ga., has entered into a definitive agreement to be acquired by Home Depot’s distribution subsidiary, SRS Distribution, for $5.5 billion. Turman Lumber, Arrington, Va., suffered “moderate damage” to its sawmill in a June 19 fire. Weaber Inc. will begin winding down operations at its Choicewood hardwood mill in Titusville, Pa., by Aug. 25, eyeing a full closure by Sept. 8. Marvin has begun production at its new 400,000-sq. ft. fiberglass window/door plant in Kansas City, Ks. WISCONSIN DEALERS join forces (left to right): Eli Bliffert, Joe Jauquet, Jeff Guzzonato, and Josh Brown, in front of Jauquet’s Green Bay, Wi., yard.

BLIFFERT ACQUIRES GREEN BAY DEALER

Fifteen-unit Bliffert Lumber, Milwaukee, Wi., has acquired Jauquet Lumber Co., a family-owned business based in Green Bay, Wi. Founded in 1905, Jauquet Lumber has served Northeast Wisconsin with excellence in customer service and quality materials for 120 years. Owned and operated by third-generation brothers Jim and Joe Jauquet, the company has built a strong reputation in the region by focusing on long-term customer relationships, trusted expertise, and community involvement. “We believe joining the Bliffert family allows us to continue our tradition of outstanding service while positioning us to grow for generations to come,” said Jim Jauquet, co-owner of Jauquet Lumber. “We are very similar in how we do business.” “Nothing makes me happier than welcoming strong, independent lumberyards like Jauquet into our family,” said Eli Bliffert, fifth-generation owner of Bliffert Lumber. “We’re thrilled to expand into the Green Bay area and serve new communities with the same passion and commitment we bring to all of our locations. We are absolutely stronger together.” The merger was finalized on June 30.

IVC SHUTTERING U.S. VENEER PLANT

This summer, The IVC Group of Belgium will cease operations at its U.S.-based veneer manufacturing facility, International Timber & Veneer (ITV). Opened in 1997, the Jackson Center, Pa., mill processes logs into high-quality veneers for its group-owned trading companies, R. Ulrich & Co. and International Veneer Co. (IVC South Hill), as well as veneer trading companies around the globe. ITV specializes in custom-cutting on three vertical slicers and one half-round machine. The company attributed the closure to a range of factors, including skilled labor shortages, rising labor costs, sharply increased prices for equipment and production supplies, the current global economic, and trade developments in 2025.

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White & Son Hardwoods, Tulsa, Ok., has closed after 50+ years and placed its lumberyard up for sale. Fortress Building Products, Garland, Tx., has sold its railing and lighting business to PrimeSource Brands, Irving, Tx., to concentrate on its fencing and steel deck framing. IKO North America officially opened a 205,000sq. ft. metal roofing manufacturing plant on 42 acres in Ennis, Tx. IKO has also officially broken ground on a new granule facility for its subsidiary, Bismarck Granules, in Bismarck, Mo. MITER Brands, Harrisburg, Pa., has sold its EzeBreeze Porch Enclosures brand, Orlando, Fl., to Bob Keller, the current president of Eze-Breeze, in partnership with Jewell Hollow LLC and its managing partner, Zach Coopersmith.

Bon Tool Co., Gibsonia, Pa., has acquired ArtCrete, a Louisiana-based manufacturer of decorative concrete and stencil systems. Valesco Industries, Dallas, Tx., has acquired architectural wood door manufacturer Five Lakes Manufacturing, Clinton Township, Mi. K+R Building Materials, Jefferson City, Mo., is now supplying Envision Outdoor Living Products’ Envision composite decking and Fairway railings in Missouri, Iowa, Kansas, Oklahoma, Nebraska, Arkansas, and southwest Illinois from its five distribution centers. Dixie Plywood & Lumber Co. is now carrying the full line of Tando Composites products at its three Texas locations—Dallas, Houston and San Antonio. Woodgrain is a new Tando Composites distributor in Maine, New Hampshire, and Vermont. TP Trucking & Logistics has taken over a transload in Pasadena, Tx., with 140,000 sq. ft. of indoor warehouse space, 7 acres of outdoor storage. Combilift has been awarded the prestigious Red Dot Award for Product Design 2025 for its Combi-CB70E, high-capacity, electric-powered multidirectional forklift. AHF Products, Mountville, Pa., received certification from the National Wood Flooring Association’s NOFMA program for its Bruce unfinished solid and engineered hardwood flooring, verifying that the products meet industry standards for grading, milling, moisture content, and manufacturing consistency.

