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CONTENTS
PRO Dealer THIRD QUARTER 2026 // VOLUME 3, NUMBER 3
PAGE 12
NEWS TRUMP’S LATEST TARIFFS
10 THE GSD ISSUE EDITORIAL
VENDOR FORUM
32
BOB DOSANJH, PRESIDENT, GILLFOR DISTRIBUTION INC.
70
PRODUCTS FOR PROS
GMS BUYS PERIDOT SUPPLY CGC OPENS WALLBOARD PLANT HOME HARDWARE ADDS LUMBERWORLD
SKUS THAT WILL MAKE YOU MONEY
CASTLE EXPANDS NETWORK HOME HARDWARE SHOOTS PRO COMMERCIAL CANFOR ACQUIRES PINKWOOD
72 SEE WHAT’S IN OUR NEXT ISSUE INDEX TO ADVERTISERS
AD SIGNS ROOFMART
74 GRIDLOCK
DELIVERY CHALLENGE
6
PRO Dealer // Q3 2026
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Grant Leavitt
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Marcus Lumber Company
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For more information contact: Amy Grant, Associate Publisher agrant@ensembleiq.com | 773-294-8598
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CONTENTS
46
COVER STORY
AN INTERVIEW WITH DOUG SKREPNEK
A veteran GSD man shares his views
34
PRO DE ALER PROFILE
CLARE INTERIORS A look at a successful commercial dealer in Ontario
22 WHAT’S THIS MANAGEMENT
JOB WORTH?
The protocol for determining compensation
56
CATEGORIES
INSULATION
What’s new in the category
8
PRO Dealer // Q3 2026
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FROM THE EDITOR
WELCOME TO THE GSD ISSUE The drywall market in Canada is worth just shy of
BY STEVE PAYNE Editor-in-Chief PRO DEALER steve@hardlines.ca
$2 billion—even in a down market for homebuilding. Small wonder that everybody wants a piece of the pie
Nothing has spurred on homebuilding like the invention of gypsum board. First appearing in 1894, the concept of putting plaster of paris between a sandwich of paper was the idea of Augustine Sackett, a Connecticut-born veteran of the Union Navy. Sackett sold his patented invention to the United States Gypsum Company (USGC) in 1916. The product would take four decades more to supplant lath and plaster. When it did, it revolutionized the homebuilding industry. This issue honours two pioneers of the gypsum business in Canada. Doug Skrepnek, formerly an executive with CGC, the Canadian subsidiary of USGC, created WSB Titan, a giant buying group of gypsum supply dealers (GSDs) in 2009. Nine years later it was sold to Gypsum Management and Supply (GMS) Inc. of Tucker, Ga., for $800 million. You can read his cover story on page 46. The other giant we feature is contractor Pat Daly Sr., who founded P.J. Daly Contracting in Hamilton in 1953. His rapid growth came when he transitioned from lath and plaster to drywall—eventually leading to the company becoming a significant GSD known as Clare Interiors in 1991. The company is a three-unit operation now, with a large base in the Greater
“
Doug Skrepnek and Pat Daly are just two of the giants of Canadian wallboard sales.
Toronto Area. You can read the story of Clare Interiors on page 34. Skrepnek and Daly are just two of the colourful characters that have populated the world of Canadian wallboard sales. There are, of course, others. Ken Sexton formed Kenroc, a massive GSD, in 1967. Wayne Jack formed Winroc, another large GSD, in 1971. Not to be outdone, two years later Bruno Mauro founded Dryco Building Supplies, another GSD, in 1973. Canada is literally built of drywall, which is why we take great pride in bringing you the GSD issue.
10
PRO Dealer // Q3 2026
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I’m really proud to be a part of a Canadian business, from coast to coast. Francois Riopel Store Owner Sainte-Adèle, QC
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NEWS
WHAT’S HAPPENING IN THE PRO INDUSTRY
WHAT WILL THE LATEST TRUMP TARIFF THREATS MEAN FOR PRO DEALERS? On July 20, Donald Trump issued three executive
U.S. liquor and wine industry, the dairy industry, and
orders that said the U.S. would tariff about 600
the automotive industry.
product categories that Canada exports south of the border at the rate of 50 percent on Aug. 19, 2026. The threatened tariffs were in retaliation for
12
Section 338 of the U.S. Tariff Act of 1930 allows the president to act alone in the case of countries acting contrary to American public interest.
Canada acting in three specific areas of the econ-
Notably, CUSMA (the Canada-U.S.-Mexico trade
omy deemed prejudicial to American interests: the
agreement) enables most Canadian exports to enter
PRO Dealer // Q3 2026
Hardlines.ca
Photo: iStock/Iskandar Zulkarnaen
GMS ACQUIRES ASSETS OF PERIDOT SUPPLY GMS Inc. of Tucker, Ga., announced on May 15 that it had acquired the assets of Peridot Supply, an Ontario distributor of building envelope materials. Peridot has
the U.S. tariff-free—but it would not protect these
distribution centres in Brampton, northwest of Toronto;
product categories.
Ottawa; and Dorchester, just east of London, Ont.
Ken Jenkins, president and CEO of Castle Building
Peridot distributes building envelope materials,
Centres Group, said Trump’s move was “simply a
including flat roofing, steep-slope systems, wall and
negotiating strategy as [both countries] start into the
insulation products, and related accessories.
details of CUSMA.” The original CUSMA agreement
“We are excited to have Peridot join GMS Canada and
required each country to declare on July 1, 2026,
our group of strong, in-market branded companies,”
whether they wanted to negotiate a new agreement.
said Paul Green, president of GMS Canada, which is
Only the U.S. said yes.
headquartered in Concord, Ont. “The Peridot team has
Richard Darveau, president of the Quebec trade
served the building industry well and offers a complete
association AQMAT, said in broadcast interviews
package of roofing construction materials. This acqui-
that neither the North American Hardware and Paint
sition is expected to increase our in-market service
Association (NHPA) nor the National Association of
capability and capacity in roofing materials, which will
Home Builders (NAHB) have supported Trump’s tariff
allow GMS Canada to support our growing customers
threats.
more fully. Under Doug and Douglas Brown’s leader-
Liz Kovach, president of the Supply-Build Canada trade association in Winnipeg, said that the threat of
ship, Peridot has built a team and capability driven by core values that align well with those of GMS.”
tariffs “do impact wood products, such as LVL, ply-
Doug Brown, president of Peridot, added, “Our
wood, window frames, doors, and mouldings which
business was built on family values and a passion for
our members manufacture.” Kovach said the tariff
customer service. Our growth has been directly attrib-
threat was an opportunity “to bring about collabor-
utable to our dedicated staff and supportive customer
ation on trade” between the two countries.
base. The Peridot team looks forward to joining the GMS
Trevor Small, president of the Lumber and
family of companies. They not only share our values
Building Materials Association of Ontario, said it
and commitment to customers but bring a tremendous
was “very important” to get a renegotiated CUSMA
growth opportunity going forward.”
deal “soon.” “Our manufacturing sector is in a holding pat-
Doug Brown and SVP Douglas Brown, along with their senior leadership group, are expected to continue with
tern until they know where the export rules will
Peridot going forward, operating under the Peridot
end up. We are losing out on millions of dollars of
brand name but integrating closely with GMS in Canada.
investment for plants and equipment until that gets decided.”
Hardlines.ca
Q3 2026
// PRO Dealer
13
NEWS
CGC OPENS $210-MILLION WALLBOARD PLANT NEAR CALGARY On June 10, CGC officially opened its new wall-
hub will help ensure builders have access to the
board manufacturing plant east of Calgary. It “sets
materials they need to build the homes and infra-
a new standard for sustainable manufacturing
structure Canada depends on, while supporting
with state-of-the-art technology and zero-waste
long-term jobs and economic growth in
initiatives,” a press release said. It will also expand
the region.”
CGC’s wallboard capacity to support homes and infrastructure in Western Canada, creating 100 new
facturing investments in our company’s history,
full-time jobs.
Wheatland represents a major milestone for our
The facility cost $210 million. It is located on
business and a significant commitment to the
214 acres. It will manufacture Sheetrock brand
future of manufacturing and construction in North
wallboard.
America,” said Chris Macey, president and CEO of
“We are proud to officially open our doors in
USG Corporation, CGC’s parent.
Wheatland County and deepen our long-term com-
“The new facility strengthens our manufacturing
mitment to Western Canada,” said Steve Youngblut,
network, adds critical capacity in Western markets
president of CGC Inc.
and improves our ability to deliver the quality, reli-
“This modern, sustainable manufacturing
14
“As one of the most significant wallboard manu-
PRO Dealer // Q3 2026
ability and performance our customers expect.”
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NEWS
HOME HARDWARE ADDS LUMBERWORLD TO VANCOUVER ISLAND ROSTER Lumberworld, of Victoria, B.C., has been purchased
“Lumberworld has earned the trust of both home-
by Central Builders Group, which operates stores
owners and contractors over decades; bringing this
in Courtenay and Parksville, B.C. It will operate as
location under the Home Hardware brand means
Central Builders Lumberworld.
we can keep delivering the service, products, and
“Choosing the right partner for our Lumberworld acquisition was important to us, and Home Hardware
expertise that both of these critical customer groups expect from us.”
made sense because it shares our commitment to
“Home Hardware has had a long relationship with the
serving customers and supporting the commun-
Central Builders ownership group through their existing
ities we’re proud to be part of,” says Rick Fisher,
operations on Vancouver Island, and we’re pleased to
dealer-owner.
support their growth under the Home Hardware brand with this new location,” says John Pierce, chief retail operations officer, Home Hardware Stores Limited. “Lumberworld has long been an important part of the Victoria market, supporting homeowners, builders and contractors throughout the region. We know that
Photo: Derek Ford
Home Hardware’s hardlines and building materials programs, built to support independent dealers, will provide added value and help position this location for continued success.”
