BPD Aug 2014

MILLWORK FORECAST RISING INTEREST IN GREEN BUILDING SOUTHERN CYPRESSAUGUST 2014

INDUSTRY NEWS & MONEY-MAKING STRATEGIES FOR LUMBER & BUILDING MATERIAL DEALERS & DISTRIBUTORSBPD Building

Products Digest

4 Building Products Digest August 2014 Building-Products.com

August 2014 Volume 33 Number 6

Special Features8 COMPETITIVE INTELLIGENCE

MILLWORK DEALER CLEANS UP

10 PRODUCT SPOTLIGHTDOOR & WINDOW FORECAST

12 WHOLESALER PROFILE: FCTG

14 FEATURE STORYDEALERS SEE GREEN BUILDING RISE

16 INDUSTRY TRENDSNEW CODES BOOST WOOD MARKETS

18 MANAGEMENT TIPSPROFIT FROM DATA SECURITY

34 PRODUCT SPOTLIGHT: CYPRESS

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In Every Issue6 TOTALLY RANDOM

20 OLSEN ON SALES

24 NAWLA: THINKING AHEAD

28 MOVERS & SHAKERS

29 APP WATCH

36 NEW PRODUCTS

40 FAMILY BUSINESS

42 IN MEMORIAM

43 ASSOCIATION UPDATE

43 TALK BACK

44 CLASSIFIED MARKETPLACE

45 DATE BOOK

46 IDEA FILE

46 ADVERTISERS INDEX


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BPDBuilding Products Digest

TOTALLY RandomBy Alan Oakes

Born or created?RECENTLY, SOMEONE CALLED to ask my thoughts about them starting their own busi-

ness. It’s one of several similar calls I’ve received over recent years—usually fromsomeone who has lost their job, can’t find a new one, and sees this as their way of gettingback to work. To be or not to be an entrepreneur?

My first questions: Are you starting from scratch or buying another business? Are youfinancially and mentally ready to own your own business? Why now? How is your visionfor your business different from what others are offering? How will you raise the barover the competition to give others a reason to do business with your new company?

At that point, most decide it’s not worth the risk. The reason is that it was really apipe dream, an escape from reality. And this is where the real entrepreneur stands out,because if you really do have an idea, it should be gnawing at you that you must try itout, some way, somehow!

Over my career, I have worked with those I call “real” entrepreneurs. They’re theones who had an idea, had to find ways to get that idea to market, and would allow noth-ing to stand in their way. Some had earlier ideas that failed miserably. Yet, the bornentrepreneurs will continue setting up businesses until one hits. These are the 5% whooften from an early age found ways to earn money by starting a small business—deliver-ing, making, selling a new product or service. They are like Bill Gates, who foundedMicrosoft from his garage at age 20.

They have strong drive, persistence, the tolerance to fail and quickly bounce back,high energy, recognition of when they need professional management to take the busi-ness even further, and—most of all—the need to win. They want to control their owndestiny. One trait they possess—which can be good and bad—is their single-mindedness.They saw the path they wanted and nobody could tell them otherwise. Hence, some fail.But it won’t stop them trying again.

On the other hand, the majority of us are quite happy to work for someone else, notneeding to be an owner or even manager, content to enjoy the security that comes with aregular paycheck and benefits. For most of us with a mortgage and kids to put throughschool and everything else to pay for, even if you want your own business, the risks aresimply too great. I included myself in this bucket for many years. I earned good money atthe top of the corporate ladder, had far more than I needed, and never had to worry toomuch over paying all the bills. I always thought about one day having my own business.I was convinced I would be successful, but I was not ready for a long time to pull thetrigger.

But then comes along a life-changing event. Or circumstances change—you lose yourjob, the kids leave home. Financial needs change, and this is when, perhaps for the firsttime, the dream might be able to happen. This is what may be classified as the “acciden-tal” entrepreneur. And this is what most of us who own our own businesses are. We per-haps never had that big idea that would shake the world (e.g., Facebook), but we had theconfidence to either start a business or buy an existing one and take it to the next level.My big driver was that I just knew at a certain point I had not enjoyed the prior five yearsof my corporate life. I could not see working for someone else anymore. I knew it wasnow or never to own my own business.

This is when you have to learn to make yourself into an entrepreneur. It’s very differ-ent, sometimes scary, and requires a different mindset anddifferent skills than those you needed in your old corporateworld. You must learn about launching or buying a busi-ness, competitive advantage, finance, accounting, cashflow, marketing, sales, leadership—many skills you had awhole management team for in your corporate days. Youmust work through those rainy days when those sales justdon’t happen or cash is low. The big difference may bethat many of us no longer sleep as well at night,because at the end of the day we have every-thing, including our homes, on the line. Today,I would have it no other way. I only wish I’dtaken the path to ownership at least 10 yearsearlier.

Alan Oakes, [email protected]

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Reclaimed millworkdealer cleans up

COMPETITIVE IntelligenceBy Carla Waldemar

NECESSITY, THEY SAY, is the motherof invention. Well, in this case,

the light bulb flashed in the brain notof a mom, but a dad.

Jonathan Orpin, founder and presi-dent of Pioneer Millworks,Farmington, N.Y., owned (and stillowns) New Energy Works TimberFramers, based in Farmington, and, ofcourse procuring wood for its opera-tion was front of mind. “It was impor-tant to look for a stable timber sourcefor the framing business,” Orpinexplains, gazing back, “and this part

of New York State had always used acertain amount of agricultural tim-bers.”

So, he reasoned—the light bulbmoment—why not reclaim that vin-tage wood for modern use?

Thus, in 1988, Pioneer Millworkswas launched “in a small, ramshacklebuilding in a town not that much big-ger,” looking to specialize in salvagedflooring.

“I liked the idea of using timber 50to 100 years old—material that hadundergone a slow drying process,

RESTAURANTS are frequent customers, such as for this reclaimed American Gothic Oak in anUpstate New York eatery. (Photos by Pioneer Millworks)

which provided stable lumber. Andthat wood ended up with a story totell,” he shares. “There were barnsgoing down—I hate that, but at leastwe could give that wood new life.Here, in the classic rust belt ofAmerica, lots of buildings were builtwith big timbers. Plus, there’s theenvironmental aspect of it: ThroughPioneer Millworks, the world hasgained 23 million bd. ft. of lumberthat would have ended up as landfill.We’ve become a major player inchanging that direction, converting itfor use in homes, restaurants, offices:gorgeous applications.” (A look at thephoto gallery on the company’s web-site, www.pioneermillworks.com,backs up his claim.)

That 23 million ft. breaks downinto 1,042,000 bd. ft. saved a year,which, Orpin is quick to do the math,would fill a lineup of semis, bumperto bumper, for over 32 miles.

Sounds like a no-brainer start-up.Easy, right? Trust me (and him): Itwasn’t. Another facet of the websiteplays homage to scores of big, com-plicated and expensive-lookingmachines resting on Pioneer’s nine-acre site. “We started on the cheap,bootstrapping as we went, buyingused equipment. We got word of tim-ber needed for a New Energy project,but we were required to buy thewhole building, so we developedways to use everything, even the saw-dust”—it segues into animal bed-ding—“and chunks, which heated ourkiln.”

Pioneer Millworks took hold and

Building-Products.com August 2014 Building Products Digest 9

grew. Today, the two operations exist side by side, sharingadministration and communications, but not manufactur-ing. “The child became more powerful than the parent.We’re our own best customer,” Orpin states. “We got theword out, one project at a time, as the cliché goes: timberframing that uses our own reclaimed wood in projects—astrong, built-in client.”

Pioneer sells to builders, remodelers and flooring con-tractors, primarily through its website (there’s no show-room), shipping nationwide. Architects and interior design-ers prove pivotal in influencing the homeowner’s or build-ing owner’s decisions: “Highly refined design & buildclients ask for it,” Orpin explains,” because it’s an attrac-tive alternative to boring bamboo or the oak flooring of achain restaurant. People love it because there’s a naturalhonesty to it; plus the amazing textures, with natural varia-tions. And the environmental aspect—we’re not ruiningany rainforests. And, of course, there’s the story”—theromance is provided—“behind its former use. Theseclients are thrilled, so it becomes fun.”

Products offered include timber, barn siding, paneling,countertops, and more. And that timber—awesome in itsdiversity and lineage—is cherry-picked: over 50 species,grades and specialty items, including teak from a dilapidat-ed Indonesian structure; antique heart pine from a 1905mill complex; oak from a coal plant of the 1800s;reclaimed hickory, with its contrasting knots and sapwood“that wears well—suitable for dogs and kids;” salvagedbowling lanes; FSC-certified recycled wood panels geared

for quick and easy installation, even pairings of engineeredwood and antique flooring. And cold storage oak—theHoly Grail of reclaimed wood—white oak flooring from along-ago cold storage facility.

Projects range from a Manhattan restaurant utilizing areclaimed gym floor from a Minnesota high school to theWolverine company store in New York, using old plankssalvaged for re-use as wall cladding: “lots of residences,restaurants. And offices: all the progressive, high-tech SanFrancisco firms. If you can name them, we’ve probablydone the wood.” What sells best? “Weathered, ruggedwood, and wood with a story.”

And how about supply vs. demand? “It’s always vari-able, always a challenge, but our supply channels are well-oiled.” (He’s got a network of scouts out sleuthing poten-tial barns or what-have-you, but if he told me more, he’dhave to kill me.) Pioneer employs a staff of 40—“goodworkers, thoughtful, smart—and they care about the envi-ronment.” Pioneer’s website personalizes the crew, com-plete with candid photos and homey bios, thanks to astrong marketing program. “It’s done in-house because wehave a complex and personal story to tell,” the bossexplains.

Margins must be golden for the highly-coveted antiquewood, right? Wrong. “It’s a complex and difficult busi-ness,” Orpin claims. “It’s heavily labor-intensive—extract-ing nails located with a metal detector, for instance.There’s lots of waste, plus complex customer interactions,so we struggle with margins. They’re very, very tight.”

Adding to that challenge is the reality of competitionout there—“half a dozen strong national companies and ahundred smaller regional players,” he tallies. So then, whydoes Pioneer continue to flourish? “Service! We’re veryservice-oriented,” Orpin is quick to respond. “We comefrom a custom-design background, so we’re adept at cre-ative solutions. And we serve the hell out of folks: quickturnaround, quick delivery, good communication.

“Over the past 10 years customers have begun demand-ing delivery yesterday. So we keep a multi-million-dollarinventory on hand. An order can be for the 70,000 sq. ft.that a university recently needed, or just 70 ft. of trim. (Wehave a $100 minimum.)”

Pioneer, like the rest of us, was buffeted by the recentrecession—“Sure, it hurt. But we made a point of no lay-offs, no cuts in salaries or benefits. But we tightened mar-gins; we did what we had to do to survive.” And businessis not only back—it’s booming. “Last year was our bestyear ever—up 14%—and this year, even more! Another14%!”

So, to keep things interesting, Orpin recently chose toopen a second location on the oppo-site coast—a three-acre establish-ment in Portland, Or.—“for per-sonal growth,” he explains. “InNew York, I’m not needed asmuch on a day-to-day basis. So, Iwas looking for new mountains toclimb. Plus, we have manyPacific Coast clients and dosome salvaging out there.”Another light bulb moment.

Carla [email protected]

SALVAGED wood paneling and millwork are other big sellers.


Millwork forecastBig openings predictedfor doors, windows

sive users of windows and doors is akey indicator of demand.

Window and door sales saw steepdeclines from 2008 to 2013 due to thesharp contraction in constructionspending.