ugust 2025

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------------| MOVERS & SHAKERS Jeff Schmidt, purchasing and inventory mgr.-commodities, RP Lumber, Edwardsville, Il., has retired after 31 years with RP, following 18 years with Sutherland’s. Keegan Alsup is now GM for RP in Clinton, Il. Harvey Carroll, ex-Builders FirstSource, joined Snavely Forest Products, Dallas, Tx., as EWP market mgr. Philip Mastrogiacomo, ex-Diablo/Freud Tools, has been named district sales rep for Weyerhaeuser, Easton, Pa. Jeremy Burford has been promoted to executive vice president of manufacturing & sales for RoyOMartin, Alexandria, La. He succeeds Terry Secrest, who will assume an advisory role at Corrigan OSB as he prepares to retire in April 2026 after 21 years with the company. Cade Young is now executive vice president of Martin Timberlands & supply chain. Hayden Anderson was promoted to co-mgr. of 84 Lumber, Augusta, Ga. Caitlin Manning, ex-Dufrene Building Materials, is new to outside sales for 84 in Slidell, La.; Ken Bacon, sales, Dallas, Tx.; Noah Fayak, co-mgr., Beaver County, Pa.; Tony Ott, account mgr., Lorian, Oh.; Andy Shotwell, ex-US LBM, sales, Fort Myers, Fl.; and Kaedon Stickney, outside sales, Victor, N.Y. Mark Skaggs is retiring after 16 years as general mgr. of BlueLinx, Jacksonville, Fl. Brandt Mitchell, ex-Nation’s Best, has joined Robbins Manufacturing Co., Tarrytown, Fl., as director of sales. Denise Nacca, ex-Kimal Lumber, moved to Tibbetts Lumber, Englewood, Fl., as outside sales coordinator. Tony Hamill, ex-Roseburg, has been appointed senior VP, COO for LP Building Solutions, Nashville, Tn. Paul Stoddart has been named general mgr. at Specialty Lumber, Savannah, Ga. Timothy Kelley, ex-Oldcastle, moved to purchasing & vendor relations at Mill Creek Lumber, Oklahoma City, Ok. Lynn Lassonde is new to outside sales at Hammond Lumber, Rochester, N.H. Barry Traylor has retired after 28 years as branch mgr. of US Lumber, Greenville, S.C. Keith Cuthbertson, ex-Magbee Contractors Supply, has joined the outside sales team at Carter Lumber, Winder, Ga. Scott Dayton was promoted to store mgr. of Carter in Nashville, Tn. Kureem Edwards, ex-Shell Lumber & Hardware, is now in outside sales with Keys Lumber, Big Pine, Fl. Reed Powell, ex-BlueLinx, is a new sales associate with Benjamin Obdyke, serving all of Virginia outside of the D.C. metro area. David DiCostanza, Sherwood Lumber, Baltimore, Md., has been promoted to mid-Atlantic regional sales mgr. Jose Silva has been appointed senior operations strategy mgr. for Kuiken Brothers Co., Fair Lawn, N.J. Matt Berger, Michael Kuiken, and Jeff Wood have been promoted to regional mgrs., overseeing the chain’s nine locations in New Jersey and New York. Tyler Rose is new to sales at WoodPro Building Supply, Jacksonville, Fl. David Smith is new to sales at Garris Evans Lumber Shallotte, N.C., serving the Wilmington, N.C., area.

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Henry Bouma, Lumbermen’s Inc., Grand Rapids, Mi., is retiring after 50 years with the company his father co-founded 70 years ago. He will remain on the board. Mike Ryan has been promoted to president of OX Engineered Products, Northville, Mi. Matthew Wright has joined the sales team at Home Builders Supply, Wilson, N.C. Chris Rider has been named CEO of Atlanta Hardwood Corp. (AHC Hardwood Group), Mableton, Ga., succeeding Jim Howard, who will serve as executive board chairman. Jeff Leake is now chief operating officer. Jason Dishman, ex-Hermitage Hardwood, is new to hardwood lumber sales at Paintlick Hardwoods, Monticello, Ky. Ryan Edwards has joined Altenloh, Brinck & Co. (SPAX/ Trufast), Bryan, Oh., as director of sales–mass timber for North America. Kim Varela has been named chief financial officer for Shaw/Stewart Lumber Co., Minneapolis, Mn. Ryan Clausen and Aaron Clausen have been named co-presidents of VT Industries, Holstein, Ia. They succeed Doug Clausen, who will serve as chairman. Adriana Atehortua Arango, ABC Supply, Henrico, Va., was recognized as a managing partner, along with fellow ABC branch mgrs. Clayton Bailey, Jacksonville, Fl.; Juan Baldwin, Petersburg, Va.; Robert Bean, Greensboro, N.C.; Dave Cain, Pottstown, Pa.; Jeff Chapman, Canton, Oh.; Brandon Davis, Chattanooga, Tn.; Robert Dougherty, Springfield, Ma.; Ben Dahl, St. Paul, Mn.; Steve Ennis, Winchester, Va.; Tony Flick, Evansville, In.; Roger Flores, Amarillo, Tx.; Will Harrison, New Bern, N.C.; Jeremiah Jarboe, Austin, Tx.; Kacy Kemmer, Pearl, Ms.; Richard Lavallee, Dothan, Al.; Danny Leecock, Alpharetta, Ga.; Kalvin Lonowski, Gibbon, Ne.; Scott McKenna, Fayetteville, N.C.; Matt Morgan, Roanoke, Va.; Christopher O’Leary, Danvers, Ma.; Greg Pickett, Lafayette, In.; Matthew Ridenour, Manchester, Ct.; Andrew Ruffen, Keene, N.H.; Mario Salvador, Freeport, N.Y.; Colton Smith, Hot Springs, Ar.; Dakota Tishmack, Tyler, Tx.; Mike Walton, Bridgeport, W.V.; Josh Wilson, Lawton, Ok.; Drew Woody, Baltimore, Md.; L&W Supply mgrs. Ron Davis, Nashville, Tn.; Lincoln Glasscock, Panama City, Fl.; Zach Grubb, Winston-Salem, N.C.; Bob Humphrey, Allentown, Pa.; Alan Lott, Austin, Tx.; Richard Maldonado, Paterson, N.J.; David Mullican, Knoxville, Tn.; Tara Nadolny, Orlando So., Fl.; Jeremy Scoggins, Tampa So., Fl.; Mitch Shrader, South Hackensack, N.J.; Jesse Spurling, Indianapolis, In.; and Town & Country mgr. Ruby Turpin, Pooler, Ga. Christopher Nelson will become president, CEO and a director of Stanley Black & Decker, New Britain, Ct., on Oct. 1. He succeeds Donald Allan Jr., who will serve as executive chair of the board until his planned retirement one year later. Steve Rhone, president & CEO, has retired after 38 years with Weston Forest, Mississauga, Ont. Doug Robinson has been appointed executive chairman. Allan Ritter, chairman/CEO of Triple R Brothers, will be feted as the Lumbermen’s Association of Texas’ 2025 Texas Unity Dinner honoree Oct. 29 in San Antonio, Tx. Pepé Roni is now making deliveries for Mungus-Fungus Forest Products, Climax, Nv., report co-owners Hugh Mungus and Freddy Fungus.