CASTLE BUILDING CENTRES GROUP EXPANDS ITS NETWORK
in Saint-Anselme, Que., southeast of Quebec City.
Castle Building Centres Group recently grew by eight
ing strong relationships with contractors, home-
members, announced in a two-month time frame.
owners, and customers alike.”
Castle grew by five members when it added AM
Poulin has steadily expanded Tôle Poulin’s presence in the region,” Castle said in a press release, “build-
The group also grew in the Greater Toronto Area,
Exterior Supply to its roster in mid-July. AM operates
announcing that it had signed Hanson Building
across multiple Ontario locations, including Owen
Supplies on July 7. Hanson, in business for over
Sound, Collingwood, Gravenhurst, London, and
30 years, offers a comprehensive range of building
Kitchener.
materials, Castle said. The business is owned by
AM specializes in exterior building products and is owned by Roger Haviland, Melanie Haviland,
16
“Since acquiring the business in 2017, owner Yann
Alex Azeto and Mickey Poon. Castle added a second location in Alberta on June 1.
Mike Argue, and Andy Kamrath. It is “expanding into
It added Remuda Manufacturing Ltd. in Rocky View
retail,” the ownership group said in a press release.
County, Alta. The business offers truss and lamin-
Castle also added to its healthy Quebec contin-
ated post manufacturing and is twinned with Remuda
gent on July 14. It signed Tôle Poulin Inc., located
Building Supplies, both owned by Stephen Schouten.
PRO Dealer // Q3 2026
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NEWS
HOME HARDWARE SHOOTS PRO COMMERCIAL IN ST. THOMAS, ONTARIO Home Hardware has released its first commercial
events as far east as Moncton, N.B., and as far west
aimed at pros, marking a step up in its efforts to
as Kelowna, B.C.
serve the contractor segment. Filming took place
The events invite contractors to come on buses
at a store and active job site in St. Thomas, Ont.,
in the late afternoon to the venue—with a host store
featuring dealer-owners Craig Geerlinks and Adam
involved. Thousands of contractors attend the four-
MacLeod and their teams. The dealer-owners also
hour events, and skill challenges infuse energy into
own Home-branded stores in Port Stanley and
the events. There are numerous door prizes and
Komoka Kilworth, Ont. The campaign emphasizes
incentives, ensuring attendees walk away with added
local environments and local Home Hardware
value. The 2026-27 Home Hardware PRO Road Shows
stores.
dates and locations have not yet been announced.
Home Hardware has long coveted the pro builder.
18
The commercial was in time for National Skilled
Its outreach to pros includes its PRO Road Shows,
Trades Day. It stated that “The world doesn’t run
held annually in the fall and spring, across the coun-
without the trades,” and was dedicated to the “PROS
try in (usually) hockey arenas. Over the past year,
shaping our communities and our infrastructure,
Home Hardware Stores Ltd. has held PRO Show
and students learning how to carry it forward.”
PRO Dealer // Q3 2026
Hardlines.ca
NEWS
CANFOR ACQUIRES PINKWOOD PLANT IN CALGARY Photo: PinkWood
Canfor Corporation, an integrated forest products company in Vancouver, B.C., announced on June 9 that it had acquired the entirety of PinkWood Ltd., whose operations are based exclusively in Calgary. The largest I-joist facility in Western Canada, the factory employs some 120 people. It has an annual I-joist
residential and commercial buildings and is manufac-
production capacity of 46 million linear feet, serving
tured exclusively with solid-sawn lumber and OSB. It
customers across North America. PinkWood will retain
may be paired with PinkWood’s innovative and highly
its name and operate as a wholly-owned subsidiary of
material-efficient Webshield wood panels, which
Canfor. The acquisition is intended to enhance Canfor’s
enhance the structural integrity and safety of the
operations in British Columbia and Alberta.
I-joist in the event of a fire in an unfinished basement.
PinkWood is the exclusive producer of PKjoist. This product is designed for floor and roof framing in
In announcing the acquisition, Canfor is getting into the value-added side of the industry.
AD BUILDING SUPPLIES - CANADA SIGNS ROOFMART AD Building Supplies signed up Roofmart, which has
transparency, scale across multiple verticals, and
56 locations from British Columbia to Quebec, the
business model … made them the clear and logical
buying group announced on July 1.
choice,” Koschitzky added.
Roofmart is owned by the Koschitzky family, which
“Adding a business like Roofmart to our group
also owns IKO, a major roofing manufacturer with
speaks to the strength of the AD Canada platform
assets on both sides of the border. Roofmart also
and our ability to support independent businesses,
distributes siding, metal, and building envelope
regardless of their size or scale,” said Paul Williams,
products.
vice-president of AD Building Supplies - Canada.
“Our team is incredibly excited at this new partnership with AD Canada. For more than 60 years, Roofmart has remained a proud Canadian and independent distributor, building its success through strong, enduring relationships with both customers and supplier partners,” said Ariel Koschitzky, CEO of Roofmart, in a press release. “As consolidation continues across our industry, it was important for us to reinforce our position by aligning with the largest independent buying group in Canada and North America. AD Canada’s
20
PRO Dealer // Q3 2026
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Working for our members everyday. So you can focus on what matters most — your business.
“We have had seven major expansions since joining Sexton Group in 2010. We couldn’t have done that without the tight-knit team of professionals at Sexton Group pointing us in the right direction. I’m often asked at conferences and meetings if I feel the pricing is competitive. I say “YES.” You don’t expand seven times in 10 years without competitive pricing programs. That’s why I am a Sexton member.” Albert Pike, Pike’s Building Centre
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Operations Photo: iStock/pixelfit
22
COMPEN$ATION By Rebecca Dumais
Determining what to pay someone in your firm is critical. After all, payroll isn’t a number; it’s a business strategy
PRO Dealer // Q3 2026
Hardlines.ca
“
People always think of compensation as just pay. You need to remember that it’s everything else around that. — Stephen Borer, CEO, DMC Recruitment
Stephen Borer
Every dealer eventually asks the same question: What should we pay for this
tives have climbed roughly 10 percent since 2024,
position?
approximately 30 percent. At the same time, half
It’s an understandable place to begin. Payroll is
while median commission earnings have fallen by of the respondents have been with their current
one of the largest investments that a pro dealer
employer for five years or less, despite reporting a
makes. And hiring the wrong person—or losing the
median of 15 years in the industry.
right one—can affect customer relationships, pro-
That stat suggests something important: people
ductivity, and profitability long after the position
aren’t leaving the industry—they’re moving between
has been filled.
employers. Employers, meanwhile, appear to be
The problem is that salary isn’t the starting point.
placing greater emphasis on predictable income
Before employers decide what to pay, they need
while experienced professionals continue searching
to understand what they’re hiring for, what today’s
for organizations that offer stronger opportunities.
labour market demands, and what they expect
For pro dealers, compensation has become much
compensation to accomplish. Those decisions
more than deciding on a competitive wage. It influ-
shape every dollar that follows.
ences who joins the business, who stays, and how
“People always think of compensation as just pay,” says Stephen Borer, CEO of DMC Recruitment.
people perform once they’re hired.
“You need to remember that it’s everything else
Start with the work, not the wage
around that.” That broader perspective reflects
All three experts interviewed for this story agreed
what’s happening across the building materials
on one point: deciding on compensation begins
industry.
long before anyone discusses salary.
According to DMC Recruitment’s 2026 Building
“The first step is usually to analyze and define the
Materials Salary Report, median base salaries for
job itself,” says Kiran Virk, head of talent acquisi-
Canadian building materials sales representa-
tion at Peninsula Canada. “Before deciding on pay,
Hardlines.ca
Q3 2026
// PRO Dealer
23
Operations
“
The first step is usually to analyze and define the job itself. Before deciding on pay, you need a clear understanding of the position’s responsibilities and duties, required skills, education, certifications, and experience. Kiran Virk
— Kiran Virk, head of talent acquisition at Peninsula Canada
you need a clear understanding of the position’s responsibilities and duties, required skills, educa-
them?” he says. “Hiring them is one thing but
tion, certifications, and experience.”
actually keeping them and building a culture
That process often results in a formal job description, but its value goes far beyond paperwork.
around them is another thing.” Then comes another objective: how to drive the
It forces employers to examine whether they’re
behaviours sought in the role? Those questions—
hiring for yesterday’s position or tomorrow’s needs.
attraction, retention and behaviour—form the foun-
Many dealers instinctively replace the employee
dation of every effective compensation strategy.
who just left. Virk says that’s a missed opportunity.
For a sales role, for example, an employer might
Technology, customer expectations, and oper-
reward customer visits, business development,
ational demands have changed dramatically over
or other activities that support long-term growth
the past decade. A sales representative hired 15
rather than simply paying a flat salary. Compensa-
years ago likely wasn’t expected to manage CRM
tion becomes a tool for encouraging the behaviours
systems, analyze customer data, or identify new
the business wants to see.
business opportunities with the same level of sophistication that many employers now expect. Branch managers are now overseeing reporting systems, software platforms, and employee
“You’ve got to look at a comp plan and work backwards from what you are trying to achieve,” Borer says. Wolf Gugler, president of Wolf Gugler Executive
development responsibilities that barely existed
Search, approaches the question from a similar
when many veteran employees were first hired.
perspective. Before discussing salary, he recom-
The title may remain the same but oftentimes the
mends examining comparable roles within the
work doesn’t. Borer encourages employers to step
organization, reviewing job descriptions and
back even further before assigning a salary.
performance expectations, and reviewing histor-
“I think that the first thing I would do would be look at the problems that you’re trying to solve,” he says. “Why are you trying to determine how much to pay this person?” That question changes the entire conversation.
