HBSD March 2026

Drilling into Innovation

Fasteners and Fast Times at the Builders’ Show

A STORY ABOUT REIMAGINING COMMUNITY

We’ve spent most of our careers in construction, remodeling and local real estate investment, so when we purchased Piscitello’s Home Center in August 2022, some wondered why we were entering hardware retail. While the property itself had value, we saw a greater opportunity: not just to acquire an aging 36,000-squarefoot building, but to restore a long-standing community institution and reimagine what a local home-improvement destination could be.

For more than 65 years, Piscitello’s served this community with a strong local reputation Over time, however, the business had fallen behind, with outdated systems, reduced hours, limited assortments, and a shrinking customer base. While we had no retail background, we understood how to build, problem-solve, and create value. With Orgill’s support, we undertook a full transformation— installing a modern POS system, redesigning the store layout with 8-foot gondolas, improving merchandising, upgrading our digital presence, and completing a full interior renovation, all while remaining open.

The most pivotal decision came when we created a multi-tenant homeimprovement community on the property. Today, Piscitello’s anchors the site alongside three new pole buildings for building materials and a diverse mix of local service businesses In total, eleven businesses now operate here

Together, we create an experience big-box retailers can’t replicate—one built on collaboration, expertise, and genuine community support Piscitello’s now operates seven days a week, has grown from eight to eighteen employees, and continues to welcome both DIY customers and contractors

What began as a property purchase became something far greater: the revitalization of a true community asset. And for us, this is only the beginning.

Dave & Lisa Colver Owners | Piscitello’s Home Center | Easton, Pennsylvania

The hardware and building supply industry is moving at a faster pace than ever. Speed matters—at the job site and in the boardroom. HBSDealer went looking for ideas around the show oor of IBS.

A NextGen Pro le from Kirchner Building Centers

Ace’s YardRx cultivates ongoing customer relationships

In Louisville, the co-op makes a play for convenience

Inside Independents: Costello’s Ace Hardware

WOMEN IN HARDWARE & BUILDING SUPPLY 32 Highlights from successful leadership journeys

Ward Lumber and Arnold Lumber compete with speed, trust and talent

A housing starts forecast from the NAHB

Here’s What’s Online

Regulatory Rundown

People in the News

Quikrete Industry Dashboard

Van Sickle has proudly served the agricultural community since 1907. From the beginning, we’ve remained dedicated to supporting the farm fleet and independent dealer with coatings that stand the test of time.

Here's What's Online

See more and share more when you follow us on Instagram.

Video Showcase

You can see a lot, just by watching. HBSDealer’s Video Showcase series recently visited Arnlold Lumber in Rhode Island for a discussion on what it means to be recognized as a Best Place to Work for Women. Visit HBSDealer.com/video for more.

2026 Field Guide to Decking

Coming soon: HBSDealer’s 2026 Field Guide to Decking, a digital, interactive, videorich resource for the decking business. HBSDealer turns to experts and industry leaders for their takes on sales-boosting trends and innovations. Visit HBSDealer.com

Wanted: Hardware All Stars

Fifty stores in fty states: that’s the slogan and the formula for HBSDealer’s annual presentation of the

STIHL Hardware All Stars (announced in May). Nominations are open. Send yours to news@hbsdealer.com. And look for highlights of past honorees in the HBSDealer Daily Newsletter.

Independent retailers succeed with partners who stay committed, and Rodda-Miller Paint does. Dealers turn to us for consistent support, proven performance, and a partnership built on reliability and experience. Since 1890, our heritage of trusted paint making and attentive, face‑to‑face service has helped stores stay strong and competitive. Our hardware ready program elevates your store, supports your team, and enhances customer experience.

į PRODUCTS: Hardware ready lineup of interior and exterior paints, primers, sundries, and seasonal solutions.

į OPERATIONS: Reliable lead times, responsive support, and clear regional compliance.

į MERCHANDISING: Color centers, end caps, and clean, proven planograms that drive sales.

į TRAINING: Fast, practical modules that build confidence at the counter and pro desk.

Ready to Grow Your Paint Department?

Contact Ken Vaillancourt, Manager of Market Development. With 35+ years of industry experience, Ken and his team deliver results.

Connect with Ken at dealers@roddapaint.com or call 1-800-453-3004.

From the Editor

Goodbye Kodiak, Hello QXO

In the modern era of publishing, only one company has scored two HBSDealer cover-story pro les in a single calendar year: Kodiak Building Partners. It happened in 2023. (In January, our Kodiak cover was an editor’s choice. In October, it was an obligatory ProDealer of the Year feature.)

Kodiak is now being acquired by QXO in a $2.25 billion deal. (See article on page 12.)

This deal hits home. Since its rst acquisition in 2011 of Barton Supply, a rebar and steel supply specialist, Kodiak has been supplying HBSDealer with headlines for our news outlets, and speakers for our events — Top Women in Hardware & Building Supply, our ProDealer Industry Summit, and our newest gathering, the LBM CEO Summit.

Ken Clark, Editor-in-Chief

Jacobs has demonstrated a playful literary side. His two recent books are titled: “How to Make a Few Billion Dollars” and “How to Make Few More Billion Dollars.”]

But more notable than its press releases was the Kodiak strategy to nd family-oriented businesses in the building supply arena, support them, and allow them to do their thing.The Kodiak difference, as explained on the Kodiak website, is described thus: “When a new company joins our team, we prioritize preserving its local identity and autonomy.”

In our of cial world of buttoned-down corporate speak, Kodiak’s press releases were box-of ce gold, often including Easter egg references to classic modern comedies.

For instance, with Kodiak’s August 2024 acquisition of San Antonio Masonry and Steel, the press release announcing the deal snuck in a reference to the protagonist of “Anchorman, the Legend of Ron Burgundy,” which starred Will Ferrell in 2004. Kodiak CEO Steve Swinney in the release stated: “I’m in a glass case of emotion as we celebrate this milestone.”

[Note: There were no hidden movie references in the announcement of the QXO-Kodiak deal. But QXO founder Brad

That adherence to a locally driven, decentralized and entrepreneurial model will be tested as it moves from privately held to publicly traded. It will be tested even as Swinney — who described QXO as “the most exciting company in the industry”— will continue to lead the organization following the acquisition, which is expected to close in early 2026.

But Brad Jacobs brings with him a track record and a playbook. And one of those plays is to y the single banner of QXO across the enterprise.

It’s worked for Jacobs in the past. Will it work with Kodiak’s diverse collection of local businesses? That’s the $2.25 billion question.

To the extent that QXO maintains what made Kodiak special, it has a pretty good chance.