ugust 2025

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Training That Builds Success in the Lumber Industry

Fall Wood Basics NAWLA’s Wood Basics isn’t just educational; it’s transformational. Employers consistently praise the course for building capable, connected employees who bring long-term value. Course Topics Include: Compliance Issues in the Wood Industry | Composites and Engineered Wood Products Forestry & Harvesting | Logistics & Transportation | Lumber Manufacturing | Lumber Grading Mass Timber | Negotiations | Wood Basics & Anatomy | Wood Preservation Plus, it goes beyond the classroom with mill and off-site tours.

Corvallis, OR | September 15-19 Learn more: nawla.org/woodbasics

HAMPTON TO CONSTRUCT SC SAWMILL

Hampton Lumber, Portland, Or., will build a new, state-of-the-art sawmill in Allendale County, S.C. The new mill—Hampton’s first on the East Coast—will specialize in producing high-quality southern yellow pine framing lumber. Construction is expected to begin later this year, with operations slated to commence in early 2027. Hampton Lumber is committed to operating one of the most efficient dimension lumber mills in the region. The facility will help meet the growing demand for housing materials while creating high-quality jobs and fostering long-term economic growth in the area.

84 LUMBER ADDS LARGEST ANDERSEN SHOWROOM IN PITTSBURGH

84 Lumber has opened its latest Andersen showroom in the Pittsburgh suburb of Mt. Lebanon, Pa. This new location marks the third showroom, further strengthening its commitment to delivering high-quality products and services to consumers. “We are excited to announce the opening of our new showroom in Mt. Lebanon,” said Dave Fisher, area manager at 84 Lumber. “As the first Andersen showroom in the area, this space is designed to offer our customers an exceptional selection of products and a memorable experience.” The 8,000-sq. ft. showroom is the largest Andersen showroom yet. It will be managed by Robert Colbertson, with Jayke Saiani as co-manager. The showroom fea-

84 LUMBER has opened its largest Andersen showroom ever—an 8,000-sq. ft. venue in Mt. Lebanon (Pittsburgh), Pa.

tures an extensive selection of Andersen products. “Andersen offers one of the broadest and most versatile portfolios of window and door products in the industry,” said Kris Edwards, VP of pro channel sales at Andersen. “84 Lumber’s new Andersen showroom makes it easier for customers to explore our diverse range of products, see firsthand the quality and craftsmanship that goes into every window and door we create, and make selections to bring their design visions to life.”

HARDIE FINALIZES AZEK ACQUISITION

James Hardie Industries has completed its previously announced acquisition of The AZEK Co., Chicago, Il., in an $8.4-billion cash-and-stock deal. James Hardie now features a portfolio of high-performance, low-maintenance exterior brands, including Hardie, TimberTech, AZEK Exteriors, Versatex, StruXure, Ultralox and Intex. Collectively, James Hardie now offers a vast range of design possibilities for homeowners looking for siding, decking, trim, railing, and pergolas. With completion of the transaction, AZEK stock has ceased trading and is no longer listed on the New York Stock Exchange. Hardie’s Aaron Erter and Rachel Wilson will continue to serve as CEO and chief financial officer. Jon Skelly has been appointed president–AZEK Residential, Sam Toole will join James Hardie as chief marketing officer, AZEK brands, and Chris Russell will join James Hardie as VP, global strategy and corporate development. Additional members of James Hardie’s executive leadership team include: Farhaj Majeed, chief HR officer; Tim Beastrom, chief legal officer; Sean Gadd, president, James Hardie, North America; Joe Liu, chief technology officer; James Johnson II, chief information officer; Ryan Kilcullen, chief operations officer; John Arneil, president, Asia Pacific; Christian Claus, president, Europe; Joel Wasserman, VP, corporate communications and James Hardie global brand management; and Jeff Wrobel, VP, integration management office. Jesse Singh, Howard Heckes, and Gary Hendrickson will join the James Hardie board of directors.