Plastic windows and doors areexpected to exhibit the strongestgrowth through 2018, increasing morethan 8% annually to $8.6 billion.Following the trend that began in theearly 2000s, plastic windows anddoors will continue to increase marketshare at the expense of wood andmetal, because they offer severaladvantages for consumers, includinglow cost, minimal maintenancerequirements, and superior energyperformance.

Plastic products, already popular inthe residential market, are expected tosee increasing use in light commercialand institutional applications whereaesthetics, comfort and energy effi-ciency are valued. Efforts by manu-facturers to improve the variety ofcolors and woodgrain textures onplastic windows and doors, or expandinto markets such as specialty win-dows and impact-resistant products,will also boost plastic products, espe-cially in non-residential and high-endresidential applications.

Metal windows accounted for overtwo-fifths of window and doordemand in 2013—the largest share ofany material—and will continue tolead the market through 2018.However, metal products will facecompetition from plastic, due to the

DEMAND FOR WINDOWS and doorsin the U.S. is forecast to rise

about 7% annually through 2018 to$32 billion.

Rebounding housing completionsand building construction expendi-tures will stimulate gains.Construction of buildings such as res-idences and office, commercial andinstitutional buildings that are inten-

PRODUCT SpotlightWindows & Doors

PLASTIC windows and doors are increasinglycutting into wood and metal’s market share.

(Photo courtesy Norfolk Aylsham Windows & Conservatiories)

cost and energy efficiency, which willlimit more rapid growth.

Despite increased competition,population growth in the South andWest regions will support risingdemand for metal products, as theyare often used in those regionsbecause heat loss through windowsand doors is less of a concern.

Strong growth in non-residentialconstruction, particularly in the insti-tutional and office and commercialsegments where windows and doorsare heavily used, will also boostdemand. Metal products are installedin structures because of their durabili-ty and strength against damage orattack.

Wood window and door demand isforecast to surpass $10 billion in 2018on 6.2% annual growth, the slowest ofany material. Consumer perception ofwood as an aesthetically pleasingmaterial that adds value to a homewill support demand, particularly inhigher end residential applications. Inaddition, the dominance of wood inthe interior door market will boostdemand as building constructionexpenditures rise.

However, like metal, wood willface strong competition from plasticwindow and door products. Consumerinterest in plastic windows and doorsover those made from wood will con-tinue to increase because plastic prod-ucts are generally more durable andrequire much less maintenance at alower cost.


Forest City’s flagship notches 50

WHOLESALER ProfileForest City Trading Group

had started in Portland in 1964. In1971, Jack McKinnon was appointedpresident of AIFP, which thenabsorbed the personnel and assets ofBuckeye Wholesale Lumber. Threeyears later, AIFP Trading Group wasestablished as a corporate office tohandle the growing management andfinancial functions—and its name waschanged to Forest City TradingGroup.

“McKinnon saw value in operatingcompetitive, yet related, companies,so he developed a business structurethat encourages and provides opportu-nities for capable leaders and aspiringtraders,” says Scott Elston, vice presi-dent of business development. “AIFPwas the largest and most versatile ofour companies. Our other companiesgrew from it, depending on specialtyand leadership.”

In 1972, the Buckeye Pacific namewas revived for a new division inPortland, followed by the opening ofOlympic Industries in Vancouver,B.C. Birmingham International ForestProducts, Birmingham, Al., started in1975, followed by TampaInternational Forest Products, Tampa,Fl., in 1976.

In 1982, Viking Forest Products inEden Prairie, Mn., was purchased.Seaboard International ForestProducts, Nashua, N.H., andRichmond International ForestProducts, Glen Allen, Va., wereformed in 1983. Plateau ForestProducts, Bend, Or., started as a sub-sidiary in 1985.

“Jack McKinnon gave proven

FOREST CITY Trading Group’s flag-ship company, American

International Forest Products, is cele-brating its 50th anniversary. Since1964, American International and theForest City group of companies havegrown and prospered in a challengingindustry.

However, the group’s history goesback even further, to 1921, when the

Ratner family started Forest CityEnterprises, Cleveland, Oh., to servelocal builders. In 1950, the familyopened Buckeye Wholesale Lumberin Portland, to provide western lum-ber to FCE’s yards in the Midwest.

When lumber prices increased inthe late 1960s, FCE acquiredAmerican International ForestProducts, a successful wholesaler that

FOREST CITY TRADING GROUP’s current president and c.e.o., Craig Johnston, believes that thegroup is well-positioned for another 50 years of success. (Photos courtesy FCTG)


traders increased responsibility,” says Elston. “As eachcompany spun off, our supporting processes—credit lines,computer support, transportation, trader trading—grewstronger.”

McKinnon passed away in 1989, but his company val-ues still guide the group. “His belief that getting the bestpeople and providing them the best opportunities continuestoday,” says Craig Johnston, FCTG’s current president andc.e.o.

In 2004, Johnston and a team of senior executives ledan employee purchase of the group from Forest CityEnterprises. “We had outgrown our relationship withthem—they were heavily involved in real estate—so theyagreed to let us purchase ourselves,” he says.

With the addition of Southern Mississippi Trading,Waynesboro, Ms., in 2010, the group had grown to 10 sub-sidiaries and two branches—plus 50 inventory locations.More than 280 traders deliver a wide variety of forestproducts to lumber dealers and distributors, home centers,wood treaters, and industrial accounts.

“When you work with any of our subsidiaries, there’sno need to worry about the details because we back everytrade,” says Elston. “As we go forward, Forest CityTrading Group will continue to look for opportunities tostay strong in an evolving industry.”

One example of growth is the newest member of FCTG,which will open this month: Global LBM Marketing LLC,Portland, Or. This mill sales division will focus on regionaland independent lumber and panel producers, and helpmaximize mill sales returns by leveraging and utilizing theentire FCTG channel of traders and markets. “This newdivision is a great fit and an opportunity to find the bestmarkets and channels for independent producers,” saysElston.

On Sept. 5, American International Forest Products will

host an Open House to celebrate its 50th anniversary andthank its customers and supply partners. President JohnVranizan says about AIFP’s past, “Since 1964, AIFP hasbeen a wholesale building material industry leader that isdedicated to creating opportunity for our partners,” hesays. “Looking forward, we will continue to grow by offer-ing creative supply solutions with traders specializing inlumber, panels, industrial, steel, and value-added prod-ucts.”

FCTG’s Johnston also recognizes the support of loyalemployees and trading partners. “They’ve allowed us tosurvive the past 50 years—and we are poised for tremen-dous growth going forward,” he says. “It’s all about doingwhat we say, creating opportunities for our employees, andbringing value to our trading partners. If we aggressivelycontinue to do that, I expect another 50 successful yearsahead.”

PARTICPANTS in recent trader training seminar offered by FCTG, which believes that training and development are a top priority.

VETERAN TRADER Carlin Irish focuses on closing another order inAmerican International Forest Products’ remodeled office in Portland, Or.


Dealers note rising interest in green building

According to NAHB chairmanKevin Kelly, “This new study demon-strates phenomenal growth in greenbuilding, with more builders engagingin sustainable building practices thanever before.”

Other important findings for single-family housing include:

• More than one third of those sur-veyed are building 60% of their pro-jects green.

• 73% of builders say that con-sumers will pay more for green single-family houses.

• By 2018, 62% of them expect tobe at this level of green activity.

• The biggest shift is in thosereporting that more than 90% of theirwork is green.

The growing importance of multi-family housing was also reflected inthe report, with this sector becoming“one of the most robust sectors in thegeneral building market.” However,this market has “different drivers forgreen and different benefits comparedwith the single family market. As thereport advises, “understanding thesedifferences is crucial for those seekinginroads into this sector.”

According to the report, 54% offirms building new multifamily pro-jects are doing more than 15% of theirprojects green. Though only 6% ofmultifamily builders report being ded-icated to green (more than 90% oftheir projects green), 18% expect to beat that level by 2018.

“The multifamily market is drivenmore by cost factors such as the avail-ability of government or utility incen-tives, as well as enhancing their com-petitive position and corporate image,”said Kelly. “In contrast, the growth inthe single-family market is drivenmore by customer demand. All arecompelling reasons for the industry toengage with this continuously growingmarket.”

GREEN BUILDING continues to createopportunities for building product

manufacturers, distributors and suppli-ers, according to McGraw HillConstruction’s latest report, GreenMultifamily & Single Family Homes:Growth in a Recovering Market.

To take advantage of these oppor-tunities, however, suppliers must beprepared to market products and ser-vices to both highly experienced greenbuilders and to those just entering the

green building and remodeling market.As always, prospective homebuyers

have driven the continuing demand forgreen construction. “Greater consumerinterest in green homes has con-tributed to the ongoing growth, lead-ing us to anticipate that by 2016, thegreen single family housing marketalone will represent approximately26% to 33% of the market,” saidHarvey Bernstein, v.p. of industryinsights & alliances for McGraw Hill.

FEATURE StoryGreen Building

Involvement in Green Activity Over Time

–— Builders of New Single Family Homes –—

–— Builders of New Multifamily Projects –—

– Source: McGraw Hill Construction, 2014

69%

2011 2013 2015 2018

19%

6%

24%

46%

9% 18%

24%

37%6%

6%17%

31%

31%

46%54%

21%

79%

21%

79%

63%

2011 2013 2015 2018

16%9%

23%

30%

24% 38%

24%

22%

12%

19%

15%

28%

37% 38%

62%

23%

77%

16%

84%

Less than 16% of Projects Green

More than 90% of Projects Green

61%-90% of Projects Green

16%-60% of Projects Green


New codes and regulations boostwood markets

UNDER GROWING pressure from the economy, environ-mental regulation, and competing materials, U.S.

wood products manufacturers and distributors face a myri-ad of challenges. The wood products market is constantlyevolving due to changes in building codes and the greenbuilding industry. The good news is, advanced technolo-gies and the inherent sustainability of wood are encourag-ing demand for wood products—giving them a leg-upagainst other building materials.

Building Codes & StandardsToday, wood products meet code requirements in a

wide range of low- and mid-rise building types. New, inno-vative technologies and building systems have enabledlonger wood spans, taller walls, and higher buildings, andcontinue to expand the possibilities for wood use in con-struction. The resulting growth in demand, however, can-not be realized without changes to building codes thatembrace wood products.

The wood products industry has been working togetherto engage full-time with the leading construction code-writing bodies to encourage acceptance of wood applica-tions. Over the past year, the American Wood Council col-laborated to review more than 2,300 proposed changes to

INDUSTRY TrendsBy John “Buddy” Showalter, American Wood Council

several codes promulgated by the International CodeCouncil, including:

• The International Residential Code references guid-ance for building with wood in newly updated versions ofthe National Design Specification for Wood Construction,Special Design Provisions for Wind and Seismic, andWood Frame Construction Manual, and now recognizesthe use of cross-laminated timber.

• The International Energy Conser-vation Code contin-ues to reference R-values as a prescriptive measurementversus performance criteria, and maintains the decision-making authority of building officials.

• The International Fire Code maintains existing firecode requirements for outdoor pallet storage in favor of thewood products industry, in a decision to disapprove a pro-posal to impose more onerous requirements for palletbuilders, recyclers and repair depots.

Recognizing the benefits of wood, the industry saw a95% success rate to incorporate these changes—whichmeans more building designers and construction profes-sionals will be able to opt for wood as the primary materialfor their buildings. Along with previously-approvedchanges to the International Building Code and the ongo-ing 2014 hearings on the International Green ConstructionCode, the revised codes for 2015 will be published in late2014.