24
“First and foremost, am I worrying about hiring
PRO Dealer // Q3 2026
ical precedent to determine whether the role itself has evolved. Sometimes it has. However, it could be the business that’s changed. And sometimes both the business and the role have changed. Only
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Operations
“
“I found a great individual,” he recalls. “We found out that the individual was severely underpaid.”
I found a great individual. We found out that individual was severely underpaid. The candidate ultimately accepted a new position with approximately a 35 per cent increase in compensation. His company had just said, ‘This is what we pay. This is what we’ve always paid.’ — Wolf Gugler, president, Wolf Gugler Executive Search
The candidate ultimately accepted a new position with approximately a 35 percent increase in compensation. “His company had just said, ‘This is what we pay. This is what we’ve always paid,’” Gugler says. “I think they were just sort of blind to, ‘This is what the market pays.’” For employers, that’s an expensive lesson. If compensation doesn’t keep pace with the market, someone else eventually notices. Virk recommends gathering information from several sources before establishing compensation, including salary surveys, internal comparisons, organizational budgets, and external labour market data. Those inputs help ensure compensation remains competitive while still aligning with business goals. Gugler agrees that employers should cast a wide
after those questions are asked can a compensa-
net. He also reminds dealers that their competition
tion bracket be determined.
extends beyond other building supply companies. Manufacturers, distributors, transportation firms,
Understanding the market
and other industries frequently recruit from
Once employers understand the role, the next
the same talent pool.
step is understanding the market, and that’s
Borer suggests two additional sources that
where many organizations fall behind.
many employers overlook. “I would look at
Compensation often changes gradually inside a company. Annual increases feel reasonable, budgets stay under control, and
Indeed and LinkedIn and just simply see what Wolf Gugler
nobody notices that the labour market may be moving much faster than payroll. Eventually, reality catches up. An experienced
“That’s the market. It’s a live market.” Salary surveys remain valuable, but job postings
reveal what employers are willing to pay today—not six months ago.
candidate declines an offer. A vacancy stays open
Viewed together, those sources create a much
for months. By then, the market has already deliv-
clearer picture than relying solely on historical
ered its verdict.
payroll records.
“I don’t think you can always just go on history,” says Gugler. He recently completed a search where a client specifically wanted to recruit someone from a competing company.
26
the competitors are advertising,” he says.
PRO Dealer // Q3 2026
Past salaries explain where a company has been, and current market information shows where it’s heading. The strongest compensation decisions consider both. Every market has its own rules.
Hardlines.ca
Photo: iStock/Osarieme Eweka
Operations
Don’t ignore local disparities in pay One of the quickest ways to make a compensation
ing to travel extensively across a large territory.
strategy fall apart is assuming salary data applies
Finding someone with the right combination of lan-
equally across the country. It obviously does not.
guage skills, technical knowledge, and willingness
A manager in a Toronto pro yard competes in a
to spend significant time on the road dramatically
vastly different labour market than someone running a yard in rural Saskatchewan. Housing costs differ. Competition for talent differs. Travel expectations
narrowed the field. “They were quite aware that they probably had to compensate better than others,” he says.
differ. Even the size of the available candidate pool
What impressed Gugler wasn’t simply that the
can change dramatically from one region to the next.
company paid more—it was how they handled it
Virk says regional compensation should never be based solely on national averages. “We analyze compensation data from salary surveys,
internally. “I think the good part was they rationalized that to the existing employees,” he says. “Nobody was
various industry reports, job postings, and labour
surprised because, at the end of the day, everybody
market sources for similar positions in the same geo-
somehow or another finds out or talks about what
graphic area,” he says. “We also consider factors such
their counterparts make.”
as the local cost of living, demand for talent, industry
Instead of allowing rumours to fill the gaps,
trends, and the qualifications required for the role to
management explained exactly why the role com-
establish a competitive and appropriate pay range.”
manded a premium. That transparency matters.
Gugler recently witnessed those realities during
Without context, employees often assume
a search in Northern Ontario.
28
The employer needed a bilingual candidate will-
PRO Dealer // Q3 2026
unequal pay reflects unequal treatment. With
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Operations
context, they understand that some positions require different compensation because the market
specialized product knowledge, or an established
demands it.
customer network may justifiably begin much closer
The DMC 2026 Building Materials Salary Report illustrates just how wide those regional differences
to the midpoint—or beyond. Virk says placement within the range should re-
can be. Median base salaries for Canadian sales
flect “education, experience, skills, qualifications,
representatives range from approximately $72,000
and how closely they meet the job requirements,”
in Atlantic Canada to about $100,000 in Quebec,
while also considering internal equity, market con-
with Ontario and Western Canada falling between
ditions, and future growth potential.
those benchmarks. Those figures aren’t intended to become a pricing guide for every employer.
Borer sees every compensation decision as a balancing act. “The employer has to look at what the value is
They’re a reminder that every labour market
to them of the role within their business,” he says.
has its own realities, and the better question isn’t
“But they also have to look at the open market.”
whether your wages match the national average; it’s
The forever balance that an employer has is:
whether they’re competitive where you’re actually
What is the market demanding? That balance has
hiring.
become more challenging as the industry’s work-
Build a compensation range, not a single offer.
force continues to age and competition for experi-
Once the role has been defined and market re-
enced people intensifies.
search is complete, employers can finally answer the question they set out to answer.
“If you’re having to attract the candidate that’s been in the industry for 25 years,” Borer says,
What should we pay?
“you’re going to end up paying more for that 25-year
Virk recommends avoiding a single target salary
veteran—even though you didn’t necessarily need
in favour of a structured compensation range. “Once market data has been gathered, we estab-
them.” The market ultimately decides what experience
lish a pay range by selecting a market reference
is worth, and performance should determine how
point, such as the average or median salary for
people progress within the range.
similar roles, and then setting a minimum, midpoint and maximum salary around that value,” he says. “The pay range is further adjusted based on
Gugler believes employees want to know that exceptional effort will be recognized. “Everyone likes to know part of their compen-
factors such as internal equity, budget, experi-
sation is based on performance,” he says. He
ence levels, and the organization’s compensation
sees problems when compensation treats high
strategy.”
performers exactly the same as employees who
That structure creates consistency while giving employers flexibility. A candidate entering the
30
Someone bringing years of relevant experience,
simply meet minimum expectations. “The individual says, ‘What’s in it for me to be the
industry may begin near the lower end of the range
exceptional employee?’ ” That’s a question every
while developing the required skills.
compensation strategy should be able to answer.
PRO Dealer // Q3 2026
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Vendor Forum
GROWTH + PEOPLE = SERVICE
Gillfor Distribution has risen, through a series of acquisitions, to become one of the country’s top LBM distributors. Gillfor president and CEO BOB DOSANJH talks about how and why the company is committed to growth
Gillfor has risen to become a true national distributor. Can you explain the company’s trajectory and vision?
tical integration is increasing in importance, AI has
Gillfor’s roots trace back to when Fraserview Cedar
strategies and go-to-market plans.
arrived. All of these elements and more are taken into consideration as we implement our growth
Products opened its doors in 1994 as a fence panel
facilities, a national distribution network for build-
How do you manage the integration of competing lines or suppliers when you make an acquisition or enter into a new strategic partnership?
ing products, and a growing real estate portfolio.
Acquisitions are expensive and require significant
We have regularly reinvested in growth opportun-
due diligence. A large part of that due diligence
ities and will continue to do so as the next genera-
includes the evaluation of the pre- and post-product
tion readies itself internally to support the growth.
mix that we bring to market.
manufacturer. Since then, it has expanded its manufacturing footprint to include multiple production
On most occasions, timing is everything and the
Further, the Canadian real estate market is one
decisions are almost made for us. This was especially the case after we
and setting up distribution networks
purchased AFA in 2022. Prior to the acqui-
requires investments in urban markets,
sition, we noticed that a significant part
close to the customer base. We have a
of our vendor and customer communities
large but finite real estate footprint that
preferred one point of contact across Can-
houses our distribution facilities, and
ada. That, along with other factors, ren-
every inch of those facilities needs to
dered the acquisition a “must” for Gillfor.
“
What’s critical for our trajectory is
32
of the most expensive in the world
BOB DOSANJH
produce an ROI. While we have been very lucky that
ensuring the sustainability of our operations. The
there has been a strong overlap in the product port-
game is changing: supply chains are evolving, ver-
folios in our past acquisitions, there have also been
PRO Dealer // Q3 2026
We have regularly reinvested in growth opportunities and will continue to do so as the next generation readies itself internally to support the growth. On most occasions, timing is everything and the decisions are almost made for us. Hardlines.ca
Gillfor recently was honoured as Supplier of the Year from Home Hardware Stores Ltd. From left: Jason Boshart, director, LBM merchandise, Home Hardware; Rob Rawson, merchandise manager, lumber and composites, Home Hardware; Greg Johnston, national business development manager, Gillfor; Matt Lipskey, national programs director, Gillfor; Andy Lanka, VP finance, Gillfor; Bob Dosanjh, CEO and president, Gillfor; Angelo Campagna, VP sales and operations, Gillfor; John Dyksterhuis, chief supply chain and merchandising officer, Home Hardware.
a few necessary exits as we streamline our offering
position at all levels of the supply chain: manufac-
to take a more uniform approach.
turing, distribution, retail, development, contractor,
When Gillfor commits to servicing and adding a program, it’s because we have done the due diligence to ensure we can exceed our vendor and customer needs.
and DIY. It’s natural that it can become an appealing target for anyone, let alone American players. Borders don’t intimidate companies as much as they used to, in spite of geopolitical matters. For the
How vital is continued consolidation for you?
most part, many companies are diversified enough
Activity in the marketplace is good. It’s welcomed.
to be self-sufficient in local markets already, so
We have seen significant consolidation in the North
they can be closer to their own customer base.