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ugust 2025

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BAMCORE PUT ON THE SALES BLOCK

The board and shareholders of Global Bamboo Technologies, Ocala, Fl., manufacturer of BamCore bamboo- and eucalyptus-based building materials, have voted to sell the company’s IP and assets. “While this sale marks the end of our current operations, it celebrates the extraordinary achievements and lasting impact our team has made on the construction industry,” said Hal Hinkle, CEO of BamCore. “We’ve proven that carbon-negative construction is not just possible but practical and profitable, and we’re immensely proud of the foundation we’ve built for future sustainable building innovations.” Despite strong investor confidence and technological breakthroughs with timber bamboo and eucalyptus materials, evolving market dynamics and financial considerations led to the board’s decision to pursue the asset sale. BamCore’s IP, digital assets, inventory, and fabrication assets in both Ocala and Windsor, Ca., will be sold over the next 60 days. The 17acre production campus in Ocala will be listed for sale shortly.

have done to build a great business. Their addition to our team provides us with expansion in the Midwest and deepens our ability to serve customers with the same comprehensive array of top-quality outdoor living supplies and highly attentive and knowledgeable service at all our locations each and every day.” “Establishing a presence in the Midwest and continuing to grow our inland decking footprint are two key pillars of our growth plan, and we have found outstanding new partners in the Smiths and the platform they have built,” said Tyler Wallace,

president of Decks & Docks. “The composite decking and building products markets continue to offer attractive growth opportunities, and we look forward to working with everyone at The Deck Supply to capitalize on this momentum together.” Travis, Marshall and Jordan Smith will lead The Deck Supply business under the Decks & Docks banner, and along with the Decks & Docks leadership team, hold an ownership position in Decks & Docks. Founded in 1991, Decks & Docks operates 53 facilities in 18 states.

One. Stop. Shop.

DECKS & DOCKS ACQUIRES THE DECK SUPPLY

Decks & Docks Co., a leading pure-play specialty distributor of composite decking and outdoor living building products based in Clearwater, Fl., has acquired The Deck Supply, a leading composite decking building products distributor with six retail locations in Missouri, Kansas and Iowa, along with a strong and growing e-commerce presence. Decks & Docks and The Deck Supply are highly complementary, and the transaction expands Deck & Docks’ growing presence in the inland decking market. The Deck Supply will operate under the Decks & Docks banner and its employees will continue to provide their local customers with market-leading consultative support, product expertise and service from all The Deck Supply’s existing locations. “We are excited to welcome the Smith brothers—Travis, Marshall and Jordan—and the entire team to Decks & Docks,’” said Shawn Roberts, CEO of Decks & Docks. “We have long admired the work they building-products.com

Scan for the full story and video Storing millwork can be tough. Size variation, custom orders, temperature sensitivity—all can add to the challenges suppliers face as they seek efficient onsite storage solutions. That’s why Zuern decided to try something completely different. Together with CT Darnell and Sunbelt Rack, Zuern Building Products consolidated all their millwork into one reimagined building for maximum efficiency. The results speak for themselves. Thanks to this change, they saw: 50% faster pick times $8MM more in deliveries with fewer trucks and drivers Maximized inventory efficiency and increased SKU count by over 15%

CT-Darnell.com • Sunbelt-Rack.com • 800-353-0892

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August 2025 • building products digest • 7/3/25 12:49 PM

------------| NEW PRODUCTS

HIDDEN FASTENING COMBO HEAVY-DUTY SIDELOADER Combilift has expanded its FSE range with the launch of an 8-ton capacity, four-wheel electric sideloader designed to meet the increasing demand for highcapacity, emission-free handling of long and bulky loads. The Combi-FSE 8000 delivers all the proven advantages of the smaller FSE models (high operator visibility, low maintenance, patented traction control) now scaled up for more intensive environments. Features include advanced independent traction control, optimized battery placement, heavy-duty load platform, full-visibility cab with intuitive control layout, and built-in smart connectivity.

COMBILIFT.COM (877) 266-2456

FastenMaster’s Cortex hidden fastening system now pairs seamlessly with the stand-up PAMFast Tool for quick, efficient installation of Trex composite decking. The combination delivers an installation three times faster compared to traditional methods, eliminates the need for predrilling, and ensures a flawless, professional finish every time. The PAMFast System provides smooth, consistent fastener installation without jams, setting Cortex screws to the perfect depth to allow for plug installation. The tool can be used in its stand-up configuration or it can be converted to a short tool for precision placement. Cortex Collated fasteners come packaged in boxes of 1,050 on 21 collated strips, enabling pros to efficiently cover approximately 300 sq. ft. of decking. Each collated strip contains 50 screws, significantly reducing reload times and increasing productivity.

FASTENMASTER.COM (800) 518-3569

SAFER, LIGHTER MORTAR BOARD

LAYOUT, DESIGN, ANALYSIS

Bon Tool Co. has release RhinoBoard, a durable, jobsite-optimized mortar board that raises the bar for safety, portability and performance. Sized for convenience, the platform measures 24"x24" platform, just 3/4" thick, and weighs only 5 lbs., making it easy to carry and quick to set up. It also features a built‑in handle, UV‑resistant poly construction, custom‑cut bottom edges, rounded corners, and trimmed edges.

isPlan from Simpson Strong-Tie allows you to model an entire structure with 2D and 3D views while it develops and transfers gravity loads throughout and designs the structural members. Robust import and export options, combined with intuitive modeling and design tools, ensure efficient and cost-effective results. A subscription includes live technical support from Simpson Strong-Tie, just a click away.

BONTOOL.COM (800) 444-7060

STRONGTIE.COM (800) 999-5099

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building-products.com

ALUMINUM DOCK RAILING

INNOVATIVE BACKER BOARD PrimeSource Building Products has launched GripRite MORE, an eco-friendly, magnesium oxysulfate tile backer board and underlayment. Its advanced composition is free from VOCs, quartz silica dust, and other toxic chemicals, making it a healthier choice for installers and occupants alike. Plus, production of Grip-Rite MORE results in 60% less carbon dioxide emissions compared to portland cement boards. The product is used as a tile backer board and underlayment in moisture-prone areas for both residential and commercial applications and is ICC-ES certified. It is fire-resistant with an ASTM E84 Class A Fire Rating, along with exceptional test performance in mold/mildew resistance, shear bond and flexural strength.