550 W. Bryn Mawr Ave., Ste. 225, Chicago, IL 60631 (773) 992-4450 Fax (773) 992-4455 www.HBSDealer.com

BRAND MANAGEMENT

SENIOR VICE PRESIDENT John Kenlon (516) 650-2064 jkenlon@ensembleiq.com

EDITORIAL

EDITOR-IN-CHIEF Ken Clark kclark@ensembleiq.com

EDITOR Robby Brumberg rbrumberg@ensembleiq.com

ADVERTISING SALES & BUSINESS

ASSOCIATE PUBLISHER Amy Platter Grant (773) 294-8598 agrant@ensembleiq.com

DESIGN/PRODUCTION/MARKETING

ART DIRECTOR Catalina Carrasco cgonzalezcarrasco@ensembleiq.com

PRODUCTION MANAGER Patricia Wisser pwisser@ensembleiq.com

MARKETING MANAGER Kathryn Abrahamsen kabrahamsen@ensembleiq.com

SUBSCRIPTION SERVICES

LIST RENTAL mbriganti@anteriad.com

SUBSCRIPTION QUESTIONS contact@HBSDealer.com

CORPORATE OFFICERS

CHIEF EXECUTIVE OFFICER Jennifer Litterick

CHIEF FINANCIAL OFFICER Jane Volland

CHIEF OPERATING OFFICER Derek Estey

CHIEF PEOPLE OFFICER Ann Jadown

EDITORIAL ADVISORY BOARD

Levi Smith, CEO, Franklin Building Supply Neal DeLowery, Store Projects and Merchandise Manager, Aubuchon Co.

Virginia Lewis, President, Tart Lumber Co. Joe Kallen, CEO, Busy Beaver Building Centers

Tom Cost, Owner, Killingworth True Value David DeJoy, President and CEO, LBM Advantage

Permissions: No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or information storage and retrieval system, without permission in writing from the publisher.

connect with us

Unrivaled dealer support comes from understanding a high-quality product means nothing if it means headaches to get it on your shelves. For over five decades now, we’ve built a trusted reputation for going above and beyond to deliver on the extras that make a difference. Like near-by facilities for timely product deliveries. A seasoned sales support team. Or stand-out advertising that drives higher demand for products. That’s just the beginning of a very long list that only we do. See all the other ways the YellaWood® brand has your back. Visit yellawood.com/for-dealers

QXO strikes again

WILL BUY KODIAK BUILDING PARTNERS FOR $2.25 BILLION

QXO, the well-funded upstart building products distribution company, announced Feb. 11 a $2.25 billion acquisition of Kodiak Building Partners, the acquisition oriented consolidator of lumberyards and specialty distributors.

The blockbuster deal makes good on QXO’s pledge that its acquisition of Beacon Roo ng Supply last year was just the rst step in a plan to grow rapidly in the building products space.

QXO, founded by billionaire entrepreneur Brad Jacobs, said the transaction is expected to be highly accretive to 2026 earnings and will expand QXO’s current addressable market to more that $200 billion.

Kodiak Building Partners has appeared often in HBSDealer’s news coverage. The Englewood, Colo.-based company was named the 2023 ProDealer of the Year. And its portfolio includes industry leaders including Shepley Wood Products, Simonson Lumber and Zarsky Lumber, to name a few.

Kodiak generated approximately $2.4 billion of revenues in 2025 as a U.S. distributor of lumber, trusses, windows and doors, construction supplies, waterproo ng, roo ng, and complementary exterior products, as well as value-added assembly, fabrication, and installation services. The business is a market leader in most of its geographies, with concentrations in the Sun Belt and Mountain states. About 40% of Kodiak’s 2025 revenues were generated in Florida and Texas, where building market growth has consistently outpaced national market growth over the last decade.

products and support services, and with a greater presence in key markets.”

Jacobs added:

“We expect the integration to accelerate margin expansion through scaled procurement, network optimization, AI-powered inventory management, and other tech-enabled operating ef ciencies. Our acquisition pipeline remains very active, with plenty of dry powder from our recently announced equity nancings led by Apollo and Temasek.”

The integration of Kodiak’s structural and exterior construction product offerings with QXO’s existing range will better position QXO to grow both market share and wallet share with large homebuilders, QXO says. This aligns with its strategy to become a preferred supplier serving the full project lifecycle of large, multisite developments and master-planned communities.

“We’ll be able to deliver more value to customers across our combined base by cross-selling products and support services, and with a greater presence in key markets.”

Brad Jacobs, QXO Founder and CEO

“The acquisition of Kodiak is highly complementary to our existing business,” said Jacobs. “We’ll be able to deliver more value to customers across our combined base by cross-selling

Product Knowledge

Product: Arrow Executive Stapler

Manufacturer: Arrow Tool Group, based in Saddle Brook, New Jersey

MSRP: $22.98

“QXO is the most exciting company in the industry,” said Steve Swinney, co-founder and CEO of Kodiak. “By joining forces, we’re moving from strength to strength to unlock new opportunities for our customers and employees. I want to thank our employees for building a high-quality business at Kodiak and for the value created over the past 15 years, including the last eight with Court Square. I look forward to an even more exciting future as part of QXO.”

Knowledge: With shades of the classic, chrome-plated Arrow T-50 Staple Gun, the Arrow Executive Stapler is made of stainless steel and staples up to 25 sheets with a single thrust. Includes built-in staple-storage and a handy low-staple indicator. It also features an alignment guide for the

perfect staple. The product also differentiates itselft with a highly giftable box and polishing cloth for “always looking your best.”

Fun fact: Arrow Tool Group’s Saddle Brook, New Jersey, headquarters includes a mini-museum of Arrow-branded mid-century of ce supply products. The company’s new line of staplers re ects a return to a sector in which it once thrived.

Streamlining a supply chain

DO IT BEST GROUP TIGHTENS ITS NETWORK

Back in late 2024 at a town hall meeting, leaders of Do it Best and True Value addressed plans to organize its nationwide supply chain.

“What’s clear is we’re not going to need 20-plus distribution centers down the road, even with our ambitious growth plans to supply retailers,”  said True Value President Dent Johnson at the time.

A move to further streamline its network of facilities was announced in February 2026. Do it Best said it is relocating its Montgomery, New York, distribution center operations into underutilized distribution center space it already has in Wilkes-Barre, Pennsylvania.

A new operation, known as Hanover, is being established at that location to support long-term capacity needs and provide greater exibility as the business grows.

In addition, True Value will transition out of an Atlanta distribution center earlier than originally planned, with operations moving into other locations within the network that are positioned to support dealer service and ef ciency.

“This work builds the supply chain our store owners will need for the future,” said Dan Starr, CEO of Do it Best and True Value. “We took the time to study our network carefully, and we’re con dent in the plan we’re executing. Just as important, I’m incredibly proud of our teams who are carrying this out with professionalism, care, and a relentless focus on serving our dealers.”

Starr said the moves strengthen the company’s ability to serve customers reliably and competitively.

The distribution center transitions are being phased intentionally to protect service continuity, maintain strong ll rates, and ensure clear communication with dealers and vendors.

“Service continuity is non-negotiable,” Starr added. “Everything we’re doing is designed to keep product owing and give our dealers condence in their distribution partner.”

DISTRIBUTION CENTER LOCATIONS

Do it Best and True Value facilities marked with pre-merger af liations.

Sales forecast survey

LOOKING AHEAD TO LOW SINGLE DIGITS

Source: HBSDealer Poll Question, n=192

Aplurality of readers, 34 percent, who responded to the 2026 sales forecast poll question anticipate sales growth of 1 percent to 5 percent this year.

Here’s how the numbers broke down: Only 13 percent of respondents anticipate sales declines, and only 1 percent anticipate sales declines of 10 percent or more.