American marketplace across multiple channels,
Companies need to scale, just like Gillfor, and
and that will continue to happen, which limits
we need to be ready to accept the challenges that
opportunities, but only fuels our desire for growth.
come our way.
Whether it is Gillfor or a different organization, a tunities for us with respect to product mix, introduc-
Can you talk about the value propositions Gillfor brings and will bring in the future?
tions to new vendors, or a different customer base.
The cost of entry in distribution has become price
Gillfor Distribution was built on organic growth,
competitiveness, reliability on delivery, and robust
but more so on acquisition and consolidation: five
inventories. Gillfor’s value proposition is our people.
acquisitions in a 10-year span that resulted in the
Our goal is to become the trusted adviser for each
national network that’s in place today. That activity
and every dealer we conduct business with.
transaction in the market can present new oppor-
has allowed us to provide a range of products that
To do that, we need to know the dealer’s business:
serve our customers on a daily basis, on a stream-
what they carry, what their customer mix looks like.
lined and uniform basis. Our goal is to be the trusted
We must present growth opportunities, remove
brand that helps our customers thrive.
obstacles, and more. Our account managers are tasked with that mandate and are the drivers for
How will the entry of American players affect the industry—and impact Gillfor?
collaborative growth.
The entry of American players was inevitable.
have already seen the benefits of AI in opportunity
Canada is not an afterthought. Rather, we are a
analysis, data scrubs, reporting, and more. Time will
multi-billion-dollar market that occupies a strong
tell how it can further support our value proposition.
Hardlines.ca
The interesting part is what AI brings to the table. We
Q3 2026
// PRO Dealer
33
Pro Dealer Profile
CLARE INTERIORS Interview by Steve Payne
A look at a successful commercial dealer in Ontario
Photos: Ema Suvajac
34
PRO Dealer // Q3 2026
Greg Daly, vice-president Clare Interiors
CLARE INTERIORS
Pat and Anne Daly started P.J. Daly Contracting in Hamilton, Ont., in 1953. It was a plastering business at first, before
Hamilton, Toronto
an era when most contractors switched to drywall. Pat worked for Passmore Plastering when he was a teenager. And then the firm’s owner got sick—and
Hardlines.ca
FOUNDERS As P.J. Daly Contracting, 1953 Pat Daly Sr., Anne Daly
Pat took over the business.
FIRST OUTLET Hamilton, 1991
Clare Interiors, a pro dealer which grew out of the
SECOND OUTLET Toronto, 2022
very resilient. He just kept going.”
VICE-PRESIDENT, CLARE INTERIORS Greg Daly
day job at Dofasco, one of Hamilton’s steelmakers.
BUYING GROUP TIMBER MART
“I believe he went bankrupt two or three times, in his early career,” says Greg Daly, vice-president of P.J. Daly Contracting business. “My grandfather was In the 1960s, during tough times, Pat even took a He did his plastering and drywall work on the side. Greg is the third generation of the Daly family. Q3 2026
// PRO Dealer
35
Pro Dealer Profile
“
The idea for Clare Interiors, a business selling building materials to commercial contractors, was forged out of P.J. Daly Contracting, a sister company.
They are descendants of County Clare, on the rug-
Greg recalls his grandmother as diminutive but
ged west coast of Ireland. That’s obviously where
feisty. “In the early days, she ran the office and my
the name of the dealer business came from.
grandfather was in the field.”
P.J. Daly Contracting is now a sister business of
The idea for Clare Interiors, the interior wall and
Clare Interiors. It is run by Greg’s father, Dan, and
ceiling supplier to commercial contractors, came to
two of Greg’s brothers.
Greg’s uncles Matt and Pat (Jr.) and Greg’s father,
Pat Daly Sr. died in 1985, in his 50th year. After that, Anne ran the business like a pro. “She was very pivotal in the business staying afloat after my grandfather passed away,” Greg said.
Dan. It was opened in 1991. Matt ran Clare for several years. Four years ago, Clare expanded into the Greater Toronto Area (GTA) market, buying an outlet in North York, Ont., in 2022.
In the first issue of PRO Dealer, we interviewed Michelle Chouinard-Kenney, CEO of both Gibson Building Supplies, which is a pro dealer, and Chouinard Brothers roofing, a major contractor in southern Ontario. Clare Interiors and P.J. Daly seem to be of the same structure. We’ve always run the businesses very separately— we don’t have crossover in management. It’s no secret that P.J. Daly is affiliated with Clare. Our
36
PRO Dealer // Q3 2026
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Pro Dealer Profile
family has been in the drywall business for a long time but we keep our businesses separate. My dad and my brothers, they do a very good job at running the contractor business. And my sole focus is on the supply side.
Why did you open in Toronto four years ago? We always had goals of growing the business and trying to do more. And we grew this yard [Hamilton]
And Future Acoustic & Drywall Supply was for
to a decent size. We only had a couple of trucks in
sale. We had gotten to know Fred Romano, the
2010 and we started to grow fairly substantially from
owner of Future, pretty well. We said to him if he
our perspective. We know some of the different con-
ever wanted to sell, we would like to talk. There
tractors that do work in the GTA. I thought we needed
“
were quite a few years before anything happened
a bricks-and-mortar space down there, because
because he wasn’t ready to retire. At one point, he
people thought Hamilton was so far from Toronto.
said he was ready to sell.
The Daly family are descendants from County Clare, on the rugged west coast of Ireland. The name of the dealer business is in honour of their roots.
38
PRO Dealer // Q3 2026
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Pro Dealer Profile
How long have you been involved in the family business?
provinces. You guys don’t.’ I say, ‘But we belong to a group that does.’
Since I was a kid. When I was 10 or 11 years old, I
And I have a colleague in British Columbia. I have
used to sit between the seats of the truck, going on
a colleague in Calgary. I have a colleague in Quebec
deliveries with the guys. I graduated to driving the
because TIMBER MART allows us to have that
truck and just went from there.
national presence. Without TIMBER MART, we would be a smaller
When did you join TIMBER MART?
player in the market. But we are with a huge
Shortly after Bernie Owens became president [in
group in the GSD business that is national. We
2013]. Mark Finucane was VP of commercial and we
have sister locations all across the country with
knew him and he approached us.
TIMBER MART.
How do you feel about your buying group?
Speaking of the national scene, Ontario is in the doldrums right now. Big players, as you mentioned, with GMS (and FBM), are using that and the rest of the Canadian slowdown to buy market share.
We ourselves don’t have a national presence. But TIMBER MART does. So, it’s something that I think we can help leverage with our group. And I’ve done it with some of our customers. Some people will say: ‘GMS has yards in different
40
PRO Dealer // Q3 2026
You have to stay competitive, but at the same time,
Hardlines.ca
you don’t want to be detrimental in any way to
I think anybody in the industry right now, they’re
the market. But the current state of the market is
definitely not as busy as they were. They’ve prob-
definitely slower than it has been in the past couple
ably got some pieces of equipment sitting around
of years. Even just post-COVID, there was a bit of
and it’s definitely tough. But I think we’ve been
a boom for a little while and I think everybody was
fortunate for quite a few years when we had a busy
quite busy.
market.
And now it’s definitely changed. But there are still
money. Hopefully, the residential sector does come
Last summer, you bought a majority share in Ontario Acoustic Supply, a Toronto dealer in North York. They are a distributor of acoustic ceilings, wall panels, and grid products. That expands Clare Interiors’ product base.
back. The high-rise market in Toronto has been very
They run separately from Clare day-to-day. Ontario
tough lately. I believe that will take longer to come
Acoustic Supply doesn’t distribute drywall, metal
back than the low-rise market. Hopefully, some of
studs, and insulation. It’s all specialty ceilings, wall
the things that the government’s trying to do are
panels, acoustical ceiling tiles and ceiling grid. It’s
going to help, like some of the HST rebates and
always been a bit of a boutique market. They have a
things of that nature, to help fuel it a little bit.
good name in that niche.
some things out there. I think in the next little while there’s some decent large infrastructure projects that are going to be coming out. The government seems to be spending a lot of
Hardlines.ca
Q3 2026
// PRO Dealer
41
Pro Dealer Profile
“
customer, then what relevance do you have in the
I think anybody in the industry right now, they’re definitely not as busy as they were. They’ve probably got some pieces of equipment sitting around and it’s definitely tough.
marketplace, right?
—Greg Daly
presence on social media. But I don’t think it drives
These large competitors that we have now, they obviously know what they’re doing. They’re growing, they do their job well, too. Our only way to compete is that we may be able to shift a little bit faster because we’re a family-run business.
What is changing in the industry? Technology, for sure. I think it is important to have a our potential revenue streams compared to what it would in the retail sector. Because we’re mainly
You have been a Hamilton business from the beginning and the city is known for supporting its own. It’s very loyal to Hamiltonians. How has that market changed?
focused on business to business. We do definitely
There’s definitely been some strides made, in the
on social media to find us. They wouldn’t know who
city core, in the last little while. There are a lot of
the main players in our market would be, so to speak.
new condos and buildings happening. The skyline
Making use of various technologies is important
has definitely changed from what it was at one time.
supply retail, but our main focus would be business to business. Most of our customer base, they wouldn’t look us up
to us. Whether it be a new ERP system, reporting software, logistics software, and now AI, technol-
With the residential construction numbers down in southern Ontario, to what extent does Clare being a commercial yard help?
ogy is so important.
We supply anything from a renovation or a one-
business in an effective and efficient manner.
We try to utilize these technologies as much as possible to streamline processes and run our
off custom house, to a new residential housing development or a high-rise condo tower, to a large infrastructure project. Anywhere people need drywall, metal studs, insulation, and ceiling systems, we can help them.