PRIMESOURCEBP.COM (800) 676-7777

HURRICANE-SAFE ENTRIES

Feeney has introduced a durable, marine-grade railing system designed for residential docks. Offering a seamless transition from land to water, DockRail kits were created for strength, simplicity and long-term performance for dockside environments. The rail and post kits are engineered for easy installation, using components that snap and screw together with pre-drilled posts and pickets to support its 6200 series 1/8” CableRail kits. Designed for level dock applications, the system includes post kits—each containing posts and bottom post caps—along with rail kits featuring 10-ft. 200 Top Rails and top rail inserts, end plate kits, 1/8" CableRail kits, and CableRail end caps. The kits feature 6000-series aluminum, known for its strength, corrosion resistance, and reliability in marine environments. The AAMA-2604 powder-coated finish adds an extra layer of protection against UV exposure, salt spray, and weathering.

FEENEYINC.COM (800) 888-2418

HARDER-WORKING WORKWEAR

High Velocity Hurricane Zone (HVHZ)-approved entry doors from ODL, Inc. are engineered to meet the most demanding impact standards without sacrificing design flexibility. Designed to perform in the most extreme weather conditions, the entry meet the rigorous requirements for HVHZ, offering Design Pressure (DP) ratings of up to 65 for 6'8" and 50 for 8'0" configurations,

Milwaukee Tool has expanded its Freeflex, Gridiron and Workskin workwear collections to enhance comfort, movement and protection for pros on the jobsite. Among the additions are a Freeflex Lightweight Insulated Vest, Women’s Freeflex long-sleeve Hybrid Tee, and Women’s Gridiron Long Sleeve Pocket Tee. For cold environments, the Workskin Low-Profile Beanie and Workskin Balaclava wick away sweat, while their brushed fleece interiors provide enhanced warmth.

ODL.COM (800) 253-3900

MILWAUKEETOOL.COM (800) 729-3878

building-products.com

August 2025 • building products digest •

COMPOSITE SIDING ACCESSORIES Associated Materials Innovations is expanding its Ascend Composite Cladding line with a full suite of color-matched accessories engineered to help contractors make full-system installs more efficient and visually unified. The new J-Channel, trims and outside corner post profiles create a high-end finish with no caulking, sealing or painting required. Offered in a wide range of classic and contemporary colors—including recent arrival Cape Cod Gray— the new accessories are color-matched to Ascend 7" Plank and 12" Vertical Board & Batten cladding to enhance exteriors from edge to edge. They also match in performance, with pro-focused features like longer lengths, durable construction and lightweight handling.

ASCENDCOMPOSITECLADDING.COM (800) 922-6009

VAPOR-VARIABLE MEMBRANE The new VaporWise vapor-variable interior membrane from Benjamin Obdyke provides advanced moisture management. Innovative by design, with a perm rating ranging from 0.14 to 14, VaporWise adapts to seasonal changes: During winter, it acts as a Class II vapor retarder, helping to prevent interior moisture from entering the wall cavity; in the summer, the membrane’s permeability increases, allowing moisture to escape and ensuring a dry, healthy wall cavity year-round. Offered in 164-ft. rolls, the product is made with tri-laminate construction—a reinforced mesh for strength and resilience, plus a translucent outer layer that provides visibility for installation and monitoring. It is ideal for use with blown-in cavity insulation.

BENJAMINOBDYKE.COM (800) 523-5261

BETTER ROOF VENTING The new PAC-Shield CV roof vent from Petersen improves energy efficiency, prevents ice dams, extends roof lifespans, and controls moisture in metal, slate, tile and shingle steep-slope roof systems. The ventilated composite insulation panel includes a 4'x8' layer of closed-cell rigid polyisocyanurate, integrated solid wood spacers that create a standard 1" air gap, and a top layer of APA/TECO-rated OSB or plywood. It helps keep building interiors cooler in the summer by reducing heat transfer, and adds insulation in the winter to lower energy costs.

PAC-CLAD.COM (800) 722-2523

DRIVER IN COMFORT Wright’s new line of cushioned-grip screwdrivers is specifically engineered for tradespeople who demand increased torque and enhanced comfort on the job. The precision-made screwdrivers have large, ergonomic handles featuring a cushioned, sure-grip design for maximum comfort. They come in four styles: Cabinet-Tip, Phillips, Round-Shank Slotted, and SquareShank Slotted.

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WRIGHTTOOL.COM (800) 321-2902

ugust 2025

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NAWLA SOUTHEAST REGIONAL

14 NORTH AMERICAN Wholesale Lumber Association Southeast regional meeting convened June 19 in Biloxi, Ms., leading into the Mississippi Lumber

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Manufacturers Association convention. [1] Warren Reeves, Craig Crafton, Hank Delesandro. [2] Ben Berry, Sawyer Crew, Joe Brumfield, Casey Pierce. [3] Jackson Fish, Andrew Austin, Davis Tant, Ross Talbot. [4] Maksim Ivanov, Curt Stuckey, Kyle Little. [5] Eric Gee, Maksim Ivanov. [6] Mason Fuller, Will Anderson. [7] Shane Finley, Raymond Stoltz, Teddy Fallon. [8] Reid Manning, Eric Gee. [9] Hank Delesandro, Bill Price. [10] David Lammons, Charlie Barnes. 15 [11] Colby Tomlinson, Tunstall Inge. [12] Tricia Dauzat, Patrick Price, Kelly Matthews. [13] Todd Barker, Natalie Griffith, Linda Hull, Jeff Baumgartner. [14] Luke Mohney, Jackson Pickert. [15] Andrew Austin, Adam Graham, Ross Talbot.