Several factors complicate this year’s forecast, relative to previous years. Interest rates remain a moving target. Housing starts are uneven by region. Repair and remodel activity continues to prop up demand, even as new construction nds its footing. Layer on evolving labor challenges, pricing pressure, tariff uncertainty and fast-moving technology investments, and the outlook becomes anything but clear.

A year ago, in a similar survey, readers demonstrated slightly more optimism. At the beginning of 2025, 70 percent of readers predicted growth (compared to 60 percent in the current chart above), and 24 percent predicted sales up 5 to 10 percent (compared to 19 percent in the chart above).

Source: Company reports, HBSDealer research

Built on Resilence at Kirchner Building Centers

The Kirchner family’s roots in Illinois stretch back to 1906, when Charles Kirchner founded what would become Kirchner Building Centers. Today the company operates more than a dozen locations across the Prairie State and beyond, guided by fth-generation leader Drake Kirchner.

Ascending to leadership during COVID gave Kirchner a deeper appreciation for the resilience that de ned earlier generations of his family. “Adaptation and resilience” are traits he sees as essential today amid tariffs, labor shortages, and pricing pressure. He frequently leans on the experience of his father and grandfather for perspective. “Just being able to reach back to those generations is so important,” he says. “I’ve got my grandpa and my dad to ask them what they did and how they navigated through some of these ups and downs.”

“I’m walking out to the guys in the yard … asking them how they’re doing, what can we do for them.”

One constant across generations is a commitment to community. The company has shifted marketing dollars toward local engagement, including partnerships with schools and a tiny-home project with a local high school. For Kirchner, these efforts go beyond goodwill. They help introduce young people to career paths they might otherwise overlook. “How do we let kids know that the trades offer real

opportunity and ful llment?” he asks.

Inside the company, Kirchner emphasizes culture through small but meaningful gestures. A paid birthday off has become a popular perk. “It’s a very little thing, but it’s something our team has really appreciated,” he says.

More important is building trust through face-to-face connection. Monthly meetings promote transparency, but Kirchner

prioritizes personal visits to each location. “I’m walking out to the guys in the yard … asking them how they’re doing, what can we do for them,” he says. While hours on the road can seem inef cient, he views those conversations as an investment in people and long-term performance. That philosophy connects to a broader message: the LBM industry must better communicate its appeal to younger workers. “It’s not always rough, gruff and dirty work,” Kirchner says. “It can be fun and ful lling. People crave that face-to-face, tangible ful llment. The industry must capitalize on that.”

Learn about the 2026 ProDealer Industry Summit and the NextGen Symposium at prodealer.com.

Openings, closings and acquisitions

Regularly updated, the News Map draws from press releases, external media coverage and original reporting to provide the latest industry insights.

Recently, the map highlighted some California expansions: Ace Hardware opening in Mission Hills; Ganahl Lumber acquiring Pine Tree Lumber in two San Diego county locations; and 84 Lumber up and running in La Mirada, near Los Angeles.

R.P. Lumber also added stars to the map with its acquisitions of 8-unit Bender Lumber of Bloomington, Indiana; and an opening in Carlyle, Illinois.

Meanwhile, there were closings in Lewistown, Pa. (Ace Hardware) and Tene y, N.J. (Benjamin Brothers True Value). Explore the interactive News Map at HBSDealer.com/map.

Drilling Innovationinto FASTENERS,

FUTURES AND FAST TIMES AT IBS

By HBSDealer Staff

The hardware and building supply industry is moving at a faster pace than ever.

Speed is of the essence at the job site and the boardroom.

The activity and demonstrations at the recent International Builders’ Show in Orlando con rmed those statements. And hinted at more changes to come.

Examples were easy to spot.

At the Hillman booth, a demonstration of the PowerPro Structural Lag Screw employed a side-by-side comparison with two other screws. The PowerPro was shown drilling deeper into a wood beam, in the same amount of time and force were applied.

“Our wood screw line, redesigned two years ago, provides a 35 percent faster drive speed than the competition, as well as lower energy requirement. You can drive more screws on a single battery charge,” said Tony Kovac, Hillman’s senior director

Speed was on display at the Simpson Strong-Tie booth, which featured the Quik Drive Project Pro Screw Driving Tool. This complement to the Quick Drive system attaches to most any cordless drill or impact driver. And it’s claimed to install screws almost four times faster than using loose screws.

At IBS, innovation even applied to packaging. Case in point: Midwest Fastener recently introduced DIY-friendly packaged kits under the Project Master brand. Designed for all-in-one convenience, the kits include essentials like crimp connectors, nuts, bolts, and washers.

“They’re the type of kits you keep in your garage,” said Nick Thies, marketing manager with the company. “It’s a project-ready solution at a retail-friendly price point, and the reception has been strong.”

OUTSIDE THE BOX

Of course, innovation takes many shapes. Several companies known for nuts, bolts and fasteners have been exploring ancillary areas of the job site.

Hillman earned a 2025 Pro Tool Innovation Award for — of all things — a joist tape.

“The Power Pro Joist Tape works in combination with your deck screws, to put your deck together and also maintain your deck over its lifetime,” said Kovac. “It not only protects your underframing, but also protects the fasteners.”

It does so with a self-healing property that puts a reliable seal around deck fasteners.

Back at the Simpson Strong-Tie booth, the company’s EasyFrame automated marking system made a splash.

It’s an advanced way for wall panel manufacturers, prodealers and component manufacturers to produce wall, oor or truss assemblies. Driven by a powerful linear optimization algorithm, the EasyFrame automated marking system prints precision framing layouts for a

structure directly onto the framing members themselves using high-resolution ink jet technology.

The machine helps to drive construction ef ciency and accuracy, per the company.

The innovation at the IBS/KBIS/Design & Construction Week event (attendance estimates range from 75,000 to more than 100,000) was part of the reason the aisles of the Orange County Convention Center were packed.

AROUND THE SHOW

Packed aisles, busy booths and loud demonstrations were seen and heard throughout the 2026 International Builders’ Show.

A survey shared by show organizer, the National Association of Home Builders, revealed that more than half of builders surveyed said arti cial intelligence represented a “strong” (10 percent) or “somewhat strong” (42 percent) positive impact on long-term homebuilding and housing demand. Those gures put AI near the top of the

Best of Show

Some 40 industry experts and media types were employed as judges for the Best of IBS Awards program.

A new deck fastener called the Shark Clip from Exterpark Decking Reinvented made a splash as a nalist in the Most Innovative Construction Tool category. One of the key features of the innovative system was accessibility. In other words, it offered the ability to lift up a board anywhere on the deck, and replace it, repair it or work underneath it.

But the winner of the category, and the winner of Best of Show honors, was a time-saving product with a lengthy name: “Muddskip Revolutionary Drywall Finishing Technology by Muddskip Revolutionary Wall Coating.”

This powder-like additive, when applied to drywall compound allows for wet-on-wet applications. It signi cantly reduces cycle times between coats, and speeds up the construction process.

The Shark Clip allows accessibility (above). Muddskip took home the ‘Best of Show’ award.

list, behind “aging housing stock” and the work-fromhome trend.