Green BuildingWith the green building market estimated to reach as

high as $145 billion by 2015, more attention is also beingpaid than ever before to how buildings impact the environ-ment, including the choices of materials used in construc-tion and how those materials help conserve energy duringoperation. As a natural building material that can helpbuildings achieve energy efficient advantages, wood prod-ucts should be positioned to customers as a valuable optionfor reducing the environmental impact of the constructionindustry. Wood is the perfect green building materialbecause it is renewable, recyclable and stores carbon thatreduce greenhouse gases.


Stemming from a combination ofindustry advocacy and the broadinterest in reducing the environmentalimpacts of buildings, there has recent-ly been a shift for green rating sys-tems to embrace a more systematic,multi-attribute assessment of buildingproducts. Achieved by measurementof life cycle assessment (LCA), thismethod offers greater uniformitybetween rating systems for a more fairmeasurement of building materials,including wood products.

For an easy-to-use resource forcustomers, LCA-based data is nowavailable in the form of standardizedenvironmental product declarations(EPDs). Through AWC and partnerorganizations, the wood productsindustry has released nine EPDs,including softwood lumber, plywood,OSB, glulam, LVL, wood I-joists,redwood decking, MDF and particle-board. Dealers and distributors shouldhave these on-hand as more cus-tomers will be looking to measure theenvironmental impact of their projectsand meet green building ratingrequirements.

In fact, several recent changeshave been made to the green buildingcodes and rating systems to encouragerecognition of wood, including:

• The U.S. Green Building Councilimplemented new criteria contained inthe recently approved LEED v4 ratingsystem.

• ASHRAE updated criteria withinits green building minimum require-ments standard.

• The ICC now has representationfrom the wood products industry onthe oversight committee for its newgreen building model code.

• Industry representation has alsobeen established within Green Globesand National Green Building StandardCommittees, ensuring wood productsare rewarded for their environmentalcharacteristics and positive contribu-tions.

Demand for wood is growing, asarchitects incorporate more of thematerial into designs for sustainableand aesthetically pleasing projects. Toaddress this need, distributors shouldbe educated on the expanded optionsfor wood products in light of recentbuilding code updates, along with theenvironmental and structural benefitsof wood as a selling point.

– John “Buddy” Showalter, P.E., isv.p. of technology transfer at theAmerican Wood Council, Washington,D.C.


Use data security asa strategic advantage

flowed out of its system. By the timethe malware was finally removed, 40million credit card numbers werecompromised and presumably soldon the black market.

Call to ActionThe first step for any credit card

merchant is to establish and fortifyits defenses against a potential databreach by complying with thePayment Card Industry DataSecurity Standard. The PCI SecurityStandards Council was established in2004 by the leadership of all fourmajor U.S. credit card companies:Visa, MasterCard, Discover, andAmerican Express.

The council’s mission was, andis, clear: to create an additional levelof protection for card issuers byensuring that merchants meetminimum levels of security whenthey store, process and transmitcardholder data.

While card issuer protection is thefunction of the DSS by design, the merchants arebeneficiaries of it as well. In the event of a data breach, amerchant is unlikely to be subject to fines or penalties if anaudit reveals that they were fully (and actually) compliantat the time of the event.

The PCI-DSS requires merchants to complete an initialself-assessment questionnaire that outlines their datasecurity responsibilities. There are five distinct SAQs, eachdefined by the various credit card transaction processingmethods available. Annual renewals, by means of anattestation and signature, are required to maintain thiscompliance.

THE HIGH-PROFILE credit cardsecurity breaches at major U.S.

retailers over the last six monthsemphasize the prevalence of datatheft and also spotlight the risks to amerchant caught unprepared for suchcrimes.

While the penalties and costs fora mega-store data breach can beastronomical (the price tag forTarget’s December 2013 event hasalready soared into the tens of mil-lions of dollars), data compromisescan cost a merchant well into thesix-figures if the they are deemedliable for the occurrence.

While these events paint agloomy picture, there is a silver lin-ing for small business owners. Thisenvironment creates a differentiationopportunity by positioning one’scompany as a stalwart custodian ofcustomer credit card information.

There is evidence to suggest thatthe security breach at all 1,797Target stores in 2013 may have beenperpetrated by a loose band of criminals in Russia usingrelatively rudimentary, “off-the-shelf” malware. Ironicallyenough, the corporation took preemptive measures againstsuch tactics by adopting an expensive malware detectiontool six months prior to the attack. Target had alsoincreased their cyber security staff by almost tenfold from2006 levels, to nearly 300 people.

What their money couldn’t buy, as it turns out, wasdecisive, internal action. Their new watchdog vendorissued top-level warnings to the Target security team assoon as it detected the malware, yet for unexplained rea-sons the retail giant took no steps and stood by while data

MANAGEMENT TipsBy Chris Hofmann, Tiger Payment Solutions


A merchant’s PCI compliance is a“snapshot-in-time” of its currentmethods and best practices. It is by nomeans a guarantee that any merchant,large or small, is immune to an infor-mation breach, nor will previous com-pliance provide a liability exemptionif there have been changes to the man-ner in which their credit card transac-tions are processed. Therefore, it isimportant that merchants not onlyupdate their true PCI compliance, butcontinually keep IT components suchas firewalls and security patches up-to-date.

Providing regular staff training indata security protocol is also a keymeasure in risk-management. Let theTarget debacle make them the posterchild for that lesson.

Positive Spin & RealBenefits

When a merchant takes an activerole in data security practices, the riskof compromising customer card infor-mation is greatly reduced. Risk-reduc-tion is Small Business Best Practices101, but unlike other pitfalls, datasecurity breaches may involve many(if not all) of a company’s customers.The consequences of such are alwayscostly, if not devastating.

Working with a credit card proces-sor that understands PCI complianceand works to educate its merchants isinvaluable. Using this opportunity tolearn even the basics about card datasecurity will not only increase a com-pany’s awareness of this importantmerchant responsibility, but will allowthem to position themselves as anindustry leader in the matter. Ratherthan competing on price alone, thosebusinesses able to distinguish theircompany from the competitionthrough value-added services willenjoy greater profits and higher cus-tomer loyalty.

Protecting sensitive cardholder datais a powerful, two-pronged differenti-ation tool, delivering peace of mind tocustomers and driving new sales to thedoor as well.

– As former owner of an architecturalwoodshop owner (Hofmann Joinery,Hanover, Md.), Chris Hofmann representsTiger Payment Solutions to the profession-al woodworking supply and machineryindustry for their payment processingsolutions. He can be reached at (617)999-7214 or [email protected].


MANY SELLERS are “talking” tocustomers without any real

connection. Customers treat thesesellers like a number—it’s easy tosay no to them. They may “pick usoff” every now and then when weare stupid-cheap, but they won’tbuy from us consistently.

The opposite is also true. Whenwe engage our customers, webecome a business partner withthem. We sell them as partners, notas adversaries. The irony is thatengagement takes our relationships beyond dollars, yetmakes selling more profitable.

Do Not Throw Up on the Customer“Good morning, John. This is Peter from Please Buy

Lumber. I’ve got a Templar Purple stud that ships in twoweeks and gets into you at $450/MBF. What d’ya think?”

This is not a sales call or even a sales intro. This is“Throwing up.” We have given the customer all the infor-mation. There is no art or intrigue. It is not interesting andthus will not create interest (or engagement). This kind ofintroduction creates a ton of “I’ll let you know(s).”

Instead, “Good morning, John. This is Peter from YourPartner Lumber. We just bought a block of TemplarPurples. We bought based on market strength and supplyshortage. We sold two instantly to a market-savvy buyer.How many of these can you use?”

When we make a great verbal introduction, without giv-ing the price, we force the customer to engage with us. Ifthere is any interest at all (and there will be—humans arenaturally curious) they will engage by saying, “What’s theprice?”

Further EngagementsTo engage the customer, we must show that we care.

How do we show we care?Talk to the Customer About What They Want to

Talk About. Too many sellers spend the day talking aboutwhat is on their mind. They blather head-long into conver-sations that are not the slightest bit interesting to the cus-tomer and in some cases offensive! Others just talk aboutthe deal without adding the human touch. If it’s only aboutthe deal, the customer will feel it and will buy from anotherseller who engages them as a human.

Let the Customer Like You. Some sellers are embar-rassed by “niceness” or any opening up from customers.

We need to relax and respond tocustomers when they reach out.When a buyer tries to be nice to us,we appreciate and acknowledge it.We don’t have to say, “Thanks forbeing nice,” we just respond inkind.

Persistent & Consistent. One ofthe best ways to engage is to beconsistent in our communication.We call, email, text in a persistentand consistent way. If we (try to)engage the customer in an inconsis-

tent way, we will have inconsistent results. Many sellerscall, few call more than twice, fewer call at the same time,on the same day—all the time. Persistent and consistentshows that we care and that we can be counted on.

Quality, Creative & Consistent Offerings. Our offer-ings are a reflection of who we are. Many sellers sendemails with basic information. They slop the offering out ina couple seconds and it looks like and feels like it. There isno consistency, so there is no engagement. Our offeringsmust look good and we must send them on a regular, sys-tematic basis, like advertising, or we are just “pitchingproduct” and will get treated like “product pitchers” insteadof engaged partners.

Engage the Whole Account. We will need allies withinany account to sell, grow and hang on to them. They do talkabout salespeople when we leave (or hang up). Many sell-ers treat the non-buyers like furniture. They aren’t rude;they just don’t engage with them. They are perfunctory intheir communication, to their own detriment.

Many sellers barely turn on thelights, much less “turn up the lights”for their customers. If we act as ifwe are only here for the order, wewill get treated poorly. Smile, slowdown, be at your most charmingbest, and ask the receptionist,the yard man, and the buyer,“How are you today?” andmean it. Engagement takeswork. Humans are great BSmeters, so be sincere.

OLSEN On SalesBy James Olsen

James OlsenReality Sales Training

(503) 544-3572 [email protected]

Let’s get engaged



Beebe’s Ace Hardware & Building Supply,Amarillo, Tx., is closing this fall after 88 years, with the retire-ment of owner Parker Beebe, 79. The liquidation sale shouldrun into September.

Ridgefield Supply, Ridgefield, Ct., is renovating its4.5-acre lumberyard and has purchased an adjacent lot forstorage and future expansion.

RP Lumber is holding a grand opening this month for itsnew yard in Ottawa, Il.

Nilson’s Hardware & Rent-it Center, Swanville,Mn., has been placed up for sale.

Builders FirstSource, Dallas, Tx., has acquiredSlone Lumber Co., Houston, Tx.

Former owner Gregg Slone will stay on as general mgr.

Professional Builders Supply, Morrisville, N.C.,has acquired Benchmark Supply, Charlotte, N.C.

Lee’s Ace Hardware, Van Wert, Oh., added a lumber-yard, to fill the void created by last year’s closure of the localCarter Lumber.

Midway Building Supply, Alpharetta, Ga., had ametal warehouse damaged June 23 by strong winds.

Lumber Depot, New York Mills, Mn., is building anadditional warehouse.

Lee Builder Mart, Sanford, N.C., closed June 28 after59 years.

Stock Building Supply opened in Troutman, N.C.

Elston Ace Hardware, McKinley Park (Chicago), Il.,closed July 31 after 25 years, following the June 5 death oflongtime owner Richard Donchin.

Aubuchon Hardware closed its 10-year-old store inRaymond, Me., June 16 after losing its lease.

Ace Hardware opened July 1 at at the former site ofSears Hardware, Hilliard, Oh.

Rick’s Ace Hardware is opening a new 14,000-sq. ft.store early next month in Ellisville, Mo.—its fifth.