ugust 2025

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LARGEST-EVER MISSISSIPPI LUMBER MEET

MISSISSIPPI LUMBER Manufacturers Association kicked off its biggest-ever annual convention and trade show June 19-22 at the Beau Rivage Resort & Casino, Biloxi, Ms., with over 1,050 registered attendees and 100 exhibitors. [1] Ashley & Blair Buckner. [2] Bill & Kathy Bull, Camden Carpenter. [3] Jeremy & Jennifer Laws, Frank Benner. [4] Charles Nwoye, Marilyn Hollick, Tristen DiCurzio. [5] Gary Fallin, Tunstall Inge. [6] Robert Foreman, Tracy Daniels. [7] Dale Bracken, Lauren & Eric Gee. [8] Adam Duplisea, Jeremy Pitts. [9] Dina Fuller, Lori Baines. [10] Chuck & Caroline Smith, Chad Jourdan. [11] Drew & Stephanie Homan, Starla & Bud Reeves. [12] Jacqueline Richardson, Cole Harris, Trey Lemons, Ryan Olson, Julia McNeill. [13] Glenn Hawley, Avery Jackson. [14] Kent Beveridge, Bill & Ella Schlottman, Alex Lindsay. (More photos on next page)

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MISSISSIPPI CONVENTIONEERS (continued from previous page): [15] Cole Harris, Chris Burr. [16] Jay Hellinger, Matt Petrie. [17] Jeannette & Richie Swain. [18] Hayden Dennis, Matt Scholl. [19] Josiah Wilfong, Aaron Shoup, Hunter Huddleston. [20] Donnie Oney, Joe Hendler, Jim Webb. [21] Cody Sims, Charlie Barnes, Bill Price. [22] Edward Patton, Rick Brignac, Corey Chapman. [23] Steve Templeman, John Ricci. [24] Claire Nisbett, Steve Cheatham, Warren Reeves, Johnny Morris, Ella Schlottman. [25] Claus Staalner, Nina Moldrup. [26] Gary Kellum, Belinda Remley. [27] Misty & Brock Laster.

------------| TALK BACK ON CHARACTER Your op-ed on “Character” (“Across the Board,” June, page 8) was awesome. As I read through the first half, it seemed as if you were quoting from the book of Gen. McChrystal. As I always enjoy your writings, this one is way up near the top and I shall share with my family (two daughters). I agree with you very much as I reflect on people I have worked with, competed against, and had interacbuilding-products.com

tions with in my life. Thanks very much. Please keep the good work coming.

“Across the Board” is my favorite. Keep up the good work. You just forced me to order a copy of On Character.

I just read your editorial in Building Products Digest. My family has been in the sawmill business since 1925. Our family’s principle has been to treat people the way we want to be treated. Please (and I know you did) commend your daughter for her actions. As a parent, I would be very proud. One of the few things we have—that no one can take away from us—is our pride and dignity.

Craig Werner Werner Lumber/Ace Hardware Pine Grove, Pa.

Anthony Valente Valente Lumber Averill Park, N.Y.

Bill Sweeney Coastal Forest Products, Bow, N.H.

August 2025 • building products digest •

MISSISSIPPI LUMBER MANUFACTURERS Photos by BPD

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Henry James Goethe Moxon, 82, president of Ocala Lumber Sales, Ocala, Fl., died on July 8. A University of Florida grad, Henry oversaw numerous family lumber and cattle businesses, including Ocala Lumber Sales and the now-defunct Florida Roof Truss Co. He served as 1984-1985 president of the Florida Lumber & Building Material Dealers Association.

Robert Carrol Wrenn, 76, coowner of Wrenn Brothers Inc., Siler City, N.C., passed away on July 12. A 1971 graduate of Guilford College, he became an owner of the 100-yearold family business—also known as WrennWood—in 1990.

(704) 872-3148 • Fax (704) 872-3146 Email Tom Lakeman shavers.reload@gmail.com

------------| IN MEMORIAM Steven Scott Wood, 58, general manager of Klumb Forest Products, Gulfport, Ms., died on May 24. An alumnus of Mississippi State University, Steve began his career in lumber distribution in 1990 with Klumb Lumber, working as warehouse manager, outside salesman, and general manager. He spent two years with US Lumber in outside sales before joining Cedar Creek, Gulfport, in 2016 and moving to GM in 2017. He ultimatedly returned to Klumb as GM. Henry Kubenik, retired owner of Kohler Lumber Co., Jeffersonville, N.Y., passed away on July 3. He was 100 years old. In 1975, Henry purchased Kohler Lumber Mill and expanded the sawmill into a full-service lumber and hardware store, which he ran as president and CEO for over 30 years.

Eugene L. Mariotti, 84, former president of Mariotti Building Products, Old Forge, Tn., died on July 1 after a lengthy battle with pulmonary fibrosis. A year after graduating from Penn State University in 1962, Eugene joined his father at Mariotti Lumber (now Mariotti Building Products). He served as president for over 45 years.

John G. Sheffield Jr., co-founder of Riverside Forest Products, Augusta, Ga., died on July 12 at the age of 72. In 1983, with partners John Beach and Sam Collins, he started Riverside Forest Products, where he continued to work as a lumber broker until his passing.