An example of one use-case was on display at the Builders FirstSource booth as an enhancement of its portfolio of digital tools, bringing to the table “semantic search.”

The company’s myBLDR portfolio of digital tools has been reorganized into four integrated hubs that power each stage of the builders’ journey: community (lots and land), plans, selections, and construction.

The combination of the AI-enhanced search and improved organization “has opened a whole new world” of convenience and ef ciency for Builders FirstSource’s builder customers, said Cyndie Roche, VP, digital customer experience.

Builders and technology

EVERYTHING, EVERYWHERE, ALL AT ONCE

The 2026 International Builders Show in Orlando hosted a panel aimed at examining key technology trends that could dramatically shift the building landscape in coming years.

The “Emerging Tech Trends Builders Need to Know” panel featured commentary and insights from leading voices in the building community.

The big message: We are now in the “AI everywhere, all at once” era. So, “Go get immersed in it,” said Melissa Mormon, from Built For the Future. One increasingly accessible way for builders to do so is through robotics.

Mormon says robots took center stage at the most recent Consumer Electronics Show in Las Vegas. But not of the clunky, awkward automaton variety. Next-gen robots “offer better dexterity, precision, elegance and use cases,” Mormon says. LBM applications could apply well beyond drones and “smart” machinery.

Consider the Neo Gamma “home assistant.”

The machine is “multi-function, soft, elegant and proactive,” Mormon says, adding that tech of this sort could be poised for massive growth with an aging U.S. population. We are on the cusp of a massive “convergence of home, health and technology,” she says, with 30% of U.S. adults 65 and over living alone. By 2040, a full 20% of the population will be 65 or older.

Mormon says everyone in the building supply chain should pursue designs, materials and infrastructure with this dramatic demographic shift in mind. Increasingly, that could entail leaving plenty of room and power supply for the house robot to do its work.

‘SMART’ SECURITY RISES

Technology in home security is increasingly sophisticated—and homeowners can’t get enough of it. That was the upshot from John Galante of AE Ventures, who shared that “Buyers want automation and energy-saving features. Smart home security is a huge growth area.”

Big homebuilders have certainly taken notice. Galante illustrates the point by showing DR Horton’s website, which has only four links in the main nav on the homepage. One of those is “Smart Home.”

Galante says builders are having success with presenting “good, better, best” options on smart security tech, though there are “opportunities for margin even at the lowest level.”

GADGETS GALORE: WHAT’S NEXT?

Brian McCarthy of Abrazo Homes closed the panel with a rundown of innovative products and technology that builders may be hearing more about in the coming months. Highlights include:

 Noise cancelling windows (DeNoize)

 Smart solar windows, electric privacy glass that also limits light (Blue)

 Wireless charging countertops to power a toaster, phone, blender and all manner of devices (Wireless Power Consortium)

 Augmented reality mirrors (Brand XR)

 Community-scale Wi-Fi (Cyber Antennas)

 ’Smart’ hardhats with biometric trackers monitoring heart rare, body temp, blood oxygen, etc. (Intenseye)

 Robotic yard maintenance, for laundry and even pickleball (Tennibot)

 Last but not least, a toilet sensor that, well, analyzes your leavings to measure and improve gut health. (Kohler)

The gist, according to McCarthy, is to get out ahead of where this all seems to be going. If more and more household tasks become automated, what impact might that have on lawnmowing, leaf cleanup, home security and other home improvement projects? As home technologies become more fully integrated and intertwined, what role can builders play?

“It’s a challenge but also an opportunity,” McCarthy said.

Fastener Focus

THE FASTENER SEGMENT OF THE INDUSTRY HAS HAD A BUSY START TO 2026

 ALL UNDER ONE ROOF

In January, California-based Simpson Strong-Tie marked the grand opening of its newest manufacturing plant, located in Gallatin, Tennessee.

The 500,250-square-foot, $125 million facility will test and manufacture a range of anchors, fasteners and Quik Drive fastening tools. The facility opened with 227 employees, including machine operators, maintenance technicians, heat treat techs, and process and product engineers, and the site is expected to create an additional 20 jobs in 2026.

Simpson Strong-Tie CEO Mike Olosky said: “This manufacturing and training facility is unlike any other in the construction industry, featuring end-to-end fastening production under one roof with the latest equipment and technology.”



MAX USA IS WIRED

Plainview, New York-based MAX USA Corp. recently released its Buy Americacompliant wire, available in two models: Black Steel and Poly-Coated. Manufactured in the U.S. to meet BABA (Buy America, and Buy American) requirements, supporting compliance on federal or federally funded construction and infrastructure projects.

Both tie wires are fully compatible with all TWINTIER rebar tying tools, providing contractors the exibility to maintain compliance without compromising productivity or tool performance.



NEW NAIL FROM GRIP-RITE

PrimeSource Building Products, Inc. has announced the launch of Grip-Rite SpeedSpike, which it calls the rst widely available 4-1/2” collated fastener engineered speci cally for use with high R-value insulated exterior sheathing.

Grip-Rite SpeedSpike is ideal for use in residential and commercial applications where high R-value sheathing is required by code or desired by the builder. As stricter energy ef ciency standards become the norm, high R-value continuous insulated sheathing is important in regions across Climate Zones 5–8. Current solutions often require crews to handdrive up to 42 individual fasteners per sheet, which can signi cantly add to installation time, labor costs and jobsite fatigue.



M&A SHAKES UP THE FASTENER LANDSCAPE

Threaded Fasteners Inc. (TFI), an employee-owned fastener distribution company based in Mobile, Ala., recently acquired TSA Manufacturing Inc., a fastener manufacturing operation based in Omaha, Nebraska. The transaction closed in early 2026, marking TFI’s tenth acquisition since 2012 and expanding the company’s footprint to 10 states.

Billy Duren, president & CEO of Threaded Fasteners Inc., commented: “We believe this partnership creates meaningful opportunities for our teams, our customers and the communities we serve.”

SOLUTIONS THAT STAND OUT,

BACKED BY SUPPORT THAT SETS YOU APART.

“One size fits all” had a pretty good run. Today’s homeowners want homes that reflect their unique style and professionals who can make it happen.

Explore how we’re BUILDING PRODUCTS BETTER

As a source of solutions for a wide range of residential products, Associated Materials Innovations (AMI) gives you the flexibility to create those distinctive looks without complicating your workflow. Our brands deliver what you need for performance, efficiency, durability, aesthetics, and more.

ACE Hardware Report

Ace Hardware goes yard

BRINGING LAWN CARE PRODUCTS TO THE HOMEOWNER’S DOORSTEP IS A

CONCEPT THAT’S TAKING ROOT

Ace dealers looking to grow their lawn and garden business are nding traction in a subscription-style program designed to simplify lawn care for customers and create predictable seasonal sales.

The Oak Brook, Illinois-based co-op’s YardRx lawn care program continues to expand its footprint nationwide, says Lauren Pearson, director of category marketing for Ace Hardware. The concept offers retailers a structured way to serve homeowners while building loyalty in a growing category.

“Ace YardRx is available online and at thousands of Ace stores nationwide,” Pearson said. “Any store that currently delivers orders placed on acehardware.com supports Ace YardRx, enabling customers to follow a simple program with perfectly timed seasonal deliveries.”