Hansen Hardware, Forest City, Ia., has closed after110 years.

Henslee True Value Hardware, Cooper, Tx., hasclosed after 127 years.

American Hardware, Mount Hope, W.V., closing Aug.1 after 65 years, after owner Bob Dorado sold the property.

Lowe’s will open a 140,000-sq. ft. customer service cen-ter in Indianapolis, In., by 2016.

A suspicious fire July 9 at Lowe’s Lexington, Ky., storedamaged a lumber rack and its contents.

DEALER Briefs Shakeup Among Minnesota YardsSeveral longtime Minnesota lumber companies have bid

farewell, and a few new ones have popped up in their place.Bob’s Building Center has opened in the former

ProBuild yard in Worthington, Mn. The new business willnot mix paints, but otherwise will carry a similar range ofproducts, including a wider selection of lumber.

In addition, Bittler’s Building Supply, Springfield, Mn.,has closed after 96 years, following a "retirement auction."Owner David Bittler, grandson of the founder, will contin-ue working part-time, in the contracting business.

As well, Hilltop Lumber has gained a fifth location withits acquisition of Ottertail Home Center, Ottertail, Mn.Former owner Duane Monson will stay on until the end ofthe year to ease with the transition.

Boise Cascade Adding KC DCBoise Cascade will open a new distribution center in

Lee’s Summit, Mo., to serve customers within a 150-mileradius of Kansas City.

Slated to be fully operational by late third quarter, the10-acre, Union Pacific rail-served site features a 25,000-sq.ft. warehouse and 2,000-sq. ft. office building.

“We are excited to be increasing our market presence byoffering a wider range of products and enhanced servicecapability in the local market,” said manager Jon Strickler.“We believe the Kansas City metro market and surroundingareas offer opportunity for growth as the housing marketcontinues to improve and repair, and remodel activityincreases.”

“Boise Cascade has served the Kansas City market on alimited basis for several years, and we are pleased tostrengthen our service and product offering with an in-mar-ket location,” added building materials distribution execu-tive v.p. Nick Stokes. “We look forward to expanding ourbusiness with lumber and building material dealers, homecenters, and specialty dealers.”

Fire Destroys Indiana Treating PlantCulpeper Wood Preservers’ wood treating facility in

Shelbyville, In., was heavily damaged by an early-morningfire June 27. No employees were onsite and no firefighterswere injured.

The facility will be rebuilt, but in the meantime all otheroperations continue. “It is business as usual, except at thetreating facility,” said employee Collin Miller. “We gotword from corporate to keep going.”

The cause of the blaze is being investigated, but thebuilding is a total loss.

Lumberyard’s Former CFO IndictedThe former chief financial officer of 195 Lumber,

Killeen, Tx., has been indicted for allegedly stealing morethan $200,000.

Hubert Norman Kott, who had worked for the companyfor more than 20 years, was arrested and held on a $1 mil-lion bond. Owner Jimmy Parker notified police after a newbookkeeper made him aware of account discrepancies.

According to the arrest warrant, Kott adjusted daily cashreceipts and accounts books to hide his thefts. He also triedto have a software company that holds account files for thelumber company destroy all computer records from 2005through 2010, but was refused.


THE MILLENIALS—OR Generation Y members—are thefastest-growing segment of the workforce. The U.S.

Bureau of Labor Statistics predicts they will comprisethree-quarters of the workforce by 2030, filling the voidleft by retiring Baby Boomers and a smaller Gen X.1

What does this mean for the wholesale products indus-try? That our continued success hinges upon our ability torecruit, retain and prepare these individuals for leadershiproles within it.

Those of us who interview, train and work with mem-bers of this generation recognize that they have differentmotivations, behaviors and technological savvy than theirpredecessors. While this is all true, it is our responsibilityas future leaders of our companies to recruit, retain andengage those individuals at our companies and not beafraid of this generation. Good hires are always good andbad hires are still always bad, regardless of their age. It isour job to attract top talent to this fun, exciting and rela-tionship-based industry.

But first, we have to understand them better.

Who are they?The 79 million members of Gen Y were born between

1982 and 2000, and significantly outnumber the 68 mil-lion members of Gen X born between 1965 and 1981.They were shaped by U.S. events such as 9/11 and havegrown up using the technology available in our currentworkplace, including the Internet, smartphones, socialmedia, and cloud computing.2

What motivates them?According to a 2011 PwC survey3 of university gradu-

ates in 75 countries, Millenials tend to feel less loyalty toan employer, consider advancing quickly in their compa-

THINKING AheadBy Bethany West, Business Manager, Capital Lumber, andDirector, North American Wholesale Lumber Association

nies a top priority, value development and work-life bal-ance more than financial rewards, prefer to communicateelectronically (vs. face-to-face or telephone), and wouldconsider leaving a company that didn’t have the valuesthey expected.

How do you attract & retain them?At the 2014 NAWLA Leadership Summit this spring,

Gustavo Grodnitzky, Ph.D. introduced attendees to theGen Y magnet company4—a company that is successfulin attracting and keeping Millennial employees. Dr.Grodnitzky shared the common “magnet factors” that

The XYZs ofEmployeeRecruitment and Retention


those companies display, and challenged us to implementthese at our companies to ensure greater success with thenext generation.

First, change the way you think about time. Instead ofoffering sick and vacation leave, shift to paid time off(PTO) and unpaid leave. This is an easy way to providethe flexibility that Gen Y employees seek, while reducingtheir likelihood to abuse the benefit.

Another way to address the Gen Y need for flexibilityis by using time as a reward. Comp time, flexible sched-uling, four-day work weeks, job sharing, summer hours,and similar initiatives are found at magnet companies.There may be some limitations to this based on your com-pany’s operations, but it is well worth the time to investi-gate and implement the ones that would work for you.

As was also noted in the PwC survey, opportunities forprofessional development, advancement and recognitionare all highly motivating to Millenials. They also wantand tend to work better in a team environment. Bring thebest of those traits together by creating an environmentwhere they can easily share and contribute ideas, acceptnew and increasingly challenging responsibilities, andshowcase their newfound skills. Dr. Grodnitzky suggestsyou package these opportunities as “skill set develop-ment” rather than an employee’s “career path.”

We all know that a supervisor can have the single-greatest impact on employee tenure. And Gen Y membersare likely to show great loyalty to a manager who builds astrong relationship. Be sure to offer frequent feedbackand detailed instructions, show an interest in youremployee by talking about more than just upcomingdeadlines or duties, be mindful of challenging opportuni-ties you can give to your Gen Y employees, and overlook

the occasional visit to Facebook (or Twitter,Instagram, Pinterest, etc.). Expect to

have a mentor or leader tiedto every Millennial

you hire. Theywill not

succeed without someone guiding them. This is expected.If you take the time with these individuals, their fresh out-look could teach you something about your company aswell.

The final magnet factor relates to cause and aMillenial’s need for contributing to something bigger thanthemselves. I believe this one to be particularly importantfor us due to perceived challenges some may face regard-ing our industry’s perception. We need to devoteresources and time to explaining our industry and thecountless ways it has a positive impact on the world inrecruitment materials, job interviews, and new employeeorientations.

And, it’s not enough to offer these benefits. You haveto promote them in places where job seekers are likely tofind them. Personally, this is where I see social mediahaving the greatest impact in our industry. Rather thantrying to sell lumber, showcase your workplace and theways it provides flexibility, development opportunities,relationship-building, purpose and value. People (regard-less of their age) want to work somewhere that is fun.Promote your company. Do so in a genuine way—through photos of employee activities and updates rela-tive to these benefits—so that it resonates with this group.

How else can you keep them?Go beyond the conventional happy hour or welcome

lunch and establish or leverage an existing mentoring pro-gram for your younger employees.

Because Millenial workers tend to have very closerelationships with and trust the insights of their parents,pairing them with an experienced mentor can have a hugeimpact on their longevity and growth at your company.

For me, it made a huge difference in both my perfor-mance and my professional satisfaction to have access tothe depth of knowledge that a more experienced mentorprovided me in my career. I learned more than I couldhope to gain on my own, and gained a counselor andadvisor I can turn to for years to come. The fear of failuredecreased, as I had someone I could trust to give me hon-est, open feedback before I jumped too far off the cliff.

If you do not have the resources to develop a mentorprogram on your own, I encourage you to look intoNAWLA’s NextGen10 Group or talk to members at othercompanies to find a seasoned professional who can helpguide your rising stars. Have your Millennial join aNAWLA committee or a 10 Group, or attend theLeadership Conference or the Trader’s Market. Theseindustry events showcase the best part of working in thisindustry: the people. To learn more, visit www.nawla.orgor contact NAWLA at (800) 527-8258.

– Bethany West is business manager of Capital Lumber,Healdsburg, Ca., and a member of NAWLA’s board.

1 www.bls.gov/opub/mlr/2012/01/art3full.pdf2 futureworkplace.com/speaking/3 www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/key-findings.jhtml4 blog.vistage.com/webinar/dr-gustavo-grodnitzky-webinar-summary-ready-come-under-

standing-motivating-millennial-generation/

A Special Series fromNorth AmericanWholesale Lumber Association


SUPPLIER BriefsMitchell Lumber, Spruce Pine, N.C., closed after 67

years, following the March 1 death of owner Bud Phillips, 79.His sons, Jim and Alan Phillips, will sell off the remainder of

Mitchell’s kiln-dried inventory through their own company,Bryant & Young Lumber, Burnsville, N.C.

Riverhead Building Supply has acquired customfabricator Michael Verde Millwork, Bridgehampton, N.Y.,as a companion to its Calverton, N.Y., millwork shop.

Godfrey Lumber Co., Statesville, N.C., suspects light-ning was the cause of a July 3 fire.

Weyerhaeuser will invest $57 million over three yearsto upgrade its Philadelphia, Ms., sawmill, including installing anew planer mill and two continuous, direct-fired kilns.

Northwest Hardwoods, Tacoma, Wa., has beenacquired by private investment firm Littlejohn & Co.,Greenwich, Ct., from American Industrial Partners,including 17 manufacturing and 11 distribution facilities.

Winston Plywood is rebuilding its Louisville, Ms., ply-wood plant, which was destroyed by an April 28 tornado.

Louisiana Pacific, Nashville, Tn., sold its shutteredOSB mill in Athens, Ga., to E-Pellets, Waycross, Ga., whichwill convert it into a wood pellet plant.

NyloBoard products are now being distributed by DixiePlywood & Lumber, Charlotte, N.C., and in the Midwestby Warrior Building Products, St. Louis, Mo.

Weyerhaeuser Distribution’s Charlotte, N.C., andRichmond, Va., DCs now stock Interfor’s Reserve premiumpine boards, E&CB/WP4 Pattern, and 2x6 T&G V-joint deckingand pattern decking.

Parksite has begun distributing Ply Gem’s newEngineered Slate Roofing in the Northeast and Mid-Atlanticmarkets from its DCs in South Windsor, Ct.; North Brunswick,N.J., and Baltimore, Md. Additional locations will be added asthe markets demand.

Fairway Building Products’ vinyl railing systemsare now distributed in Florida and Cincinnati, Oh., byBlueLinx and in the mid-Atlantic by Mid-State Lumber.

L.E. Smith Co., Bryan, Oh., is now distributing Kohlerplumbing products in Ohio, Indiana, Michigan and theChicagoland area.

PPG Industries’ North American architectural coatingsbusiness has acquired 13-branch distributor MasterworkPaint Co., Pittsburgh, Pa.