Anyone in the drywall business for a long time figures out it’s a relationship business. It’s nothing but the relationship. I agree with that, for sure. Being a smaller business with some of these giants that are here now, it’s sort of all we have is the relationship. And the majority of our customer base would be family-run businesses, for the most part. If you don’t have the relationship with your
42
PRO Dealer // Q3 2026
Hardlines.ca
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RETAIL REWIRED
Dan Tratensek NHPA
Ashley Pasch
JLS BUILDING MATERIALS
Nicolas Couture COUTURE TIMBERMART
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Kyle Schell
SCHELL LUMBER HOME BUILDING CENTRE
Pro Dealer Profile
THE
GAME By Geoff McLarney
Photos: Ema Suvajac
After years in the drywall business, Doug Skrepnek stepped away to pursue other opportunities. Now he’s back in the GSD industry, and Encore Drywall Material Supplies is shaping up to be his second act. 46
PRO Dealer // Q3 2026
Doug Skrepnek knows drywall. After heading up CGC from 1998 to 2003, he was asked to go overseas to run one of its international divisions. “I just decided as a Canadian kid that I wasn’t going to do that, so I left that business. I opened up a buying group called the Signature Buying Group, which became the biggest buying group for gypsum supply dealers in Canada within about six months.” Skrepnek’s path from there wasn’t straightforward. “Manufacturers had some pushback from what is now my competition, but back then, there were
“
Skrepnek headed up CGC from 1998 to 2003 before he started Signature Buying Group.
buying groups like Allroc and FBM. Those guys certainly didn’t want me to be on that side of the fence, so they pushed back. “They got their way, but then I got all the members
year, Skrepnek was named president of GMS Canada but was replaced by Travis Hendren later that year. Bound by a non-competition agreement for the next
five years, Skrepnek got involved in other businesses,
to take a position. Beauchesne, Leon’s, Patene,
including Drain-Tite Industries, which provides
CCS, those companies all came together and said, ‘If
waterproofing, insulation products, and installation
you were our president and general manager, then
services for residential and commercial construction.
we think this would still work.’ Of course, it worked,
Some of Drain-Tite’s customers were the same ones
but it was never my plan to leave to go work for a
served by the GSD world he came from.
bunch of gypsum supply dealers.” Two years after starting Signature, Skrepnek was
He then returned to the drywall business with the appropriately named Encore Drywall Material
approached by the operating partner of one of its
Supplies. He acquired one location, in Concord,
members, Watson Building Supplies, who was looking
Ont., from CSR Building Supplies, while a second,
to retire, and Skrepnek ended up buying him out.
in Trenton, Ont., was a greenfield project. In 2024,
“At the time, they were doing about $50 million in
he brought Encore aboard Castle Building Centres’
revenue. Three years later, we were $120 million
commercial division. CSR was already a Castle
and then we formed Titan in 2009. The rest is kind
member, and Skrepnek saw value in remaining with
of history: Titan was us [Watson] and Beauchesne,
the group.
Shoemaker. And in 2014, we bought Slegg.”
At the time, he wrote to vendors expressing his
Skrepnek was the head of WSB Titan. The group
hope that, in an age of increasing consolidation in
withdrew from its affiliation with TIMBER MART, and
the GSD business, there would remain a place for a
Skrepnek from its board of directors. He oversaw the
group focused on personalized service.
sale of Titan to Georgia-based Gypsum Management &
“We believe that the importance of relationships
Supply (GMS) in 2018. The reported price was US$627
both up and down the channel has been somewhat
million (C$800 million in 2018 dollars). The following
lost and diluted to a more transactional exchange,”
Hardlines.ca
Q3 2026
// PRO Dealer
47
Pro Dealer Profile
Skrepnek wrote, “and our mission is to go back to the days where loyalty was long-lasting, and a commitment meant everything.” Meanwhile, although a member of WSB Titan, Beauchesne was not a part of the sale to GMS. Skrepnek recalls that Beauchesne’s Robert Léonard, now deceased, told him he didn’t need the money and his son Carl, who had grown up in the business, wished to continue with it. “I said to him, ‘I want to do what’s best for you.’ I hooked him up to be a member of GMS. But the
“
WSB Titan was formed by Skrepnek in 2009. It was most famous for its three partners, Watson Building Supplies in Ontario, Shoemaker Drywall Supplies in the West, and Beauchesne Group in Quebec.
minute I decided to get back into the business, his son said to me, ‘I wasn’t willing to go with GMS
up with Beauchesne, which has three locations
because you were retiring. But now you’re coming
in the Montreal area and two in the Quebec City
back into the business and you’re no longer with
region. Through their joint venture, Leonek Corp.,
GMS. How do we do this together?’”
they acquired Coastal Drywall Supplies, based
Skrepnek recalls phoning Castle president Ken Jenkins, who had been a competitor when
in Dartmouth, N.S., with locations in Dieppe and Hanwell, N.B.
Skrepnek was at Titan. “I said, ‘Listen, you’ve always
The transaction is part of a broader trend of
wanted to grow your commercial division. If you’re
consolidation in the GSD sector. Last year, Lowe’s
interested in me joining your team, sitting beside
acquired Foundation Building Materials, giving
you when we talk to manufacturers, I think this
the retailer a toehold in Canada once again after
could work. We’ll grow the commercial division over
its dramatic divestment from RONA in 2023. Also
the next five years.’
in 2025, GMS itself was acquired by Home Depot.
“Shortly after that, Groupe Beauchesne joined
As a result, the two largest home improvement
Castle. And shortly after that, we bought Coastal
retailers in the world own two of the largest gypsum
Drywall Supplies.”
suppliers in North America.
It was at the end of last year that Encore teamed
At the time of the Coastal announcement, Jenkins said in a statement that it “enhances Castle’s reach, expands our capabilities, and reinforces our commitment to serve the Atlantic region with excellence.” The joint venture with Beauchesne is a foretaste of more to come for Encore. Skrepnek laughs as he speculates that “there are probably still a few people who think I got back into the drywall business just to run two locations.” Nothing could be further from the truth, he adds, but “growth for the sake of growing is not in my DNA.”
48
PRO Dealer // Q3 2026
Hardlines.ca
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Pro Dealer Profile
AN INTERVIEW WITH
DOUG SKREPNEK
Do you have any more acquisitions or startups on the horizon? Yes, several. You’ve heard that Central Builders
tentacles, but none of them were keeping me overly busy. And so I made a decision based on the fact that I
bought Lumberworld? That was a deal that we had
like being busy; I like winning. I believe that life is
on the one-yard line. But the land portion of the deal
a chess match, whether it be personal or business.
had some tentacles that we weren’t able to work out.
And the business chess match had gone away from
That would have gotten us back onto Vancouver
me. I wanted to be back in that game, so in June of
Island, back out west. We have a significant number
2024, I sat my wife down and said, “Okay, I’m ready.”
more markets in Ontario that we need to serve. You
Six days later, I bought CSR. I believe that both
know, this is the worst market I’ve seen in Ontario
at Watson and at Titan, we acted as a tremendous
since 1990 or 1991. Growth for the sake of growing
market steward. And that moral compass for our
is not in my DNA. I will grow because the market
manufacturers and our customers is in high regard
either needs it, wants it, or demands it. And today,
for me. And so I will not push the envelope in a market
we’re not there.
where the pie used to be three times what it is today. We need the development charges that have just
50
You sold WSB Titan to GMS in 2018 for US$627 million. Did you have a non-compete agreement at that time?
been legislated. We need some of that to come to
Yeah, that ended in 2024. And, you know, I’m
buyers. We need that to take with some penetration.
involved in all kinds of businesses. I’m involved in
As that does in Ontario, 2027 will be a bit better.
land development. I’ll just say I have a few other
2028 will be exponentially better.
PRO Dealer // Q3 2026
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Pro Dealer Profile
There was some upset in the GSD world when Brad Jacobs formed QXO. It seems they left the bidding for GMS when Home Depot arrived.
don’t get those by pressing that computer button.
One hundred percent. Although I believe he
technology platform.
In our sector, we have customers for life. And you You don’t get that by creating an AI platform or a
overpaid for Beacon; I think that when Brad bought
Now, listen, we’ve already adopted Claude in our
Beacon he was looking for big chunks. I think that
business, on our telephones. That will assist us in the
they were at the trough with FBM. But at $8.8 billion,
growth of our business using relationships that matter,
a lot of people would say 13.4 times earnings was
up the channel with the manufacturers and down the
just too much [Note: that’s what Lowe’s paid for
channel with the customers. If you think you can just
FBM in U.S. dollars].
focus on one area and that’s technology, good luck.
So I think that Jacobs would say that’s just too
they’ve made some other acquisitions. And I think
You were influential, I think, in getting Beauchesne to join Castle? You go way back with the family of the company.
that, from what little I know of Brad Jacobs, he
Yes, Carl and I have a great relationship. Do I have the
would be happier to see a more U.S.-concentrated
same relationship over the last four or five years as
business than a North America-wide one. So I don’t
I did with his father over 30 years? No, that doesn’t
think that bothered him.
happen. His father and I were of the same generation.
expensive for our liking. But of course, since then, they’ve bought TopBuild. They bought Kodiak. So
His goal is to be a $50 billion company. And with
But what I like is that Carl has two ears and one
TopBuild and Kodiak, they’re now roughly $32 or
mouth. He listens. He’s pragmatic. He knows what
$33 billion in revenue. He’s a couple of acquisitions
he knows and knows what he doesn’t know.
away from where he wants to be.
A lot of the time, he sits beside me in a room. Certain rooms, he knows where to take charge, and other
Publicly, Brad Jacobs says that the North American market is ripe for reinvention. He wants to use technology because he was once the head of a technology company. What do you think about using tech like that?
rooms, he knows where he should acquiesce to that
I think what he’s saying is serious in his mind. I
Atlantic Canada before, but if anyone goes there in
believe that the rental business [Jacobs founded
15 years—you may think about our country now as
United Rentals] is not a building materials
Toronto, Vancouver, Montreal, and then Calgary—
distribution company. And they don’t have
but pretty soon, from a construction standpoint,
repetitive customers for the most part. There’s
you’ll be going in the order of Calgary, Montreal,
a lot of one-and-done.