The premise is straightforward: remove guesswork from lawn care. Customers subscribe to a seasonal plan, receive curated product deliveries at the right time of year, and gain con dence in maintaining their lawns. For retailers, the model helps transform lawn care from a transactional category into an ongoing relationship.

BUILT FOR THE DIY HOMEOWNER

Pearson said the program is particularly well suited for dealers whose customer base includes DIY homeowners looking for guidance and convenience.

“Ace YardRx is ideal for retailers who want to grow consumable, repeat-purchase lawn and garden categories and differentiate through solution-based merchandising and expert advice,” she explained.

That emphasis on solutions — not just products — aligns with broader shifts in independent hardware retailing. Many dealers are looking for ways to compete beyond price by offering education, service and curated assortments. YardRx gives stores a framework for doing exactly that, turning what can be an intimidating wall of fertilizers and treatments into a guided system customers can easily follow.

Pearson noted that retailers who fully commit to the program are seeing measurable category bene ts. Stores report stronger overall lawn care sales growth, along with increased attachment sales of complementary products. Just as important, the program appears to be expanding the customer base.

“Ace retailers that fully implement YardRx see stronger lawn care category growth, increased attachment of spreaders and related products, and greater customer con dence,” Pearson said. “Many are also attracting younger, rst-time lawn care

An Ace lawncare program is cultivating ongoing relationships with homeowners.

customers by simplifying product selection and mitigating category intimidation. “Ace YardRx delivers strong repeat participation, with most rst-time subscribers returning for year two.”

GIVING BACK, FOR THE KIDS

Ace Retail Group, the parent company of Westlake Ace Hardware, Great Lakes Ace and other retail hardware brands, has raised more than $1.3 million to bene t the Children’s Miracle Network of hospitals.

The contribution is the result of donations by the hardware retailer’s customers and associates in more than 260 locations across the country.

“It is truly a privilege to stand alongside CMN and support the incredible impact they make nationwide,” said Tony Houk, vice president of store operations for Ace Retail Group. “The 2025 theme, ‘Together We Give, Together We Grow,’ reinforced the Ace brand’s long-term commitment to CMN and our continued focus on making a positive difference in the communities we serve.”

(Ace Retail Group is owned by Ace Hardware Corp.)

Throughout the past year, Ace Retail Group stores engaged in various fundraising initiatives, including the annual CMN bucket sale, round-up campaigns at the register, and sales of World’s Finest Chocolate Bars. All the money raised stays in the communities where Ace Retail Group stores are located and goes toward supporting the local Children’s Miracle Network-designated hospital.

Ace runs for convenience

IN LOUISVILLE, DELIVERY, PROXIMITY AND RECORD-BREAKING DIVIDENDS

Oak Brook, Illinois-based Ace Hardware Corp. says it will deliver an all-time-high $361.8 million to retailers and shareholders based on scal 2025 performance.

The co-op also presented rosy stats pertaining to its digital business. Ace Hardware.com saw a 9.1 percent increase in visits and a 27 percent increase in revenue.

The co-op set records for fourth quarter and full year revenue in its most recent earnings report.

But during the general session of the co-op’s Louisville convention, CEO John Venhuizen pointed to a problem: the convenience crown has been lost to the giant retailers—Lowe’s, Walmart, Home Depot and Amazon—who are generating convenience and loyalty largely through their digital initiatives and delivery programs.

A plan to win back the convenience crown, Venhuizen said, begins with its stores and their proximity to customers. At last count, Ace had 5,823 stores worldwide.

And with a mantra of “speed is the new service,” the co-op intends to take advantage of the footprint and remove the friction. That includes pilots of delivery programs (“Fast and Free” or “Fair and Fast”).

Attendance at the Louisville convention was estimated at more than 12,000 total, up more than 1,000 from a year ago.

Louisville, home to the Kentucky Derby and famous for bourbon, is also a strong market for Ace retailers. There 85 Ace stores in the metro area.

The convention, which ran through Feb. 26, was described as one of the co-op’s most well-attended events in years. The company says the strong attendance is “a great sign of the strength and momentum” behind its independent retailers.

Other highlights from Ace Hardware’s scal 2025:

 Consolidated revenues: $10.0 billion, up 5.8 percent.

 Ace Retail Holdings revenues: $884.6 million, up 7.2 percent.

 Ace Home Services Holdings: $193.9 million, up 13.7 percent.

 Ace International: 176.1 million, down 18.1 percent.

A store concept gains traction

At its unveiling at the Ace Hardware 2024 Fall Convention, the co-op’s Elevate store design program was described as a “fundamental shift in the Ace store model.”

Elevate is a store design that emphasizes major brands in immersive aisles, as it simultaneously leans into three keys of retail virtue: brands, experience and service.

The design program was originally introduced as “Elevate3” and has since dropped the superscript. But Lisa Schmitt, corporate vice president of merchandising operations, pointed to more important numbers. Retailers implementing the program have seen an average 12% sales boost, she said.

“Elevate stores continue to see phenomenal results, and we continue to see an overwhelmingly positive response to Elevate for retailers,” Schmitt said.

The co-op says it executed 289 Elevate store updates in 2025 and plans another 470 in 2026.

CEO John Venhuizen has described the program as “experiential retail wrapped in the servant-hearted humanity that’s made Ace famous.” He said the Elevate format will be “at the heart” of the co-op’s plans to invest more than $1 billion over ve years in opening new stores and renovating existing stores.

It’s four key areas are Paint, Power, Backyard & Barbeque, and Home Preservation.

DeWalt, Milwaukee and Craftsman are among the elevated brands.

BUILT FOR PROFIT

Fasteners are a $15B+ category and a proven driver of retailer margin. For some stores, they represent up to 25% of total sales, making the right assortment critical.

We help retailers turn fasteners into a competitive advantage with deep category expertise and market relevant assortments.

We Are Your Fastener Destination

• Top construction fastener brands for Pro customers

• Faster deliveries that reduce inventory and improve turns

• Low order minimums to control carrying costs

Customized assortments. Simplified operations. Better results.

WHY EMERY JENSEN

Because execution matters as much as assortment. We are more than a distributor. We are a true growth partner for independent retailers.

All delivered to you by our non-commissioned field team focused on your long term success, using data driven insights to help move product out the front door. When you succeed, we succeed.

Scan to learn more! in buying power for competitive pricing $10B stocked SKUs across every major category 100k+ distribution centers for fast, reliable delivery 16 in inventory with 99% order accuracy $1.2B

ACE Hardware Report

Growth with a founder’s spirit

MICHAEL COSTELLO OUTLINES THE CULTURE BEHIND EXPANSION

Deer Park, New York-based Costello’s Ace Hardware today operates 62 stores in six Eastern states. And an ambitious internal slogan calls for “100 stores by 2030.”

The company hasn’t always been an independent retail juggernaut. And for CEO Michael Costello, growth isn’t measured only in square footage, store count, or revenue targets. It’s measured in culture — and in how faithfully a growing organization preserves the problem-solving, customer- rst spirit of its founder.