Anniversaries: Hedstrom Lumber Co., Grand Marais,Mn., 100th … Maxwell Hardware & Lumber, Delhi, La.,80th … McCormick Lumber & Cabinetry, Madison,Wi., 80th … Dunn Lumber, Lake Geneva, Wi., 50th …LumberJack Building Center, New Baltimore, Mi., 50th… Peterson Wood Treating, Superior, Wi., 30th …

Arauco Merges North America UnitsArauco has combined all of its U.S. and Canadian sales

and operations into one organization, Arauco NorthAmerica, Atlanta, Ga., effective Aug. 1.

Kelly Shotbolt, president of Flakeboard, will serve aspresident. Francisco Figueroa, president of Arauco WoodProducts since 2009, will return to Chile by the end of theyear to serve in a senior management commercial role.

“The primary objective of this reorganization is to posi-tion for growth and provide comprehensive solutions to ourcustomers using a more effective and efficient operatingplatform. We will continue to build relevant synergies tothose that exist today, and to expand on these through thisnew structure,” said Gonzalo Zegers, senior v.p., AraucoInternational.

New Life for Venerable Jersey DealerBattered by the recession, its inventory dwindling, and

considering closing up shop, the second-oldest lumberyardin New Jersey has been given a second life with its July 10purchase by Eastern Contractor Services, Flanders, N.J.

Celebrating its 150th anniversary this year, Park UnionLumber, Randolph, N.J., was founded in 1864. “Becausethe place has so much history, we couldn’t bear to let amajor player gobble it up and make into another yard,” saidMichael Colaiacovo, co-owner of Eastern.

Eastern plans to expand Park Union’s modest hardwarestore into a full home center, stocked with tools, grills,garage doors, and energy-efficient products.

S.D. Yard Buys Hardware StoreDakota Lumber Co., Belle Fourche, S.D., has acquired

Johnston’s Hardware Hank, Sturgis, S.D., and renamed itDakota Hardware.

Terry Jensen will serve as manager.The deal closed July 1—as did the store, for one day to

tally inventory. Like the flagship yard in Belle Fourche, itis being gradually remodeled into a Do It Best store layout.

Indiana Dealer Closes A Little EarlyCommons Lumber, Richmond, In., had intended to stay

open a little longer, but instead closed July 11 after 87years, after running out of merchandise to sell.

Carter Lumber’s Richmond yard bought its remaininginventory and agreed to hire an undetermined number ofCommons employees.

“In a sense, we merged,” said Commons co-ownerWayne Duke. “A lot of us will be employed out there.”

Vermont Lumberyard ClosingSix-unit Leader Home Centers has declined to purchase

the 1.92-acre property its Greenberg’s Lumber Yard sits onin Bennington, Vt., and instead will shutter the 65-year-oldfacility by Sept. 1.

Last year, Leader purchased the inventory, equipmentand Greenberg’s name, but had one year to strike a deal forthe land and buildings. If not, it could back out at the end ofthe year.

Fort Wayne Retailer Makes a BuyConnolly’s Do It Best Hardware, which operates four

stores in Fort Wayne, In., has acquired the former WellsStreet Hardware property to replace its leased location in


West State Plaza.The company is currently renovating the free-standing

hardware store, including adding 3,000 sq. ft. to create a9,000-sq. ft. showroom.

“We expect to be open Nov. 1,” said manager BillMarker. “We still have a whole summer to plan something(for a grand opening).”

Tornado Hits Michigan Truss PlantLate night July 6, Zeeland Truss & Components facility

in Wyoming, Mi., was hit by a tornado that destroyed theoffice and brought down about half of the roof in the mainproduction building.

Until the facility can be repaired, truss production hasbeen shifted to its Elkhart, In., facility. The wall panel pro-duction area was not affected.

Although third-shift employees were on duty at the time,fortunately none were injured.

Carter Doubles Up in CharlotteCarter Lumber, Kent, Oh., has opened a new yard in

Charlotte, N.C., to serve the northern half of the market. Itsbranch in Rock Hill, S.C., serves south Charlotte.

“Carter Lumber’s growth plan is to expand and makeinvestments into markets within our existing footprint.Entering the Charlotte market is a natural extension of ourprogression in the Southeast, and we look forward to build-ing relationships with customers and being the best lumber-yard in the market,” said Jeff Donley, president and chiefoperating officer.

The new 14-acre, full-service lumberyard will offer

rough framing lumber, engineered components, and place aheavy emphasis on millwork products.

Managing the market operations will be a team led byBrandon Kujawski and Brian Massie.

Wood Protection Coatings,Preservatives Keep Climbing

U.S. demand for wood protection coatings and preserva-tives is expected to grow 5.3% per year to $5.1 billion in2018, driven by increases in decking, siding and other keymarkets, according to a new Freedonia Group report.

Even faster growth for wood protection products will berestrained by pressures on the market base of wood prod-ucts, particulary by competition from alternative materialsand the development of new wood protection products thatlast longer and are effective with fewer coats or less initialtreatment.

Among treater-applied preservatives, copper azole holdsthe greatest share, outpacing ACQ, which had initially beenthe most popular substitute for CCA in residential end uses.

Door Producer Changes FaceMidland Bi-fold Doors, West Fargo, N.D., has been

renamed Midland Door Solutions, “to better reflect its corecapabilities and products as well as its growth into architec-tural applications.”

The changeover includes a new logo and website,www.midlanddoorsolutions.com.

Concurrently, the company opened a new 40,000-sq. ft.production and warehouse facility in West Fargo, near itssister operation, Midland Garage Door Manufacturing Co.


Alex Averitt, IT director, CedarCreek, Oklahoma City, Ok., hasbeen promoted to v.p. Newlynamed regional v.p.s are MarkPorter, Paul Wetmore, MikeWilson, and Mark Corso, ex-Roberts & Dybdahl.

Ryan Breda is a new Albany, N.Y.-based merchandiser for BostonCedar, Mansfield, Ma., servingN.Y., Vt., and western Ma.

Sarah C. Bell, ex-Spruce ComputerSystems, has joined ComputerAssociates Inc., Smithfield, R.I., asa business development mgr. forPonderosa Software.

Aaron Reginelli, ex-84 Lumber, is anew buyer at Allegheny Millwork,Bethel Park, Pa. Peter Myers, ex-Menards, is now a mgr. trainee at84’s Troy, Oh., yard.

Bryan J. Yeazel has been promoted toexecutive v.p. and c.o.o. of StockBuilding Supply, Raleigh, N.C. C.Lowell Ball is now senior v.p. andgeneral counsel.

Nick Camilleri, ex-Carter Lumber,has been named general mgr. ofContract Lumber, Mason, Oh.

Bill Davies, ex-Cox Industries, is newto outside sales for Great SouthernWood Preserving, Fombell, Pa.

John Makuvek has been namedNortheast regional business mgr.for Hoover Treated WoodProducts, Thomson, Ga. He isbased in Kresgeville, Pa.

Sue Tessary, ex-Roberts & Dybdahl,is new to lumber sales at TreelineForest Products, Merriam, Ks.

MOVERS & Shakers

Jay Engle, ex-MeadWestvaco, hasjoined Forest2Market, Charlotte,N.C., as director-subscription ser-vices. Daniel Stuber is now v.p.-analytics, and Sam Houston, chiefoperations officer.

Todd Skinner, ex-Stock BuildingSupply, is now general mgr. ofBuilders FirstSource, Atlanta, Ga.

Joe Hanas, ex-LP, is new toInternational Beams, Sarasota, Fl.,as v.p. of sales & marketing.

Ryan Peterson, ex-St. Croix ValleyHardwoods, has joined SourceCutIndustries, Osseo, Wi.

Patrick Benton has been named exec-utive v.p. of the North andJonathan West executive v.p. ofthe South for Universal ForestProducts’ Eastern Division, GrandRapids, Mi.

Ronnie Hassell has been named mill-work division manager at HensonLumber, Cresson, Tx.

Gary Vitale, ex-NAWLA, haslaunched GFV Business Advisory,Ada, Mi., specializing in corporaterenewal, sales and marketing, andnonprofits.

Jack Miller, ex-Moynihan Lumber, isa new millwork sales specialist atTimberline Enterprises,Newburyport, Ma.

Eric Spence has been appointedsenior v.p. of sales & marketing forthe Ply Gem Windows group, Cary,N.C.

Jerry Baltz, ex-BlueLinx, is now seg-ment rep-builder & multifamily forKelly Moore Paint, Hurst, Tx.

John Youngblood has been namedstore mgr. of Rick’s Ace Hardware,Ellisville, Il. Randy Shain is nowstore mgr. in Des Peres, Il.

Bernie O’Connor has joined the con-trator sales team at TS BuildingSupply, Albertville, Mn.

Patrick LeMay, ex-Lowe’s, is new tocommercial sales at Lezzer LumberCo., Butler, Pa.

Jess Gowiski and Wally Klubek arenew lumber traders at BaillieLumber Co., Hamburg, N.Y.

Matt Hocutt, ex-Weslock, has beennamed national sales mgr. for IronDoors Unlimited, Loudon, Tn.

J.R. Bontrager is now Sarasota, Fl.-based sales rep for AtriumWindows & Doors.

Kanada Garland is now commercialsales coordinator at Foxworth-Galbraith Lumber Co., Allen, Tx.

Jakim Finlay, ex-JB Hunt TransportService, has been appointed opera-tions mgr. for Cedar Creek,Oklahoma City, Ok.

Joe Hoekzema, ex-Kenseal Construc-tion Products, has joined KemperSystem America, West Seneca,N.Y., as New York regional salesmgr.

Tony Newman is now regional salesmgr. for Fi-Foil, Auburndale, Fl.

Matthew Coulson has joined ChelseaBuilding Products, Oakmont, Pa.,as research & development engi-neer specializing in proprietaryPVC formulations. Tyler Skiba isa new process engineer.

John V. Faraci, c.e.o., InternationalPaper, Memphis, Tn., has beennamed 2014 North AmericanC.E.O. of the Year by RISI. Faraci,


who is retiring later this year, willreceive the award Oct. 8 at RISI’sNorth American Forest ProductsConference in Boston.

Heather Stegner has joined theAmerican Wood Council,Washington, D.C., as director ofcommunications.

Matthew Thornton III, FedExExpress, has been elected to theboard of Sherwin-Williams Co.,

Cleveland, Oh.Jery Y. Huntley, president and c.e.o.,

Vinyl Siding Institute, Washing-ton, D.C., will retire at the end ofthe year after 20 years at the helm.

Hallie Luya is organizing an employ-ee choir at Mungus-Fungus ForestProducts, Climax, Nv., report own-ers Hugh Mungus and FreddyFungus.

Gordon’s Adds 6th AceFox Lake Ace Hardware, Fox

Lake, Il., was opened July 4 by by Lesand Jeremy Melnick, father-and-sonoperators of five Chicago-area

Gordon’s Ace Hardwares. Will Grosse, whose own Fox Lake

Ace closed in 2012 after 50 years, isworking part-time at the new 9,100-sq.ft. store.

Dur-A-Flex Lands in MidwestDur-A-Flex, East Hartford, Ct., will

open a Midwest warehouse anddesign/sales center in Bensenville, Il.

The 11,000-sq. ft. facility willhouse inventory of its flooring andpolymer compounds, design centerwith floor samples, and sales, cus-tomer service, and technical supportstaff.

APP Watch

App: RED ENGINEProduced by: RedHouse BrandsPrice: Based on functionality, usersPlatforms: iPhone, iPad

Red Engine is a revolutionary iOSplatform, developed from the groundup to accelerate every stage of thebuilding materials sales process.