Toronto, Vancouver.
“
charge. And for that, I have a great partner in Leonek.
So what was attractive about Coastal? It’s a good business. Ontario is dead. We weren’t in
In our sector, we have customers for life. And you don’t get those by pressing that computer button. You don’t get that by creating an AI platform or a technology platform.
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PRO Dealer // Q3 2026
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continue to keep it a buoyant market with oil over
Chris Macey, a Canadian, has become president of USG, based in Chicago. We asked him about that move, since not many Canadians get to head giant U.S. corporations. And he said that it’s all the same business.
$90. But then you get to the Atlantic, and it’s always
Canada lays a great foundation for an understanding
been something no one thought about or gave a lot
of how business works. Yes, our population density
of heed to unless you were from Atlantic Canada.
might be one-eighth or one-ninth of the U.S. But we
It’s almost hard to wrap your head around a city in Calgary that’s three times larger than Toronto, and how Calgary is going to be doing more business. But it’s frankly a buoyant market. This Iran crisis will
People are missing the boat if they don’t
don’t do business fundamentally different than the
understand that Halifax will be synonymous with the
U.S. We may have some curveballs here that they don’t
other four big cities in Canada. When you think about
and vice versa. But, by and large, if you know how to
the hub of Atlantic Canada and the Queen Elizabeth
run one business, you do know how to run the next.
II hospital they’re doing now, that $5- or $6-billion
they’re not going to love how big Halifax gets
You’re part of Castle Building Centres’ commercial division. Can you share your thoughts on the buying group ecosystem in Canada and your place in it?
in the next 10 years. Did any of us, in any city in
Its commercial division is a smaller one but Castle is a
this country, love when the population density
nice-sized buying group. GMS is one company and it’s
exploded? I’ll leave the opinions to other people.
not really a buying group. FBM has struggled a lot in this
But it’s going to be a very good market.
country in the last five years and they are a shadow of
project will also bring another $5- to $10-billion worth of infrastructure over the next 10 years. And I think for some people in Atlantic Canada,
And, you know, it’s no secret we’re looking at
their former self. So if we stayed the same size, Castle
Ottawa, so I’m not letting anything out of the bag
would be a good-sized player but not a prominent
here: that’s something that Carl and I will do soon.
player. But we’re not going to stay the same size.
And we would prefer to do it through an acquisition than to do it greenfield.
We’re a country with many, many buying groups. We have way more buying groups in this country than
But, you know, we haven’t had anyone jumping off
they have in the U.S. And so I think that some people
the page to sell us the business at this point in time.
around a bunch of boardroom tables need to put their
So we already have the customers. So someone
heads together and say, “If we’re going to compete
will either sell it to us, or we’ll come and we’ll do it
against Home Depot—and I’m talking about the retail
ourselves.
channel because I have very few worries about
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Pro Dealer Profile
Lowe’s or FBM or GMS in the commercial channel. They’ll do what they do, and we’ll do what we do, and we’ll see who wins. But when it comes to the retail channel, you need more strength in each buying group, whether it be RONA, Castle, Home Hardware, TIMBER MART. They need to figure out how to create sheer size to be taken seriously. In Canada, they won’t have to worry as much, of course, about Lowe’s because I do not see Lowe’s ever coming back to this country as a retailer.
“
Lowe’s will have to spend the next year or two or three investigating what they are going to do with the Canadian division of FBM.
their business, they may look for somebody as a suitor to say, ‘We want to focus because we love the
Winroc has some yards remaining in Canada doing business as FBM. What was their highwater mark, as you remember?
U.S. business.’
They used to be bigger than Kenroc. Winroc bought
time. We’re going to come back again as a retailer. I
Leon’s and IBS and McCurry’s. And those three
would fall off my chair but they could be thinking that.
But none of us is sitting around Lowe’s table. They may say we attacked Canada the wrong way the first
purchases equalled, at that time, in the early 2000s,
They could think it’s such a small piece of the
$100 million worth of revenue. Now, every business
overall entity as Lowe’s global that they just don’t
that they have is a shadow of its former self.
need to even think about it now. They’ll think about it
And so I’m somewhat puzzled. I’d been somewhat
down the road. So let’s get all of our ducks in a row in
puzzled, even when I was running Titan, at FBM’s
2026, 2027, or 2028. And then they may say it’s time
positioning in the country. But I do think that the
to spin off FBM if that’s what they decide. But I think
Canadian division of FBM was paramount to be
like most of those huge global conglomerates, they
sold as part of the entity to Lowe’s.
have no need nor desire to rush into any decision.
I don’t necessarily think it was a sought-after commodity but I do think that it was part of the package. And I think that Lowe’s will have to spend the next year or two or three investigating what they are going to do with the Canadian division.
ABC Supply now has the ABC Supply Canada brand name and a new managing director to run it. They claim to be the largest building materials distributor in North America. Any comments about ABC Supply?
We were wondering why they were back in Canada. We thought that FBM or Lowe’s could sell FBM Canada to you, say.
Yes, they seem to be as intelligent a North American
I would certainly suggest that when FBM dissects
wait. I don’t think they’re going to grow the business
company in the space as any. They will not overpay. They will not chase. They’ll be patient and they’ll feverishly, but I also don’t think that they’re worried about that. I don’t think they feel like they have to be a big Canadian player. I think they want to be a significant player in Canada, but they will do it through slow, methodical, intelligent decisionmaking. We’ll be fine, even if it takes a little longer to get there.
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PRO Dealer // Q3 2026
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Jayson Keever, president Bancroft BMR Pro.
info@autostak.ca www.autostak.ca
CATEGORIES
BEYOND THE By Steve Payne
COMMODITY SALE How Canadian lumberyards are winning more insulation business from contractors
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PRO Dealer // Q3 2026
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“
The early 1970s oil crisis convinced building supply dealers that they could make money from increasing their insulation sales.
For decades, insulation was often treated as a specialty category in the building materials supply chain. In the 1950s, contractors frequently
that selling insulation could bring them. The Canadian Home Insulation Program (CHIP) was launched by the federal government in 1977. It ran for seven years, and subsidized about $400 million a year of insulation upgrades.
sourced fiberglass, mineral wool, and rigid
Since then, there have been numerous federal
insulation from dedicated distributors, while
subsidy programs—and also subsidies funded by the
lumberyards focused primarily on framing
utilities—all driving the insulation business.
packages, sheathing, and structural products. Until 1973, that is. Then the benefits of an energy-conscious world rocked the industry in Can-
Now, lumberyards and building supply dealers are increasingly positioning insulation as a core category rather than an add-on sale. Driven by tighter
ada. That year, OPEC decided to
energy codes, growing demand for high-perform-
strike the world with oil cutbacks.
ance building envelopes, and contractors’ desires
This encouraged
for procurement efficiency, insulation has become a
building supply
strategic growth opportunity for independent deal-
retailers to awak-
ers and large building supply networks alike.
en to the profits
ENERGY EFFICIENCY IS DRIVING DEMAND Insulation demand continues to be influenced by evolving building codes and homeowner expectations around energy efficiency. Whether contractors are constructing custom homes, multi-unit residential projects, or undertaking renovation work, thermal performance has become a central consideration.
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CATEGORIES
Higher wall assemblies, improved air sealing practices, and grow-
takeoffs and deliver insulation alongside framing
ing interest in net-zero-ready construction have
packages reduces the number of supplier relation-
expanded the range of insulation products being
ships contractors must manage. In an environment
specified. Fiberglass batts remain a staple, but con-
where labour shortages and project delays remain
tractors are increasingly evaluating mineral wool,
concerns, efficiency carries significant value.
rigid foam alternatives, continuous insulation sys-
As a result, many lumberyards are investing in
tems, and specialty products designed to improve
inventory, training, and sales support to ensure in-
building envelope performance.
sulation becomes part of every project quote rather
For dealers, this shift creates opportunities to move beyond commodity lumber sales and participate more fully in the building envelope conversation.
ONE-STOP SHOPPING Many contractors prefer to consolidate purchases with a trusted supplier whenever possible.
than an afterthought.
TECHNICAL EXPERTISE MATTERS Selling insulation today requires more than stocking products. Contractors increasingly expect guidance on thermal performance, fire resistance, moisture
A builder purchasing framing lumber, engineered
management, acoustic ratings, and code compli-
wood products, housewrap, roofing materials, and
ance. Questions about effective R-values, continu-
fasteners from a single dealer can ease ordering,
ous insulation requirements, vapour control strat-
invoicing, delivery scheduling, and worksite co-
egies, and whole-wall performance are becoming
ordination. Adding insulation to that package fur-
more common.
ther streamlines procurement.
58
Dealers that can provide complete material
PRO Dealer // Q3 2026
Successful dealers are responding by training
Hardlines.ca
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CATEGORIES
sales teams to discuss building science principles
systems that can simplify installation and improve
and product applications with confidence.
performance, while dealers increase average order
Some suppliers are also working closely with
values and strengthen customer relationships.
manufacturers to provide educational seminars,
Building envelope expertise is becoming an im-
lunch-and-learn sessions, and jobsite support.
portant competitive differentiator, particularly as
These efforts help position the lumberyard as a
builders pursue higher-performance construction
technical resource rather than simply a product
standards.
distributor.
THE RISE OF BUILDING ENVELOPE SALES Leading dealers are adopting a systems-based sales approach.