Speaking to an audience of industry leaders, Costello, one of 10 children of founder Vinnie Costello, re ected on the unlikely beginnings of the company his father built, and the mindset that continues to guide its expansion today.

The origin story reads less like a strategic business plan and more like survival. Vinnie entered the hardware business almost by accident, accepting an ownership stake in a small store as repayment of a debt. The operation was tiny, understocked and operating in a competitive market. Weekend sales sometimes totaled just $60.

There was no retail playbook. There was urgency.

“He just gured it out,” said Michael. “He was an outstanding problem solver. He was curious. And he was willing to make decisions that were always in the customer’s best interest, even if it meant less money in the moment.”

Instead of pushing high-margin replacements, Vinnie Costello became known for offering the simplest, cheapest x — like recommending a 20-cent washer instead of a $20 product. The approach built trust, repeat business and, eventually, pro tability. That philosophy still de nes the company’s identity.

The CEO shared a story from his teenage years, when he proudly built a piece of furniture with a friend, only to have his father examine it and deliver a blunt verdict about the shortcomings of pine. The lesson wasn’t about discouragement; it was about raising standards and pushing for better results the next time.

That willingness to critique success has shaped the company’s appetite for calculated risk.

The gamble paid off. By recruiting former home center employees and learning on the y, the company expanded its merchandising capabilities and operational sophistication. It marked a turning point from small operator to a multi-store growth platform.

A similar leap came in 2017, when the company acquired a three-store chain in the Baltimore suburbs, along with an in-store replace and spa business — categories far outside its traditional expertise and more than 300 miles from its home base.

As the organization scaled toward 1,000 employees, however, leadership confronted a new risk: cultural drift. Many team members had never met the founder whose values shaped the company’s early years. Those values, long transmitted informally through stories and relationships, needed formal structure.

In the late 1990s, with ve modest stores generating up to $2 million each in annual sales, the company took a leap. Regional home center chain Pergament was exiting the Long Island market, leaving behind a base of customers. The Costellos opened a 25,000-square-foot home center — roughly the size of all their existing stores combined — despite having no experience in lumber, housewares or large-format retailing.

“We had never sold a stick of lumber,” Costello recalled.

The company codi ed its principles, publishing them and embedding them into daily rituals and training. Employees now carry pocket-sized value cards inspired by hospitality brands known for disciplined culture management. The goal isn’t rule enforcement, Costello said, but empowerment — aligning front-line decisions with the founder’s ethos.

“If you want to grow,” he told the audience, “get your people excited about growing.”

COSTELLO’S ACE HARDWARE GROWTH MINDSET:

 Be a continuous learner.

 Focus on opportunity, improvement.

 Take risks.

 Champion change.

October

The Leadership Journey

HIGHLIGHTS FROM SUCCESSFUL CAREERS

Every journey begins with a rst step. And for a panel of industry leaders at the Top Women in Hardware & Building Supply event, the journey to leadership includes a common mindset: roll up your sleeves and raise your hand.

Tina Green, regional vice president for Nation’s Best, described her attitude when Nation’s Best acquired her store years ago. “I knew that here was my pivotal moment,” she said from the stage of the Top Women in Hardware & Building Supply event. “My opportunity was sitting right in front of me, and I’m either going to do something with it, or not.”

And so she did.

“I volunteered for every single thing. ‘You want me to go across the country and do an inventory? I’m your girl.’”

The paths to leadership were chock full of people who offered guidance, support and advocacy. One example was shared by moderator Lyndsey DiGangi, PLM’s VP eld operations and marketing, who described an exchange she had a few years into her career with PLM CEO John Smith.

He sat me down and said, What do you want to do? What are you actually looking for here at PLM?’ And in the moment I was feeling very bold, very brave. I looked at him in the eyes and said, ‘I want your job.’”

What happened next surprised her.

“He listened,” she said. “And since that day, he has given me access and perspective that I never would have gotten if I hadn’t asked.”

The journey to leadership, panelists said, is often lled with unexpected twists and partnerships. Crystal Neels, Lowe’s vice president of store environment, shared a moment from her early retail career when a district manager unexpectedly showed up at her store for a walk-through.

Usually surprise drop-ins are an unnerving experience. But Neels kept calm, walked the district manager and her store

manager through several of her initiatives. At the conclusion, her store manager told the district manager: “This girl’s gonna be my boss,” she recalls.

“And I’ll never forget when I nally did get to the level of being his boss, he was the rst person I called,” Neels said.

And that kind of experience can repeat itself in different ways, she said.

“I’ve been very blessed to have some amazing advocates in my journey,” Neels added. “The last two roles I’ve been in prior to this, my bosses are now my peers, who support me in and out of every decision, every meeting. They’re there to give me feedback. They’re there to pick me up. And you just never know who you’re gonna work for or who you’re gonna work with. And so I’ve always been of the mindset of don’t burn bridges and continue to learn from everyone.”

Continual learning is another shared experience on the road to leadership. When asked what career advice she might have for her younger self, Breezy Mitchell, president of Mitchell Lumber, hit several high notes:

“You just never know who you’re gonna work for or who you’re gonna work with. And so I’ve always been of the mindset of don’t burn bridges and continue to learn from everyone.” —Crystal Neels, Lowe’s

“I would say to my younger self: It’s OK to make mistakes. Learn from them and keep going. Remember, the upward path is not always straight; it dips and it ows and hopefully, it’s always progressing.”

And the kicker: “Be kind to others, and be kind to yourself.”

Digesting tariffs, affordability and red tape

MUCH HAS HAPPENED SINCE ‘LIBERATION DAY.’

The political landscape is heating up with legislation that could have profound effects on the building industry.

With the Senate passing the ROAD to Housing Act and the House passing its similar Housing Act for the 21st Century act, major housing changes in the U.S. could be afoot. Red tape’s effect on affordability is of particular concern.

According to the NAHB, the best way to ease the nation’s housing affordability crisis is “for policymakers to eliminate excessive regulations that are preventing builders from increasing the housing supply.”

Testifying at a recent congressional panel hearing focusing on housing affordability, outgoing NAHB Chairman Buddy Hughes said: “Regulations account for nearly 25% of the cost of a single-family home and more than 40% of the cost of a typical apartment development. The time and costs associated with complying with a multitude of government regulations can be signi cant for small- and medium-sized builders and ultimately limit housing supply.”

NAHB says increased regulations,

including overly stringent mandatory energy code requirements, are impeding the ability of builders to boost housing production. Hughes says that burden, coupled with the impact of tariffs, is making life very dif cult for builders right now.

“While our members try to use products made within the U.S., it’s not always practical because of price or availability,” said Hughes. “Multifamily housing needs an exemption from this requirement to help avoid construction delays and additional costs.”

That tariff issue could continue lingering well into 2026, too. Despite a Feb. 20 Supreme Court ruling striking down the administration’s sweeping tariff policies, President Trump immediately pivoted to say he’d sign an executive order mandating a 10% global tariff — quickly adjusted to 15%.

In the meantime, the Supreme Court’s ruling does not affect the approximately 35% combined antidumping and countervailing duties currently on Canadian softwood lumber, as well as the 10% global Section 232 tariff on softwood lumber, and the 50% global Section 232 tariff on steel and aluminum imports.