Sales teams can now close faster,with a go-to resource that allowsthem to present from a place ofknowledge and drive upgrade oppor-tunities. The platform also empowersmanagers/executives with real-timemarket insights and sales analytics.

“The Red Engine App facilitates awhole new level of selling that willhelp drive enhanced businessresults,” said RedHouse c.e.o. BillRossiter. “It enables sales teams tobecome truly consultative, with real-time analytics and a comprehensiveview of the entire sales cycle. Thisdrives more value to customers bybeing that source of data, and bringsmore value to the enterprise throughclosing the sale quicker and drivingmore profitability.”

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KAHLE On SalesBy Dave Kahle

seen this phenomenon become so per-vasive that years ago I labeled it andgave it its own acronym: OSE, for“Other Stuff Expansion.”

The rule is this: When you give aproactive salesperson “other stuff” todo, the other stuff will always expand,taking more in time and energy thanyou anticipated and rendering theproactive sales efforts to an unaccept-able smaller part of their labors.

Here’s how this looks in practice.A branch manager needs someone tofill in a couple of hours a day for acustomer service person who hastaken maternity leave. “The salesmancan do it,” the branch manager thinksin a flash of inspiration. “He’s got

I RECENTLY had a conversation witha sales manager. The gist of it is

this: he has so many competingresponsibilities, it is difficult to spendtime with his sales team.

Sound familiar? It should. I haveheard that idea expressed countlesstimes by executives, sales managers,and salespeople. In one way or anoth-er, sales professionals find themselvesincreasingly occupied by trivial tasksat the expense of the important ones.

It is an epidemic that is ragingunabated in our economy. It renderspeople unproductive and organizationsoperating at a fraction of their poten-tial. It often comes from what I call“other stuff.” Over the years, I have

When multi-taskingturns into loss of focus


time.” Presto. The problem is solved.But, alas, the couple of hours a day

turn into a half day, and sometimesmore, as the salesperson gets caughtup in reacting to inbound calls. Thoseproactive sales calls that should havebeen made in that time are nevermade. The silent costs of that decisionand the inevitable OSE begin to be feltmonths down the road.

Or, you have a sales manager checkout that promising new product line,or write that new procedure becausehe/she “understands that,” and, ofcourse, you’re too busy.

Or, you have inside salespeoplewho also answer the phone andrespond to inbound calls, and you areconstantly frustrated that they don’tmake enough outbound calls.

The examples can go on and on. Aquick perusal of your sales efforts willunearth dozens more, I’m sure.

There’s a simple explanation forthis. Making proactive sales calls is ahigh risk effort that requires initiative,motivation and self-discipline. In otherwords, it’s hard to do. That’s one ofthe reasons why most people aren’tsalespeople. On the other hand, takingcare of “other stuff” is usually low-risk, easier and somewhat fulfilling.And, it keeps you busy.

That’s why “when you give aproactive salesperson ‘other stuff’ todo, the other stuff will always expand,taking more in time and energy thanyou anticipated and rendering theproactive sales efforts to an unaccept-able smaller part of the person’slabors.” It’s the law of OSE.

In a bigger picture, OSE for salespersonnel is just the specific applica-tion of a deeper rule. That rule is this:When you give someone something todo, you are preventing him/her fromdoing something else. Or, to be morepersonal, when we accept the respon-sibility for doing something, we, bythat action, eliminate the possibility ofour doing something else.

What sounds obvious is openreflection, so often violated that it hasbecome one of the major productivitykillers and one of the most commonmistakes made today by managers andself-managers of all kinds.

Here are two solutions:(a) If you have given—or are

tempted to give—anyone who hasproactive sales responsibilities otherthings to do, don’t! There is always agreater cost than meets the eye. If youare a salesperson who has other stuffto do, try to hand it back to your man-

ager or pass it on to someone else. Be very careful about giving

responsibilities, or accepting responsi-bilities, that detract from your corefocus. In today’s hectic, multi-taskingworld, it is more powerful to say “no”than it is to say “yes.”

(b) Okay, you can’t do that. Forwhatever reason, your sales personnelmust also do other stuff. Plan B. Keepthe division between the two sets ofcompeting responsibilities as cleanand sharp as you can. The other stuffshould be well defined, have clearguidelines for completion, and be lim-ited to a specific period of time.

For example, don’t say this: “John,

we want you to do this other stuff.”Instead say, “John, I’d like you tospend a half-day every other weekdoing this other stuff.”

By keeping the divisions clearbetween the competing responsibili-ties, you limit the damage done byother stuff expansion.

In the long run, it’s those organiza-tions and individuals who focus on thecore tasks and don’t diffuse theirefforts who succeed.

– Dave Kahle is a sales trainer, presen-ter, and the author of a free weekly ezineand 10 books, including his latest How toSell Anything to Anyone Anytime. He canbe reached at dave@ davekahle.com.


Looking for answers totreated wood questions?

inquiries gave rise to an idea: why not create a universityfor treated wood, a collection of user-friendly videos andother tools addressing common questions and quandaries?This is how Wolmanized Wood University was conceived,and now the idea is a reality at WolmanizedWoodU.com.

The site features videos, articles and literature from vari-ous sources, focusing on how treated wood is made and itsintended uses. Additional content covers how to identifyproperly treated wood, how to build decks, fences and otheroutdoor projects properly, how to revitalize pressure treatedwood decks, and how to identify potential problems inaging decks.

The website is designed to help deck contractors, lum-beryard employees, and consumers make informed choices,have realistic expectations, and realize maximum benefitfrom Wolmanized wood products.

The Know Your Wood video is the cornerstone of theprogram, addressing the most common reason why peoplehave issues with treated wood: that is, they use a product ina way for which it was not intended. Specifically, they uselumber (or fence boards) treated for above-ground applica-tions in contact with the ground, debris or vegetation—orwhere it will be continuously wetted.

The product label (also known as an end tag) affixed tothe end of lumber when sold clearly states how the woodshould be used, but many consumers do not realize the sig-nificance of the label—nor that labels validating treatedwood purchases are required by most manufacturers forwarranty coverage.

That’s why one of the tools in WolmanizedWoodU.comis a deck owner’s manual. The manual contains product useand maintenance information and contains a page wherehomeowners can retain end tags in the event a problemarises with the wood. Contractors can customize the coverwith their contact information and then provide the manualto customers when a project is complete. (The makers ofWolmanized wood also offer online warranty registrationallowing deck owners to submit end tags and other pur-chase details electronically.)

So what about the questions posed at the beginning ofthe article? Where can consumers find the answers? Checkout the “Tips to Properly Install Treated Wood” sheetfound in the resources section of WolmanizedWoodU.com.This single sheet addresses all of the questions posed at the

QUESTION: A HOMEOWNER asks if her contractor canbuild a pressure treated wood fence with boards

reaching all the way to the ground so her belovedYorkshire terrier can’t squeeze out underneath.

Q: A contractor wants to know if he can use wood treat-ed for above ground applications for a deck being builtclose to the ground.

Q: A homeowner waters potted plants on her treatedwood deck in the same place all the time, and wonders whythe wood underneath is deteriorating.

Q: A deck contractor asks if he has to coat end cuts witha topical preservative.

Q: A customer wants to know if she can paint her newtreated wood deck as soon as it’s constructed.

Answer: Go to Wolmanized Wood University.The customer service group at Arch Wood Protection

answers questions like the ones posed above on a dailybasis, but customers don’t always ask about proper productuse before they act. In fact, these typical consumer

MARGIN BuildersTreated Wood Sales

DEALERS, contractors and homeowners can find answers to their deck-ing dilemmas at the new Wolmanized Wood University.


IN-YARD POSTER explaining how to extend the life of pressure treatedwood fences can be obtained from the dealer section ofwww.WolmanizedWoodU.com.

beginning of this article.All treated wood is not alike. So what if a homeowner

wants to know what type of treated wood will be best forhis project? WolmanizedWoodU.com has an article forthat. “How to Choose Treated Lumber” explains thatthere’s a time to select high-grade, well-protected outdoorlumber and a time to choose more economical pieces. Thearticle covers preservatives, lumber grades, and otheroptions for achieving the desired appearance and durability.

What if contractors would like to broaden their incomestreams by offering deck restoration services? Or, d-i-yerswant to know how to revitalize the appearance of weath-ered wood decks? Two videos on the website show how toclean and stain pressure-treated wood decks to achieve thebest results

More than 40 million decks in the U.S. are at least 20years old and need to be maintained and inspected for prob-lems. So, how can homeowners identify potential prob-lems? Thanks to the North American Deck & RailingAssociation, the university has a video—and evaluationforms—for that. The site contains NADRA’s deck safetyvideo and a checklist instructing homeowners how to checkaging decks, as well as a more detailed evaluation form thatcontractors can refer to when providing deck inspectionservices. Plus, the site links to NADRA’s Master DeckProfessional Certification Program, a series of online cours-es and exams accessible to both members and non-mem-bers. The series is free, though there is a fee for processingthe exams needed to earn official MDP certification.

Whether the visitor is a deck owner, contractor or lum-ber dealer, WolmanizedWoodU.com offers useful informa-tion that will lead to better experiences with treated wood.


Southern cypressgoes to workWHEN LIVE OAK BANK set out to

build an employee-friendlyheadquarters in Wilmington, N.C., thegoal was a beautiful complex thatwould reflect its natural environment.Cypress fit the bill, both inside andout.

PRODUCT SpotlightSouthern Cypress

LIVE OAK BANK’S new headquarters in Wilmington, N.C., highlights the beauty of locally sourced cypress on both the exterior and interior.(Photos courtesy Mark Herboth Photography LLC)

Architect Laura Miller, principal atLS3P Architects, Wilmington,explained that the design for the36,000-sq. ft. complex was driven byher client’s desire for a seamless tran-sition from interior to exterior spaces.

“The owner wanted the building to

be as natural as possible—as if it hadgrown from the land and been therefor years,” she said. “To add balance,we wanted to feature a soft materialthat would contrast with the vastexpanses of glass. We knew early onthat the exterior skin would be wood.”


Another important goal was toremain true to the bank’s NorthCarolina roots. To that end, Turn BullLumber, Elizabethtown, N.C., sup-plied the cypress lumber to SpecialtyWood, a distribution yard and mould-ing shop in Wilmington.

“It was an honor to providecypress for such an impressive localproject,” said Pem Jenkins, who ownsTurn Bull Lumber. “The bank com-plex is a beautiful addition toWilmington, and the extensive use ofcypress really enhances the space.”

On the exterior, cypress was usedas siding and soffits. “The naturalaging process of cypress was appeal-ing,” Miller said. “We decided to fin-ish the wood with a clear sealant—nostain—to showcase its natural color.We are looking forward to watchingthe cypress weather to a light gray astime goes on.”

Inside the complex, cypress wasused for ceilings in the conferenceroom, lounge, gym, and corridors.Custom cypress millwork was alsoused on individual workstations andcabinets. In all, the visually striking

structure features 50,000 bd. ft. ofcypress.

“Cypress was the perfect solution,not only due to its local availability,but also its natural durability andbeautiful aesthetic qualities,” saidMiller. “Ultimately, we were able touse traditional building materials in amodern way, while optimizing viewsand daylighting. The result is spectac-ular.”

Lee Williams, vice chairman ofLive Oak Bancshares and Live OakBanking, couldn’t be more pleasedwith the final result.

“We want our employees to workhard and deliver great service, butalso feel comfortable like they do athome,” he said. “Our building is areflection of those principles. Wereally enjoy the cypress on the head-quarters building, and plan on using iton future buildings at the site.”