INVENTORY AND LOGISTICS Insulation presents unique inventory challenges compared with traditional lumber products. Many insulation products occupy significant warehouse space relative to their value, requiring careful
Rather than selling insulation as an isolated prod-
inventory management. Seasonal demand fluctu-
uct category, they are promoting complete building
ations, transportation costs, and regional market
envelope solutions that combine insulation, air bar-
preferences can also affect stocking decisions.
riers, weather-resistant barriers, tapes, sealants,
“
and accessory products. This strategy benefits both the dealer and the
contractor. Contractors gain access to compatible
2024’s Pro Dealer of the Year, Adams Building Supply, a three-location Castle pro dealer, rolled out its new Woodstock, Ont., store in 2023 with a double drive-through provided by Auto-Stak.
The difficulty of merchandising bags of insulation efficiently has been addressed by Auto-Stak, which has a special place to put its racks in drive-through facilities.
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PRO Dealer // Q3 2026
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March 31 - April 1, 2027 Toronto Congress Centre Toronto, Ontario
Where Ontario’s building supply leaders meet
Discover new products, forge strategic partnerships, and drive business growth in the lumber, building materials, and hardware industry. Expected Exhibitors: 200+ companies
Expected Attendees: 750+ buyers
Get involved at the LBMAO Buying Show 2027. Contact Frank Scalisi at frank.scalisi@informa.com for more information.
CATEGORIES
“
As the construction industry continues to focus on energy efficiency and building performance, insulation is becoming a more strategic category for building material dealers.
This store reserves the top rack of the drive-
2020 that a serious ramp-up in the “tiers” of energy
through for bags of insulation—always a tough
efficiency was unveiled. This was expanded in the
challenge to merchandise efficiently.
2025 code, where a 5-tier system for small build-
Dealers are also refining forecasting practices and strengthening relationships with manufactur-
for large buildings was introduced.
ers and distribution partners. Pacific West Systems
How energy efficient is Canada’s building code?
Supply, a TIMBER MART dealer, has taken its insula-
Consider that the 2015 code is now only tier 1 of the
tion sales to new levels using technology. PacWest
new code. The code specifies that, to achieve tier
has 21 locations in Western Canada. It is closing
2, 10 percent more energy efficiency has to be met.
ranks with vendors to up its forecasting game with
Tier 3 is 20 percent more energy efficient. Tier 4 is
the use of AI.
double that, at 40 percent more energy efficient.
After all, a dealer that consistently has the right
62
ings was introduced. The same year, a 4-tier system
Tier 5 is Net-Zero Energy Ready, an extreme stan-
insulation products available when needed can earn
dard. Only just shy of 4,000 units have ever been
significant contractor loyalty.
built to that standard across the country. But it’s not that governments are not effective
CODE CHANGES DRIVING EVERYTHING
at driving energy efficiency. They are, very much.
Canada’s building industry continues to be dictated
number of homes they rate by energy usage. The
by authorities to build tighter. But it was only as
Home EnerGuide Rating System now has 3.9 million
recently as the National Building Code of Canada in
evaluations in its database.
PRO Dealer // Q3 2026
For example, authorities have been adding to the
Hardlines.ca
Photo: iStock/Romolo Tavani
THE FUTURE OF ENERGY EFFICIENCY
material budgets and strengthening their role in the
As the construction industry continues to focus on
construction supply chain.
energy efficiency and building performance, insu-
For many dealers, insulation is no longer a spe-
lation is becoming a more strategic category for
ciality category. It is becoming an essential part of
building material dealers.
the modern lumberyard business model.
There has even been the launch of a new Canadian franchise installing insulation. It’s called Koala Insulation, and it opened up its first Canadian franchise in Kitchener, Ont., in 2024. Now it has grown to six Canadian franchises: Edmonton, Winnipeg, and four franchises in Southern Ontario. From a standing start in 2020, when it opened its first franchise in Atlanta, Koala has grown to more than 400 franchises in North America. The most successful lumberyards are moving beyond transactional product sales and positioning themselves as partners in building envelope performance. By combining product availability, technical expertise, and integrated project support, they are capturing a larger share of contractors’
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Photo: iStock/Onurd Ongel
Technology
USING AI TO SELL MORE TO PROS By Steve Payne
Since about 2020, Large Language Models (LLMs) have changed the game for pro dealers—and the industry at large. Artificial intelligence is here to stay
64
For decades, Canadian building supply
advantage is emerging across the industry: artificial
dealers have competed on product availability,
intelligence.
contractor relationships, pricing, and service. Those
While AI often generates headlines about chat-
fundamentals remain critical, but a new competitive
bots and futuristic technology, its most immediate
PRO Dealer // Q3 2026
Hardlines.ca
“
A new competitive advantage has emerged for the pro dealer industry since 2020: artificial intelligence.
impact in the building materials sector is far more
in 1997 when IBM’s Deep Blue defeated world chess
practical. Dealers are using AI to help sales teams
champion Garry Kasparov.
identify opportunities, improve customer service,
Over the first decade of this century, the internet
streamline operations, and ultimately increase
provided massive datasets, and better computer
sales to contractors and builders.
processors enabled “Deep Learning.” Since about
There’s already an enormous bad vibe around AI,
2020, the introduction of Large Language Models
though. Employees think that employers will use it to
(LLMs) has launched the modern concept of AI.
replace them. Or they expect, with AI, to be asked to
Breakthroughs like OpenAI’s ChatGPT shifted
vastly increase their output. And some thinkers pos-
capabilities from simple data processing to dynamic
tulate that AI will change society in negative ways—
creation. Today’s AI can analyze vast datasets, hold
up to and including mass extinction for humankind.
human-like conversations, and generate realistic
None of those negative sentiments is going to go away anytime soon. Because there is some truth to
media.
each one. Yes, owners will likely expect to replace
HELPING SALES BE MORE PRODUCTIVE
some employees in an AI world. Yes, the output re-
The history of AI can be boiled down to, in our indus-
quired of each employee will go up. And yes, the im-
try, the rise of simple subscription-based AI off-the-
pact of AI on human beings is still to be determined.
shelf packages. Individual AI packages like ChatGPT
But the fundamental question is no longer wheth-
Plus, Claude Pro, or Gemini Advanced can be pur-
er AI will affect the building supply industry. The
chased for about $30 per person per month.
question is what happens when you are competing
Bespoke (custom-built) packages for specialized
with another dealer who understands AI—and you
businesses can cost a firm up to hundreds of thou-
are burying your head in the sand? The question then
sands of dollars.
becomes how quickly dealers can put it to work. While the history of AI goes back a couple of centuries, the British mathematician Alan Turing
Between individual prices and custom-built AI prices lies a vast realm of possibilities. One of the biggest challenges facing dealers today
(later made famous in the film The Imitation Game
is that experienced salespeople spend significant
about Second World War codebreakers) published
time on administrative tasks instead of selling.
a landmark paper in 1950. He proposed a “Turing Test” to assess machine intelligence. Six years later, the term artificial intelligence was coined. In the 1970s and 1980s, the development of AI
AI-powered tools can help automate many routine activities, including: • Drafting quotes and follow-up emails • Summarizing customer conversations
was slowed by the limited processing speed of the
• Preparing sales call notes
era’s computers. Interest in AI was briefly reignited
• Creating product recommendations
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Q3 2026
// PRO Dealer
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Technology
• Answering common customer inquiries
• Inventory availability updates
Rather than replacing salespeople, AI can act as a
• Order status inquiries
digital assistant. An outside sales representative can
• Delivery tracking
spend more time on jobsites and less time preparing
• Technical documentation access
paperwork. Inside sales staff can respond faster to
Many dealers are exploring AI-powered chat and
contractor requests, improving both customer satis-
self-service tools that provide contractors with an-
faction and close rates.
swers outside normal business hours.
In a business where responsiveness often determines who wins an order from a pro, speed matters.
FINDING HIDDEN SALES OPPORTUNITIES Most dealers have years of customer purchasing history, but relatively few fully leverage it. AI systems can analyze transaction data to identify
action. Contractors still value relationships and expertise. AI simply helps customers get routine information faster while allowing staff to focus on higher-value conversations.
DEMAND FORECASTING AND INVENTORY MANAGEMENT
patterns that may not be obvious to sales teams. For
Inventory remains one of the largest investments for
example, AI can flag:
any building supply operation. Too much inventory
• Contractors whose purchasing activity has declined • Customers likely to need additional products for upcoming projects
ties up capital. Too little inventory risks lost sales and frustrated customers. AI can analyze historical sales data, seasonality, weather patterns, housing starts, local construction
• Cross-selling opportunities
activity, and purchasing trends to improve forecast-
• Seasonal buying trends
ing accuracy.
• Accounts at risk of moving to another yard
More accurate forecasts help dealers:
A pro who regularly purchases framing lumber
• Reduce stockouts
but rarely buys fasteners, house wrap, or insulation
• Improve fill rates
may represent an opportunity for additional sales.
• Lower carrying costs
AI can automatically highlight these gaps, enabling
• Increase inventory turns
salespeople to have more informed conversations
• Capture sales that might otherwise be lost
with customers.
For contractors working on tight schedules, product
The result is often a higher wallet share from existing
availability often outweighs small price differences.
accounts—typically the most profitable source of growth.
Dealers that consistently have the right products in
IMPROVING CONTRACTOR SERVICE
stock gain a meaningful competitive advantage.
Contractors increasingly expect the same level of
SUPPORTING NEW EMPLOYEES
convenience they experience as consumers. They
Like many sectors, the Canadian building materials
want quick answers, accurate information, and
industry faces workforce challenges. Experienced
seamless interactions.
employees are retiring, while new hires often require
AI-powered customer service tools can help dealers provide: • Instant product information
66
Importantly, this does not eliminate human inter-
PRO Dealer // Q3 2026
years to develop product knowledge. AI can help bridge that gap. Contemporary AI systems can quickly provide
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Technology
product specifications, installation guidance, code
In many ways, AI allows dealers to do more
references, and technical information. This gives
of what they already do best: serve contractors
newer employees access to expertise that previously
effectively.
depended on years of experience. The technology doesn’t replace product know-
GETTING STARTED
ledge, but it accelerates learning and improves
Dealers do not need a massive technology budget to
confidence when serving customers.
begin benefiting from AI.