The NLBMDA added:

Ongoing legislation could dramatically affect housing in 2026.

member surveys conducted throughout last year, we heard rsthand about the impact an uncertain trade environment has on our industry, including overseas shipments rejected after tariff rates were modi ed mid-transit and customers exercising greater caution in purchasing decisions amid uncertainty about potential new levies.”

Needless to say, the tariff issue—along with how, when or if the $195 billion collected since “Liberation Day” will somehow be refunded—will be closely watched by the LBM industry.

WHAT NEW LEGISLATION MIGHT BRING

The Housing for the 21st Century Act, a bipartisan bill designed to bolster the U.S. housing supply, breezed through the full U.S. House of Representatives by a landslide vote of 390-9. (The legislation now sits with the Senate.)

The bill, which has strong similarities with the Senate’s ROAD to Housing Act of 2025, has drawn support from a broad range of companies, associations and nonpro ts. According to NAHB, key provisions in the bill would:

 Direct HUD to develop best practices with key stakeholders, such as home builders and developers, to provide state and local governments with an array of options to increase housing production.

 Remove regulatory burdens for in ll and mid-sized construction and eliminate time-consuming duplicative review processes under the National Environmental Policy Act.

“Since the beginning of the administration, NLBMDA has consistently advised the adoption of a trade strategy grounded in longterm predictability and certainty rather than one that creates market volatility and passes increased costs down the supply chain. Through

 Raise multifamily loan limits and index them to the Price De ator Index of Multifamily Construction. This will better re ect the true cost of construction and help stimulate new apartment construction by making these loans more nancially feasible to use.

 Provide constructive and meaningful relief for community banks, which will strengthen these institutions to provide more credit for housing.

An array of companies, associations and housing-centric nonpro ts lauded the bill, including Home Depot, which applauded “reducing barriers that delay construction and modernizing federal housing policies.”

SHOP THE NATION’S LARGEST

INVENTORY OF BALDWIN HARDWARE

Top Notch Distributors stocks the complete Baldwin portfolio, ready to ship when you need it. With premium craftsmanship, fast delivery, and the styles your customers want, count on Top Notch to keep your shelves stocked and sales moving. With options for every budget, Baldwin maintains reliable quality without compromise. Contact your Top Notch representative to order today.

Top Notch offers a full range of Baldwin door hardware, including:

� CABINET HARDWARE

� DOOR ACCESSORIES

� ELECTRONIC LOCKS

� HINGES

� MECHANICAL LOCKS

Market Insights

Independent Advantage

HOW WARD LUMBER AND ARNOLD LUMBER COMPETE WITH SPEED, TRUST AND TALENT

It’s not the size of the cat in the ght, goes the old saying. And at the 2026 LBM CEO Summit, between the high-level discussions of technology, operations and leadership, time was clawed out for to measure the size of the ght in the cat. Or, more accurately, the ability of small independents to compete with speed, trust and talent.

Independent lumber dealers don’t survive on nostalgia. They survive by moving faster, trusting their people, and turning local relationships into a durable competitive edge. That was a recurring theme from the presentation featuring Bryan Mellick , CEO of Ward Lumber, and Matt Semonik , COO of Arnold Lumber.

Both companies lean on brand equity, and deep community roots. A d Mellick emphasized that those advantages require daily reinforcement.

“You’re constantly raising the bar,” Mellick said. “The industry is changing, you’ve got to keep up with it. And you’ve got to build trust. If you have trust and con dence with your customers, that creates a community footprint that’s hard to beat.”

Trust is a huge factor, says Semonik. And so is organizational agility — especially in small markets.

“An advantage that we have is the ability to really pivot to market conditions,” Semonik said. “Smaller organizations are typically a lot more at. Things bubble up from the front line very quickly. And if you can then take that information and make a decision quickly, it provides a really good competitive advantage.”

He pointed to an example of exibility which was exercised during the pandemic-induced supply crunch. Facing limited warehouse space, the West Kingston, Rhode Island-based Arnold Lumber revisited an old idea involving portable job-site storage pods. Essentially, Arnold Lumber

The 2026 LBM CEO Summit, held at the New York Athletic Club, explored industry challenges and opportunities, including technology, consolidation and expansion.

was able to coordinate between its builder customer, a kitchen supply manufacturer and the pod company to maintain supplies at the job site of a multi-story apartment building.

In the end, the companies created an innovative logistics approach moved kitchen-supply materials directly from manufacturer to job site.

“That decision would’ve taken a year in a big company,” Semonik said.

Both leaders tied operational success directly to culture. Mellick, who joined Jay, New York-based Ward Lumber two years ago, views his job as designing systems that unlock the talent already inside the organization.

Ward Lumber operates under an unusual ownership structure —a worker-owned co-op. As such, employees are encouraged to think like owners, propose ideas, and collaborate across departments.

A simple internal framework — “think, do, think” — helps teams pressure-test initiatives without bogging them down in bureaucracy.

“It’s a simple process that we developed,” Mellick said. “Think about the project that you want. Do something to get it done —and the rst step might be just writing up a quick idea sheet. And then, think about it again. And talk to the people who are going to be affected the most.”

The result is crowdsourced problem-solving: teams evaluating ERP systems, redesigning trucks, shaping safety programs, and in uencing branding decisions. Buy-in happens earlier, and implementation happens faster, he says.

As any independent prodealer will tell you that it’s a people business. And at Arnold Lumber, there’s a philosophy centered on placing the right talent in the right roles.

“The industry is changing, you’ve got to keep up with it. And you’ve got to build trust. If you have trust and confidence with your customers, that creates a community footprint that’s hard to beat.” —Bryan Mellick, Ward Lumber

In one illustrative case, Semonik recalled interviewing two highly talented nalists for one leadership position. He decided to hire them both, and it turned out well. One evolved into what Semonik calls the company’s “Swiss Army knife,” stepping into struggling locations and stabilizing operations wherever needed.

“Don’t try to t a square peg in a round hole,” he said. “Find that square hole.”

Transparency is another pillar of the successful independent. Arnold Lumber conducts regular companywide meetings to review survey feedback, nancial performance, and strategic direction — all the way down to the bottom line. Semonik believes employees deserve honest answers, even when leadership decides not to pursue an idea. That openness has strengthened trust and removed barriers between frontline workers and executives.

Mellick sees similar bene ts in Ward Lumber’s co-op structure, where monthly meetings invite broad participation and discussion. Shared visibility into decisions reinforces a culture of ownership rather than hierarchy.

Responding to a closing question for panel moderator Russ Kathrein, Vice President of lumber and building materials for Do it Best, Semonik and Mellick looked ahead to 2026 and beyond. Their concerns extend beyond traditional competitive

pressures. Semonik worries about consolidation among manufacturers, which could reduce exibility and strain dealer relationships. Mellick points to in ation and supply chain volatility as persistent threats. Yet both are more energized than discouraged.

Mellick sees opportunity in a rising worker-entrepreneur culture and a mandate to outgrow the market through sharper go-to-market execution. Semonik is excited by leadership development and selective hiring that is transforming Arnold Lumber into what he calls a destination workplace.