– For more information on buildingwith cypress, visit the Southern CypressManufacturers Association’s website atwww.cypressinfo.org.

CYPRESS PLYWOOD was used to construct open-air work stations in the bank’s new headquarters. It was also used on ceilings and beams.

CYPRESS imparts a warm, traditional feelingto the ceiling and beams of this visually strikingmodern structure.


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Cutting on the JobJobsite scissors from Milwaukee

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Quieter WalkingQuietWalk underlayment from MP Global

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FAMILY BusinessBy Wayne Rivers

Are you frustrated withthe younger generation?

MANY SENIOR generation familybusiness members report that

they’re frustrated, even disillusioned,with their potential successors. Theysay their successors just don’t seem tohave the necessary levels of commit-ment to the business, and don’t appearto be inclined to learn all the thingsthey need to know. In comparison tothe senior generation, they’re lazy anddisinterested in learning or coaching.

When young people agree to jointheir parents or grandparents in thefamily enterprise, they may or may notrealize that in doing so they’re imme-diately 100% vested with the hopes,fears, and aspirations of the seniorgeneration. They become the founda-tion upon which the legacy of both thefamily and the business will be con-structed. That increases the pressuresthe senior generations feel when theybegin to consider backing off andslowing down. Let’s take a quick lookat some of the common frustrationsfamily business parents feel and, moreimportantly, what to do about them.

expected to hang around an additional20 or 30 hours. If they’re coming upshort in their job performance, you’llhave objective criteria for evaluationand corrective action.

Second, help your kids understandyour position by exposing them tosenior generation peers in a differentfamily business. We’re not suggestingyou send them there for employment,just talk. Hearing the perspective ofother senior generation family busi-ness leaders could be valuable inopening the eyes of your children sothey can understand the kind of workeffort it truly takes to manage a thriv-ing, growing enterprise.

Senior generation family businessmembers must understand that it’s adifferent day. Today’s spouses won’ttolerate husbands or wives who areworkaholics and rarely participate innormal, everyday family activities.This is already apparent to some fami-ly business leaders. One commentedthat he was torn between his desire forhis son to be in the office 80 hours aweek and wanting him to be at hometaking care of the grandchildren. Byvirtue of the amazing amount of hoursand hard work you put in, your kidsmay not have to work as hard as youdid. That’s a part of your gift and lega-cy to them.

“My kids just don’t seem to getit. They understand the operationsside of the business, but they haveno clue about the financials and theneeds for a healthy balance betweencustomer fulfillment and the bottomline.”

This frustration could stem from asimple lack of training or low skillsdevelopment. The first step forimprovement is to give your kids askills assessment, or engage in gap

“My kids don’t seem to have thesame work ethic I did when I start-ed out. They’re just not willing toput in the hours necessary.”

Today’s young people definitelyhave a different view of the amount ofwork hours it takes to be successful inbusiness. This lament is almost uni-versal in family enterprises when thegeneration gap becomes apparent.There is a different societal norm fortoday’s 30-something family businessexecutive. They are expected to beevery bit as dedicated as their parentswere, while simultaneously beingexpected to be at every dance recital,Little League game, and schoolpageant. They also expected to helpout around the house with the chil-dren, the chores, the car pooling, etc.

Here are two simple suggestions.First, develop the measurable, or met-rics, by which you’ll evaluate yoursuccessors in their jobs. If they can getall the requirements of their jobs doneat an acceptable level in 40 hours aweek, they shouldn’t necessarily be


analysis to figure out where they’re weak. Create a formaltraining plan for them to strengthen areas that needimprovement. It could be something as simple as havingyour children sit down with your chief financial officer forone hour per week for tutoring, or you can engage in amore formal training plan by having them attend eveningMBA classes or take other training courses.

It’s also important to chart out a career path for yoursuccessors so they’ll know what jobs they’ll need to masterin the family business before they’ll be eligible to be seniormanagers. They’ll need immersion in all three functionalareas: operations, sales and marketing, administration andfinance. If they’re subpar in their understanding of anyarea, they’ll have a hard time maximizing the family com-pany’s success.

“Frankly, I’m not sure my kids have what it takes tobe successful in this or any other kind of business.”

This is a difficult thing for a parent to consider, but itmay be that your kids are simply not competent to run abusiness on their own. A family business owner who was afootball coach in a previous career put it this way: “When Icoached football, I learned that parents aren’t objectiveabout their children. Every parent thought their kid shouldbe the star quarterback.” It’s awfully hard to be genuinelyobjective about our own children. If that’s a concern, youshould undertake formal and informal analysis of your chil-dren’s competence.

There are many types of assessment tools for testingintelligence, business aptitude, personality type, problemsolving ability, etc. You can also talk bluntly about yourchildren’s futures (quietly and respectfully, of course) withyour advisors and board members. If you come to the con-clusion that your children may not be competent to run thebusiness successfully, it’s incumbent on you as a steward totailor your succession plan so it’s not dependent on yourkids. You must take steps to protect your own financialfuture, as opposed to taking the grave risk of turning yourcompany over to children incapable of running it.

“My kids are very smart, and I know they have theability to run this company, but they just have a differ-ent level of desire. I’m worried about their lack of pas-sion for the business.”

This frustration has several different sources. First, yoursuccessors may have a very different personality from youand may express their passion in ways that seem unclear oreven strange. Some personalities, while they feel emotionsas strongly as anyone else, simply don’t express them out-wardly. Second, successors could be unclear about theirown goals. They may not be sure about their own long-termcareer aspirations or whether or not they want to start afamily now or later. Third, they may not see a clear path forthemselves. While the senior managers may have a mentaloutline of a career path for junior executives, that doesn’tmean it’s been effectively communicated. It could be a caseof definitions that aren’t well aligned. Understanding a suc-cessor’s personality and having clear, well-defined careergoals will allow you to get a better handle on a successor’scommitment.

“My kids are smart and ambitious, but they can’t getalong. They are always bickering over one little thing oranother.”

Why would you expect your kids to get along? Theydidn’t when they were young. If you look back, they were

always having minor differences over what to watch ontelevision, where to sit at the dinner table, or whether or notthe other’s acquaintances were appropriate. Mom and Dadwere always around to referee and buffer between the chil-dren. When things got out of hand completely, parentsexercised their moral authority, coupled with their physicalsize advantage, to march the children off to their rooms orground them.

Unless the children have received formal conflict resolu-tion training, they have few real tools for getting along withtheir siblings now that they’re grown. The fact is they havea lifetime of experience of not getting along with their sib-lings and having someone else mediate a solution. Get themformal communications education, and maybe even acoach, to help them understand each other better and findcommon ground.

One surefire observation about frustrations between thegenerations in family companies: It always relieves stresson the family and the business to take decisive action.Whether it’s formal financial training, communicationskills training, developing specific and measurable criteriaby which you can evaluate your successors, or simply hav-ing your children talk to a senior generation family memberfrom another company, taking action is the best recipe.

The worst thing the family can do is to have both gener-ations stew in their frustrations over long periods of time,with no resolutions in sight. That’s a prescription for bothfamily disharmony and business disaster.

– Wayne Rivers is president of the Family Business Institute,Raleigh, N.C. Reach him at [email protected] or (877) 326-2493.

Reprinted with permission of the Family Business Institute. No portion of thisarticle may be reproduced without its permission.


Walter Alexander, 79, recentlyretired president of 23-unit AlexanderLumber Co., Aurora, Il., died June 20.

He learned the business from theground up, working summers in thefamily’s lumberyards during the1950s. After graduating from YaleUniversity and serving two years inthe military, he rejoined the companyin 1964. He worked as manager ofseveral yards, then as district managerbefore being named president in 1966.He retired early this year.

He also served on the boards ofIdeal Industries, Wausau Paper Corp.,and Masonite Corp., which was found-ed by his family.

Joseph Merton Jarboe, 90, ownerof Charlotte Hall Lumber Co.,Charlotte Hall, Md., died July 4.

Willis Neal Cobb, 89, formerowner of B.H. Cobb Lumber Co.,Richmond, Va., died July 5.

He became president at age 21,after his father died. He decided to sellthe yards and get out of the lumberbusiness in the 1960s, after two fires.

George J. Schueller, 89, retiredco-owner of Schueller Co., Edgar,Wi., died May 30.

He spent 20 years as a foremanwith the family construction business,L.H. Schueller & Sons, before he andhis brother Victor bought the compa-

ny, changed the name, and convertedit into a lumberyard. He retired in1987.

Johnny Maurice Gee, 86, formerowner of Gee Lumber, Choice, Tx.,died July 10 in San Augustine, Tx.

He operated the company from1950 until 1992.

Orpha Gulbranson Weymiller,87, retired co-owner of GulbransonLumber Co., Spring Grove, Mn., diedJuly 2.

She operated the lumberyard withher husband, Iver Gulbranson, contin-uing after his death in 1973. She latersold the business and worked forRoverud Construction, Spring Grove,until retiring.

Pleasant Hunter Dalton Jr., 89,former owner and president of SnowLumber, High Point, N.C., died July18 in Colfax, N.C.

He began working at Snow Lumberin 1946, while still attending school.In 1968, he became owner and presi-dent, serving until the business wassold in 1992.

He also served as president of theCarolina Lumber Dealers Association,president of the Southern WoodworkAssociation, and a director of theArchitectural Woodwork Institute.

Arthur John Gauthier Sr., 71,owner of Gauthier Lumber Co.,Spencer, Ma., died July 5.

IN Memoriam Richard Ronnie Cook, 73, presi-dent and co-owner of C.C. Cook &Son Lumber, Reelsville, In., died July4 in Reelsville.

He began working at the hardwoodmill as a young adult, and he and hisbrother Charlie eventually acquiredthe business.

He served as president of theIndiana Hardwood LumbermensAssociation in 1979.

Verlon W. Mueller, 90, formerpresident and manager of Clark Lum-ber Co., Herington, Ks., died June 11.

He served as an Army staffsergeant during World War II.

Willis Frederick “Bill” Way-mack Jr., 87, longtime Texas lumber-man, died May 20 in Richardson, Tx.

He worked nearly 40 years in theDallas, Tx., area.

Everett Earl Jordan, 92, owner ofJordan Lumber, Kingfield, Me., diedJune 24 in Kingfield.

During World War II, he servedwith the U.S. Army.

Glenn Steele, 89, retired salesmanfor Leesville Lumber, Leesville, La.,died May 26 in Jasper, Tx.

He served with the U.S. Navy dur-ing World War II.

Ronald William “Sug” Shoffner,71, retired plant manager for ShoffnerIndustries/Universal Forest Products,Burlington, N.C., died June 14.

Billy Carl Elliott Sr., 70, retiredemployee of Hoover Treated WoodProducts, Pine Bluff, Ar., died June 30in Little Rock, Ar.

After serving in the U.S. Air Force,he spent 45 years with Hoover beforeretiring in 2009.

Ramon Echenique, 73, formerconsultant for Southern Forest Pro-ducts Association, died July 14 inXalapa City, Mexico.

After earning a PhD in forestry sci-ence from Yale University, he joinedUniversidad Nacional Autonoma deMexico and conducted research aidingthe country’s lumber industry.

From 1990 to 2007, he served asSFPA’s and American Softwoods’senior consultant in Mexico. He was amember of Forest Products Society,Society of Wood Science & Techno-logy, and International Academy ofWood Science.


TALK BackWe welcome your letters to the editor. Send comments to Fax

949-852-0231, [email protected], or BPD, 4500Campus Dr. #480, Newport Beach, Ca. 92660.