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James “Charles” Burns, 88, longtime manager of Calion Lumber, El Dorado, Ar., died on June 17. He joined Calion Lumber in 1967 and retired in 2006.

ugust 2025

Floyd Thomas “Tom” Collins, 80, longtime lumber salesman with Marling Lumber Co., Janesville, Wi., died on July 3. James “Jimmy” Boerstler, 72, owner of Kennedy Lumber Co., Henryetta, Ok., died on July 9. Charles E. “Charley” Brooks III, 81, former president of the old Citizens Supply Co., Kingsport, passed away on June 29. He served in the U.S. Marine Corps during the Vietnam War, then completed his education at East Tennessee State University. Following his tenure at Citizens Supply Corp., Charley joined the leadership of Cox Wood Preserving, Orangeburg, S.C. building-products.com

------------| DATE BOOK

Do it Best – Sept. 5-8, fall market, Indiana Convention Center, Indianapolis, In.; www.doitbest.com.

Listings are often submitted months in advance. Always verify dates and locations with sponsor before making plans to attend.

Hoo-Hoo International – Sept. 5-8, international convention, Menger Hotel, San Antonio, Tx.; www.hoohoo.org.

BLD Connection – Aug. 4-6, Pinnacle roundtable, Hilton, Bloomington, Mn.; members.bldconnection.org.

Peak Auctions – Sept. 6, LBM auction, Washtenaw County Fairgrounds, Ann Arbor, Mi.; Sept. 11-17, Midwest online auction; peakauction.com.

National Hardwood Lumber Association – Aug. 4-6, walnut grading rules, Memphis, Tn. www.nhla.com.

American Wood Protection Association – Sept. 7-11, fall technical committee meetings, Savannah, Ga.; www.awpa.com.

Forest Products Machinery & Equipment Expo – Aug. 6-8, Music City Center, Nashville, Tn.; www.sfpaexpo.com.

National Hardwood Lumber Association – Sept. 8-Oct. 31, inspector training school, Memphis, Tn.; www.nhla.com.

Midwest Building Suppliers Assn. – Aug. 7, Sycamore Scramble golf tournament, Anderson Country Club, Anderson, In.; thembsa.org.

Northeast Lumber Manufacturers Association – Sept. 9-11, annual meeting, Hyatt’s Spruce Peak Lodge, Stowe, Vt.; www.nelma.org.

Peak Auctions – Aug. 7-13, Midwest online auction; peakauction.com.

Kentucky Building Materials Assn. – Sept. 10, Congleton Cup golf outing & auction, Belterra Resort & Casino, Florence, In.; www.kbma.net.

Fastmarkets – Aug. 11-13, Forest Products Latin America Conference, Sao Paulo, Brazil; www.fastmarkets.com.

FSC – Sept. 10-11, annual meeting, St. Louis, Mo.; www.fsc.org.

Kentucky Forest Industries Association – Aug. 12, regional meeting, Lake Barkley State Park Resort, Cadiz, Ky.; www.kfia.org.

Building Material Suppliers Association – Sept. 10-12, SMaRT roundtable, Greenville, S.C.; www.mybmsa.org.

Construction Suppliers Association – Aug. 12-13, lumberyard design & operational excellence workshop, Tyrone, Ga.; www.gocsa.com.

Blish-Mize – Sept. 11-13, fall market, Overland Park Convention Center, Overland Park, Ks.; www.blishmize.com.

Ace Hardware – Aug. 12-14, fall convention, McCormick Place, Chicago, Il.; www.acehardware.com.

Lumbermen’s Association of Texas – Sept. 17-19, convention & expo, Austin, Tx.; www.lat.org.

Peak Auctions – Aug. 16, LBM auction, St. Charles, Il.; peakauction.com.

National Hardwood Lumber Association – Sept. 17-19, lumber drying class, Memphis, Tn.; www.nhla.com.

Mid-States Distributing – Aug. 19-21, Fall Rendezvous show, Phoenix Convention Center, Phoenix, Az.; www.msdist.com. Florida Building Material Alliance – Aug. 21-22, annual convention & expo, Disney’s Coronado Springs Resort & Convention Center, Lake Buena Vista, Fl.; www.fbma.com.

Peak Auctions – Sept. 20, LBM auctions, Berea, Oh.; Sept. 27, Cabarrus Arena & Event Center, Concord, N.C.; www.peakauction.com.

Peak Auctions – Aug. 23, LBM auction, Baltimore, Md.; peakauction.com.

Building Material Suppliers Association – Sept. 25, Built to Lead workshop, Matthews, N.C.; Sept. 29-Oct. 1, roundtable, Des Moines, Ia.; www.mybmsa.org.

Midwest Building Suppliers Association – Aug. 28, White Pine Classic golf tournament, Tullymore Golf Resort, Stanwood, Mi.; thembsa.org.

Construction Suppliers Association – Sept. 26-27, roundtable, Hilton Sandestin, Miramar Beach, Fl.; www.gocsa.com.

One. Stop. Shop.

------------| ADVERTISERS INDEX PAGEScan for the full story and video

Atlas xr.atlasrwi.com

NAWLA www.nawla.org

CertainTeed www.certainteed.com

NOVA USA Wood Products www.novausawood.com

Crumpler Plastic Pipe www.cpp-pipe.com

Storing millwork can be tough. Size variation, custom orders, temperature sensitivity—all can add to the challenges suppliers face as they seek efficient onsite storage solutions. That’s why Greg Zuern decided to try something completely different. Together with CT Darnell and Sunbelt Rack, Zuern Building Products consolidated all their millwork into one reimagined building for maximum efficiency. The results speak for themselves. Thanks to this change, they saw: 50% faster pick times $8MM more in deliveries with fewer trucks and drivers

CT Darnell www.ct-darnell.com

Maximized inventory efficiency and increased SKU count by over 15%

CT-Darnell.com •Cover Sunbelt-Rack.com • 800-353-0892 III

d-full-Horiz-050724.indd 1

offering? A chatbot can nurture a lead just as easily as it can receive one.