“I’m not in the lumber business,” Semonik said. “I’m in the people development business.”

Starts: Looking back, looking ahead

DATA SHOWS AN UPTICK TO END THE YEAR

With the shutdown-induced suspension of government data, a fog emerged over residential construction data. When it lifted, the numbers revealed two straight months of increases for single-family and multi-familiy starts.

Still, looking back at the full year of data from the U.S. Census Bureau shows 10 consecutive months of single-family starts under the one million mark. And December starts were down from a year ago.

“Single-family home building dipped in 2025 because of ongoing affordability challenges, fueled by high housing priceto-income ratios and elevated nancing and construction costs,” said National

Association of Home Builders Chairman Buddy Hughes.

For the full year, on an unadjusted basis, 2025 saw a decline in single-starts of about 8 percent.

“Last year was a disappointment,” said NAHB Chief Economist Rob Dietz, speaking at the 2026 International Builders’ Show in Orlando. He expects a roughly at year in 2026. “This year we’re expecting some income growth and some marginal increases in affordability,” Dietz said. Those trends suggest a 1 percent gain in single-family starts for 2026.

“We can call it ‘guarded optimism,” he added.

The single-family forecast quickly

ramps up in 2027 to 984,000, however, representing a 5 percent increase.

The forecast for multifamily residential construction heads in the opposite direction: Down 5 percent in 2026, and down 6 percent in 2027.

Dietz pointed to a bright spot: remodeling. He pointed to a rise in remodeling spending’s share of total residential construction — up from 33 percent in 2007 to 45 percent at last measure, and for 50 percent by year end. The reasons: an aging housing stock, the aging in place trend, and trillions of dollars in home equity.

“This is a market that’s going to expand,” he said.

At House-Hasson, a new chief

In 2025, House-Hasson Hardware Company launched its search to replace the retiring CEO Steve Henry, who served 16 years with the Knoxville, Tennessee-based hardware distributor.

The search included dozens of internal and external candidates and led to an experienced executive whose career includes 25 years of senior leadership and roles with Northern Tool & Equipment, Generac and Harbor Freight — Jeff Land.

In the announcement marking his appointment, Land pointed to House-Hasson’s history and reputation as one of its strengths. “House-Hasson’s nearly 120-year legacy is built on helping independent dealers grow stronger and more pro table in the communities they serve,” Land said. “I’m honored to join this exceptional team and look forward to advancing that legacy by investing in the capabilities and partnerships that will drive the next era of growth.”

Land joins House-Hasson from Northern Tool & Equipment, where he was senior vice president of merchandising, inventory management, product management, and global sourcing. All of those disciplines described in his title will factor into his leadership role at House-Hasson, which operates in 26 states across

the eastern United States, as well as the Caribbean and Central America. The distributor manages a sales force of 70 representatives and 600 employees, and it operates four distribution centers.

House-Hasson Hardware Company named Jeff Land as CEO.

Jim Hasson, chairman of the board of House-Hasson, said the decision to bring in Land re ects the company’s commitment to dealer-focused operations and long-term growth opportunities.

“Jeff Land is a proven leader with deep experience across manufacturing, distribution, and retail within the hardware and building materials industry,” Hasson said. “As House-Hasson continues to grow in scale and complexity, the Board determined that this was the right moment to bring in a leader with the operational discipline, strategic vision, and industry insight needed to guide the company forward. After a comprehensive national search, Jeff clearly emerged as the best t for the future of House-Hasson.”

People in the News

USG Corporation, North America’s announced that President and CEO Christopher Grif n will retire later this year after more than 30 years at USG. At the same time, USG’s Board of Directors and owner Knauf Group, have appointed Christopher Macey—currently USG’s COO—as President and CEO, effective April 1, 2026.

84 Lumber recognized Glenn Mauder and Jessica Badstibner with a Business Excellence Award and a Rising Star Award, respectively, as part of its End-of-Year Team Headquarters Awards program. Mauder is lead learning designer in the training and development department. Badstibner is 84 Sign Shop operations manager. The THQ Awards were launched in 2022 and are held biannually.

LMC promoted Geoff Hesselton to the newly created position of director of technology delivery. In this role, Geoff will report directly to Jack Phipps, VP of technology. Hesselton started at LMC in January 2024 as a senior IT program manager. In this role, Hesselton will oversee the business applications that enable LMC to deliver new capabilities to its customers. He will also lead the company’s transition to and ongoing management of the LBMX platform, while continuing to guide the Project Management function.

At Boise Cascade, Angella Broesch was promoted to Senior Vice President of Human Resources. She joined Boise Cascade in 2013 and was promoted to director of internal audit shortly after that. In late 2020, she moved to human resources. Also, Chris Forrey was promoted to Senior Vice President of Finance & Investor Relations. Forrey joined Boise Cascade in 2005 and has held a series of progressive leadership roles on the nance team.

Alex Moyer was elected as chairman of the LBM Advantage NextGen Steering Committee. As a fourth-generation partner of A.D. Moyer, Alex has worked in every department of the company and brings a strong commitment to leadership development and member collaboration. As Chairman, he will work to advance initiatives that support education, peer connection and professional growth for emerging industry leaders.

Metrie, the manufacturer and distributor of millwork solutions, named Chris Fearn as Vice President, Transformation. In this role, Fearn will lead the Transformation Management Of ce (TMO), sit on the Metrie executive leadership team, and report directly to CEO Kent Bowie. Fearn has previously held strategy, sales and operations roles across Metrie. Before his tenure at Metrie, he held senior level strategy roles at Deloitte Consulting, Coca-Cola, and Kraft Foods in Canada and Europe.

Chad Ruth announced his retirement at the end of January, concluding a career de ned by service to independent home improvement retailers and the cooperative model. Ruth served as President & CEO of United Hardware Distributing Co. prior to and during the early stages of the combination with Do it Best. After the Do it Best and United merger, Ruth remained in a senior leadership capacity to support integration.

Straight Line Metal Buildings appointed Sean Weda as general manager. Weda’s career background includes six years of leading Marines in the infantry followed by over 13 years of progressive leadership experience in the manufacturing industry. Throughout his career, he has demonstrated a proven record of leading teams to success while prioritizing training, development and long-term performance.

Longtime RoMac Building Supply CEO Don Magruder is retiring. Stepping into the CEO role is Dan Robuck III . Jacob Trapp, RoMac’s current chief operating of cer, has been named president, and will assume Magruder’s responsibility for the day-to-day operations of the company.

TRUSS • FRAMING LEDGER • MULTI-PLY MULTI-PURPOSE

STRUCTURAL SCREWS

CAMO. TOP TO BOTTOM.

Contractors trust CAMO on deck surfaces. Give them CAMO for underneath. Our structural line offers the code-approved performance your customers demand, backed by the CAMO name they know and trust. Streamline your inventory with one brand for the entire job. Fewer SKUs, better results.

SOURCE:

Residential Construction/Sales Monthly Retail Sales, not adjusted HBSDealer Stock Roundup

BETTER FOR YOUR BUSINESS

Bottom Line.

Discover what 9,000 locations already know. Our support goes beyond the initial sale. Learn how we’re better for your business.

Scan the QR code to see how much better it can get.