For dealers facing labour shortages, this capability can be particularly valuable.
ENHANCING PRO DEALER MARKETING
Many organizations start with relatively simple applications, such as: • AI-assisted email and proposal writing • Customer service chat tools • Sales opportunity identification
Many dealers struggle to maintain consistent com-
• Inventory forecasting
munication with contractors due to limited marketing
• Marketing content creation
resources. AI can assist with creating:
The key is to focus on specific business problems
• Contractor newsletters • Promotional campaigns
rather than implementing AI for its own sake. The dealers that succeed will be those who iden-
• Product spotlights
tify practical uses for the technology and integrate it
• Educational content
into everyday workflows.
• Social media updates • Event promotions
LOOKING AHEAD
Marketing teams can generate more content
The Canadian building supply industry has always
in less time while tailoring messages to specific
evolved alongside changes in construction meth-
customer segments.
ods, customer expectations, and technology.
For example, framing contractors, custom home builders, renovators, and commercial builders may each receive communications focused on products and services most relevant to their businesses. More relevant marketing typically produces better engagement and stronger sales results.
THE HUMAN RELATIONSHIP STILL MATTERS
Artificial intelligence represents the next phase of that evolution. For dealers serving contractors and builders, AI is proving to be less about automation and more about amplification. It helps salespeople sell, customer service teams respond, marketers communicate, and managers make better decisions. As competitive pressures continue to grow, the ability to use AI effectively may become an import-
Despite the excitement surrounding AI, the building
ant differentiator between dealers that lead their
supply industry remains a relationship business.
markets and those that struggle to keep pace.
Contractors rely on trusted salespeople who under-
The future of building supply sales will still be
stand their projects, solve problems, and help them
built on relationships. AI simply gives dealers new
succeed. No technology can fully replace that trust.
tools to strengthen those relationships—and sell
The most successful dealers are not using AI to elimin-
more in the process.
ate human interaction. Instead, they are using it to make employees more productive, informed, and responsive.
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PRO Dealer // Q3 2026
This article was created by both AI and human input.
Hardlines.ca
OCTOBER 28-29, 2026
I
I
COHERE CENTRE OTTAWA ONTARIO
Your gateway to construction and building supply innovation in Canada’s capital
This October, Construction IMPEX Canada brings game-changing buying opportunities to Ottawa for Canada’s construction supply chain, and you’re invited. Construction IMPEX Canada is a groundbreaking event that will bring global perspectives, innovative products, and cutting-edge solutions to the Canadian construction industry.
Here’s what sets it apart: 1. Expert-Led Sessions: Learn actionable tactics on supply chain efficiency and strategic purchasing in Canada’s LBM market. 2. Networking Opportunities: Connect with retailers and buying groups through facilitated and casual networking to fast track new-to-market for LBM retail. 3. Focus on Sustainability: Explore green building materials, energy-efficient options, and circular construction materials.
Don’t miss the inaugural Construction IMPEX Canada. Manufacturers, buying groups, distributors, retailers, builders, renovators, government decision-makers, and modular construction suppliers will be there. Opportunities like this don’t wait, reserve your spot today.
Interested in Becoming an Exhibitor?
Interested in Attending?
Use code HARDLINES to redeem your free expo passes.
PRODUCTS FORPROS DEWALT
DeWalt 20V MAX Cordless Nailer Your pro customers can complete a wide variety of concrete forming, temporary bracing, and temporary scaffolding jobs with the DeWalt 20V MAX Cordless Nailer. Achieve up to three times the productivity with the industry’s lightest battery-powered duplex nailer, designed for professionals who demand speed, ease of use and durability. This unit provides powerful performance and is engineered to work seamlessly with DeWalt nails (sold separately). dewalt.ca
DIABLO
Diablo Metal Demon Drill Bits These drill bits ensure reliable performance without the need to switch bits. This all-in-one tool drills through mild steel, hardened steel and stainless steel while maintaining durability and cutting speed. The Thermal Shield Protective Coating helps reduce heat buildup and extend bit life during repeated drilling, extending drilling life up to 30 times longer. Ideal for metalworking, fabrication and general construction applications. diablotools.com
70
PRO Dealer // Q3 2026
Hardlines.ca
FESTOOL
Festool Cordless Edge Router As part of its summer 2026 product lineup, Festool is introducing an expanded range of cordless tools, advanced battery technology, and system accessories designed to deliver more power, greater precision and cleaner results across the jobsite. Engineered to integrate seamlessly within the Festool system, these innovations support faster workflows, improved air quality and consistent, high-quality performance for pros. Included in the lineup is the MFKC 700 Cordless Modular Edge Router (shown). festoolcanada.com
TREX
Trex Select Railing Trex Select Railing is the best choice for deck railing. It has designs for every style, from sleek modern to timeless classic. Trex’s design tools let your customers plan, price and explore railing styles from home—quick and easy. Installation is made simple with step-bystep guides and Trex Academy resources. And Trex railings allow your customers to skip the painting and staining—just enjoy lasting beauty with 15-50 year warranties. trex.com
Hardlines.ca
Q3 2026
// PRO Dealer
71
AD INDEX
ADVERTISERS Q3/2026 Auto-Stak
55
JELD-WEN
31
BMR
27
Johns Manville
59
Castle Building Centres Group
76
JRTech
9
CGC
49
LBMAO
61
Construction IMPEX Canada
69
MAX USA
19
Diablo Tools
67
Orgill
2, 3
DimensionsPF
17
Owens Corning
51
Gillfor
43
Saint-Gobain
37, 39
GSW
25
Sexton Group
21
autostak.com bmr.ca/becomeadealer youarethebrand.ca usg.com informaconnect.com diablotools.com dimensionspf.com gillfor.com gsw-wh.com
Hardlines Inc. hardlines.ca
5, 44, 45, 73
HBSDealer (Pro Dealer Industry Summit)
7
Home Hardware Stores
11
ensembleiq.com home-owner.ca
jeld-wen.ca jm.com
jrtechsolutions.ca lbmao.on.ca maxusacorp.com orgill.com owenscorning.com saint-gobain.com sextongroup.com
Taiga Building Products
15, 75
taigabuilding.com
TBD
29
xxxx
4TH QUARTER 2026
IN THE NEXT ISSUE: PRO Dealer THE AMERICANS ARE COMING! PLUS:
• Equipment Rentals • Power Tools and Fasteners • Building Materials Distribution 72
PRO Dealer // Q3 2026
PUBLICATION DATE: November 13, 2026 AD RESERVATIONS: October 9, 2026 AD MATERIAL DUE: October 21, 2026 PRESIDENT David Chestnut david@hardlines.ca
ACCOUNT MANAGER Shannon MacLeod shannon@hardlines.ca
Hardlines.ca
POST YOUR JOB. FIND YOUR PERFECT HIRE. NO SWIPING REQUIRED.
Hiring in the home improvement industry? Reach qualified managers, executives, sales reps, and top-tier retail professionals with Hardlines Classified Ads— featured in our exclusive Hardlines Weekly Report every Monday morning. This industry-leading publication goes straight to the inboxes of decision-makers across Canada’s home improvement industry. Why Choose Hardlines Classifieds? Highly Targeted Exposure Affordable Pricing Immediate Placement Trusted by Industry Professionals RATES:
Premium Member Perks: 1 FREE 2-week classified per year – 15% OFF all other postings – Discounts on other Hardlines products
2 Weeks: $2.99/word (75-word minimum) 4 Weeks: $3.99/word (75-word minimum) Logo Placement (optional): $149.99 (one-time fee)
JOIN THE NETWORK. REACH TOP TALENT. LEARN MORE OR POST YOUR JOB TODAY AT HARDLINES.CA FOR MORE INFO, CONTACT JILL MACLEOD AT JILLIAN@HARDLINES.CA
THE DELIVERY CHALLENGE
GRIDLOCK THE BUILDING A high-rise apartment building in Toronto’s west end
THE GSD Watson Building Supplies, with eight locations in southern Ontario
Delivering gypsum in downtown Toronto—with some of the world’s worst traffic and impossibly tight spaces—is hell. Luckily, Watson Building Supplies is an expert at delivering to the city’s urban core. “With safety always at the forefront of what we do with our personnel and the public, our focus is very different than in less dense locations,” explains Paul Green, president of GMS Canada, which owns the Watson brand. “In many cases, we pre-scout the area. It allows our teams to be prepared and not surprised by variables in their way.”
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PRO Dealer // Q3 2026
THE CHALLENGE Delivering building materials in a Top 10 city in the world for traffic
By Geoff McLarney THE SOLUTION Pre-scouting the delivery area
View from the barge
Hardlines.ca
Taiga treated wood is treated right.
We oversee every part of the process, from raw lumber to finished treated product, so every bundle meets our standard for colour consistency and quality. No matter the region, no matter the season, you get the same dependable product, shipped through our integrated logistics network and ready to perform in the toughest outdoor conditions.
Start at taigabuilding.com
Castle retail and commercial member locations have worked alongside residential and commercial building professionals for over 60 years. Our 300+ locations across Canada represent a national network of entrepreneurs devoted to supporting the ongoing growth of their communities. Together… We Build Communities
Visit Castle.ca to find a local Castle Building Centres location near you.
Are You a pro Dealer Looking to Amplify your Independence? Discover Why Castle is the Fastest Growing LBM & Commercial Buying Group in Canada. Contact your regional Castle Business Development Manager