3. Full-Funnel Content – Becoming Your Customers’ Go-To Expert People don’t expect the hard sell anymore. They want a trusted advisor. Someone who’s going to answer questions and help solve challenges. This is as much an expectation in person as it is when they turn to your digital resources. When it comes to your online experience, that means having the right content and information readily available to help customers, no matter where they are in their purchasing process. In our study, we found that 25% of the websites reviewed have content for every stage of the buying journey. Essentially, those who are doing it well know their audience well enough to create ample content that speaks to their needs and answers their burning questions. Strong digital experiences have the content necessary to help guide buyers, while building that trust and delivering value at every step. What are some of these content types? Educational pieces, tools and calculators, high-resolution imagery samples, installation videos, customer stories and testimonials are just some examples of content that holds a lot of value in this space. V Quick Tip: Make content with intention. Talk to sales and service teams to learn the common questions customers are asking, and spend some time researching common search queries to ensure content is answering existing needs.

to have things like delivery costs, product manufacturing or production timeline information readily available. If brands don’t provide this information up front, customers will look for it in other ways, such as through social media or online reviews. Offering up this information, as well as providing real experiences and real feedback about products and services, will go a long way in establishing customer trust.

value for their customers. The best approach when it comes to tapping into these opportunities is always to take practical, doable steps. Audit what’s in place and see which steps you can take to strengthen your brand’s digital presence and become even more indispensable for your customers. BPD

As digital advancements continue to soar and customer expectations evolve, it only creates more opportunity for businesses to find meaningful ways to connect and deliver

Jen Candlish is communications director & building materials expert at JKBuild. JKBuild is a specialized division of Jan Kelley, an award-winning creative digital agency.

Patrick Lumber www.patlbr.com

A Final Note: Transparency & Authenticity Building on the critical role of content, it would be a miss if we didn’t talk about the growth and importance of transparency and authenticity in marketing in this space today—digital experience and beyond. From processes to costs and everything in between, it’s more important than ever for brands selling building products to be authentic and transparent about what they can offer their customers. As we know, customer expectations have changed—people now expect

Orgill www.orgill.com

JEN CANDLISH

Where’s the Best Place to Start?

Patrick Lumber Company Over 100 Years in Business

Est 1915

Do it Best www.doitbestonline.com

Everwood Preserving Inc. www.everwoodtreatment.com

Cover II, 35

Redwood Empire www.buyredwood.com

Cover I

Great Southern Wood Preserving www.yellawood.com

Simpson Strong-Tie www.strongtie.com

Cover IV

Humboldt Sawmill www.mendoco.com

Swanson Group Sales Co. www.swansongroup.biz

Lumberman Coffee www.lumbermancoffee.com

TLC Mouldings www.tlcmouldings.com

Maze Nails www.mazenails.com

Weyerhaeuser www.weyerhaeuser.com

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August 2024

• building products digest • 21

7/22/24 2:41 PM

RedBook Lumber Data www.redbooklumberdata.com

August 2025 • building products digest •

------------| FLASHBACK

61 YEARS AGO

FLASHBACK:

TIMELY MESSAGES EVERY MONTH, Building Products Digest strives to deliver as much industry news as possible to your (physical and digital) mailboxes. You can also learn about goings-on by perusing the ads, which suppliers occasionally use to announce new lines, locations and other changes. Sixty-one years ago, you could find quite a bit of news in the ads appearing in BPD sister publication The California Lumber Merchant. The headline-makers from June of 1964 included:

The June 1964 front cover highlighted Durable Plywood Sales Co., Menlo Park, Ca., distributor of Weyerhaeuser’s recently introduced Durable Ree-Sawn plywood siding.

COMING BACK: San Antonio Rigid Pole Construction shared its role in rebuilding Tarter, Webster & Johnson’s mill in Johnsondale, Ca.— or perhaps Tarter should have been Barter. Check out the fine print at the bottom of the ad: “San Antonio will accept lumber in lieu of cash.”

DISTRIBUTOR Western States Plywood opened a new DC in Santa Fe Springs, Ca., to serve East L.A. The site is now occupied by a Foundation Building Materials and an RV dealership.

OPENING DOORS: Crooner/White Christmas star Bing Crosby moonlighted as spokesman for the Artesia Door Co. (along with L.A. Dodgers centerfielder Duke Snider). Der Bingle had a lifetime of lumber industry connections—as a teen he spent two summers working at a logging camp in Idaho. In the 1960s, he sold his Pebble Beach estate to Talbot Lumber owner Fred Talbot. And, his relatives included Minnesota lumber baron William Sauntry and the Harrigan family (Scotch Lumber, Fulton, Al.).

building-products.com

INTRODUCING the Western Wood Products Association—following the merger of the West Coast Lumbermen’s Association and the Western Pine Association. The Portland, Or.-based organization took the opportunity of its first public address to give a preview of the grademark that member mills would begin stamping on their products.

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We’re owned by you—independent dealers who are driven by a shared mission of growth and success. Join the momentum. Learn more at doitbestonline.com or call 260-748-5300 to get started.