ONCE A PUN A TIMEI continue to get a kick out of your Mungus-Fungus

Forest Products spoof. I wonder how you keep coming upwith new ideas.

Being a somewhat old duck myself, I recall the Jiggsand Maggie comic strip of my boyhood. One of theirfriends was a couple called Mr. and Mrs. Horace Ansaddle.Perhaps you can incorporate that in your column?

Keep up the good work.Donald BradleyPresidentWholesale Forest Products, Rye, N.H.

MONOPOLIZED LUMBER, INC.After reading your article, “Complain, Then Complain

Some More” (July, p. 6), I was left thinking how similarlywe both shop in our personal lives. I also started thinkingabout vendors that I use everyday while buying productsfor my company and reflecting on how different they arefrom my personal life. Sure, we all have relationships withpeople that we consider great allies or friends. I even dealwith people everyday I don’t even like (and maybe somepeople that don’t like me?)!

But as time goes on, companies get bought by othercompanies, or dominated by other companies, etc. Theseare the companies that get infuriating to deal with. I’mgoing to name names… Monopolized Lumber, CorneredMarket Lumber, Regional Represented Outlet, NicheSpecialties. You all know them. They are usually repre-sented by someone whose product knowledge I don’trespect, whose business practices I don’t respect, whonever follow through with their promises, who continue toadd hoops to jump through just to buy their product, whonever ever show one moment of remorse. And why shouldthey? I, the customer, am stuck doing business with a com-pany that does not seem to care about my company.

Trust me, I’ve tried to figure solutions around them, butsometimes there is no alternative. I complain to the compa-ny directly. I complain to our friends and competitors whoalso deal with them and who all have similar stories ofpoor service. It’s like complaining at the DMV. I feel like

ASSOCIATION UpdateFlorida Building Material Association has scheduled

its annual convention and products expo for Aug. 20-22 atRosen Shingle Creek Resort & Convention Center,Orlando, Fl.

Highlights include the Tom Snead Classic golf tourna-ment, kick-off reception with keynote speaker MarkMayfield, and Hall of Fame luncheon to honor old-timers.

Construction Suppliers Association holds its annualmeeting Sept. 11-12 at Callaway Gardens, Pine Mountain,Ga.

Insight meetings covering “Strike into Safety &Transportation Compliance” will be held Oct. 21 in Pearl,Ms., and Oct. 22 in Baton Rouge, La.

Builders Supply Association of West Virginia’s annu-al golf event is Sept. 18 at Lakeview Golf Resort & Spa,Morgantown, W.V.

Kentucky Building Materials Association kicks off itsannual Congleton Cup golf tournament Sept. 25 at QuailChase Golf Club, Louisville, Ky.

Vermont Retail Lumber Dealers Association willhold its annual meeting Oct. 24-25 at Equinox Resort,Manchester Center, Vt.

Mid-America Lumbermens Association and North-western Lumber Association are organizing a Sept. 28-Oct. 3 mill tour through New England.

Participating mills are Taylor Mill, Derry, N.H.;Hancock Lumber, Casco, Me.; Boise Cascade, Sacco andBiddeford, Me., and DuraLife, Biddeford. Along the wayparticipants will also explore scenic drives, state parks,

my ears are getting red just writing this while I fixate on acouple companies that are on the top of my head. Surely,it’s not just me. Or maybe it is true—maybe they just don’tlike me?

Chris TritschlerBuyerChannel Lumber Co., Richmond, Ca.

(Please turn to next page)

44 Building Products Digest August

WE

Rates: $1.20 perword( 2 5word

walking/eating tours, and a brewerytour and tasting.

NLA is also prepping severalsporting events—golf tourneys Aug.14 at Jewel Golf Course, Lake City,Mn., and Aug. 25 at Royal St. Pat-rick’s Golf Links, Wrightstown, Wi.,as well as sporting clay Sept. 25 atCrooked Creek Gun Club, Aurora,Ne.

National Lumber & BuildingMaterial Dealers Association hasbooked Kathryn I. Thompson, c.e.o.and director of research at the

Thompson Research Group, to speakat its annual Industry Summit Oct. 28-30 at the Hard Rock Hotel, SanDiego, Ca. She has over 15 years ofexperience analyzing, modeling andadvising investors on the constructionmaterial industry.

A highlight of the event will be atour of the nearby Dixieline Lumber/ProBuild yard.

Southern Forest ProductsAssociation will hold its annual meet-ing Oct. 5-7 at Francis Marion Hotel,Charleston, S.C.

Speakers will include BrendanLowney, Forest Economic Advisors,on “Is the Lumber Super-Cycle in

Jeopardy?”, and Kathy Edwards,Global Business Solutions, on “UsingCredit to Increase Export Sales.”

North American WholesaleLumber Association will present itsWood Basics Course Sept. 8-11 atOregon State University, Corvallis,Or.

American Wood ProtectionAssociation will hold its annual fallconference Sept. 14-17 at WestinHarborview Hotel, Portland, Me.

Composite Panel Associationhosts its fall meeting Sept. 14-16 atRoosevelt Hotel, New Orleans, La.

HELP WANTED HELP WANTED

PRODUCTS FOR SALE

ASSOCIATION Update(Continued from previous page)

REPRESENTATIVES WANTED: High

WE BUY AND SELL PANEL STRIPSPlywood, OSB, particleboard and MDF by

the truckloads. Lumber Source, Phone (800)874-1953, Fax 888-576-8723, [email protected].

Rates: $1.20 per word (25 word min.). Phone number counts as 1 word, address as 6. Centered copy/head-line, $9 per line. Border, $9. Private box, $15. Column inch rate: $55 if art furnished “camera-ready” (advertisersets type), $65 if we set type. Questions? Call (949) 852-1990.

Send ad to Fax 949-852-0231 or [email protected]. Checks payable to Cutler Publishing.Deadline: 18th of previous month.

To reply to ads with private box numbers, contact box number shown, c/o BPD, 4500 Campus Dr. #480,Newport Beach, Ca. 92660. Names of advertisers using box number cannot be released.

WANTED TO BUY

CLASSIFIED Marketplace

TRI-STATE LUMBER CO.Your Southern Yellow Pine

Timber ConnectionSpecializing in 6x6, 6x8, 8x8, 10x10

Tel. (662) 862-2125 • Fax 662-862-4900email [email protected]

HELP WANTED HELP WANTED

JOIN OUR WINNING TEAM!CEDAR CREEK is looking for a few good men and women. We believe that our great

people are the key to our company’s success. Aggressive growth has created Sales, Operationsand General Management opportunities across Cedar Creek’s expanding footprint.Consequently, we’re looking for the very best people in our industry to help staff and grow ournew and existing distribution centers across the country. Please contact us if you:

• Have a successful track record • Can relocate for the right opportunity • Desire earnings and responsibility commensurate with your ambition • Are experienced in lumber and/or building products sales or operations For more information about Cedar Creek, please go to www.cedarcreek.com. If you’re

interested in learning more about how you may become a key player on our winning team, pleaseemail your resume to [email protected] for a confidential review of your qualifications.

PRODUCTS FOR SALE

SHAVER WOOD PRODUCTSSouthern Yellow Pine Timber Production

6x6, 6x8, 8x8, 10x10, 12x12Reload Services & Storage AvailableNorfolk Southern Mainline Served

Easy Access to I-40 & I-77Company-Owned Truck Fleet

(704) 278-9291 • Fax (704) 278-9304Cleveland, N.C.

email [email protected] [email protected]

REPRESENTATIVES WANTED: Highearning potential for reps calling on buildingmaterial dealers offering a new dimension inapplication of cedar shake or similar applica-tions. Our stainless steel coils is a repeat busi-ness sold to many buyers, including the majors.Call for information. Todd, (877) 226-3948 oremail: [email protected].

HELP WANTED


DATE BookListings are often submitted months in advance. Always verify

dates and locations with sponsor before making plans to attend.

Michigan Lumber & Building Materials Assn. – Aug. 6, 125thannivesary celebration with actor Jeff Daniels, Eagle EyeConference Center, E. Lansing, Mi.; Aug. 7, golf outing, HawkHollow Golf Course, Lansing, Mi.; (513) 394-5225; mlbma.org.

Indiana Lumber & Builder’s Supply Association – Aug. 7, 20thannual Sycamore Scramble golf tournament, Oak Tree GolfCourse, Plainfield, In.; (317) 875-3737; www.ilbsa.org.

HDW Inc. – Aug. 8-10, dealer market, Shreveport ConventionCenter, Shreveport, La.; (800) 256-8527; www.hdwinc.com.

Forest Products Society – Aug. 10-12, international convention,Quebec City, P.Q.; (608) 231-1361; www.forestprod.org.

Lumbermens Merchandising Corp. – Aug. 13, LMC HardwareExpress, McCormick Place, Chicago, Il.; (610) 293-7121; lmc.net.

Vermont Retail Lumber Dealers Assn. – Aug. 13, golf, NeshobeGolf Course, Brandon, Vt.; (800) 292-6752; www.nrla.org.

Central New York Retail Lumber Dealers Association – Aug. 14,9th annual clambake, The Spinning Wheel, North Syracuse,N.Y.; (800) 292-6752; www.nrla.org.

Northwestern Lumber Association – Aug. 14, golf, The Jewel GolfCourse, Lake City, Mn.; (763) 595-4053; www.nlassn.org.

Orgill – Aug. 14-16, fall market, McCormick Place, Chicago, Il.;(901) 754-8850; www.orgill.com.

Handy Hardware Wholesale – Aug. 14-16, dealer market, Henry G.Gonzalez Convention Center, San Antonio, Tx.; (713) 644-1495;www.handyhardware.com.

Northeastern Young Lumber Execs – Aug. 20, day at the races,Saratoga Race Course, Saratoga Springs, N.Y.; (800) 292-6752;www.nrla.org.

Florida Building Material Association – Aug. 20-22, convention &trade show, Rosen Shingle Creek, Orlando, Fl.; (352) 383-0366;www.fbma.org.

International Woodworking Fair – Aug. 20-23, Georgia WorldCongress Center, Atlanta, Ga.; (404) 693-8333; iwfatlanta.com.

Southern Pressure Treaters’ Assn. – Aug. 21-23, summer meet-ing, Big Cedar Lodge, Branson, Mo.; (601)405-1116; spta.org.

Florida Hardware Co. – Aug. 23-24, market, Doubletree Hotel,Orlando, Fl.; (904) 783-1650; www.floridahardware.com.

Northwestern Lumber Assn. – Aug. 25, golf, Royal St. Patrick’sGolf Links, Wrightstown, Wi.; (763) 595-4053; www.nlassn.org.

New Hampshire Retail Lumber Association – Aug. 28, golf, LakeSunapee Country Club, New London, N.H.; (800) 292-6752;www.nrla.org.

National Assn. of Women in Construction – Sept. 3-6, annualconvention, Indianapolis, In.; (800) 552-3506; www.nawic.org.

Western Red Cedar Lumber Association – Sept. 4, CedarSummit, Whistler Conference Center, Whistler, B.C.; (866) 778-9096; www.realcedar.com.

BC Wood – Sept. 4-6, Global Buyers Mission, Whistler ConferenceCenter, Whistler, B.C.; (877) 422-9663; www.bcwood.com.

Retail Lumber Dealers Association of Maine – Sept. 5-7, jointannual meeting with New Hampshire Retail Lumber Association,Portsmouth, N.H.; (800) 292-6752; www.nrla.org.

New Jersey Home Show – Sept. 5-7, Garden State Exhibit Center,Somerset, N.J.; (888) 433-3976; www.acshomeshow.com.

Raleigh Home Show – Sept. 5-7, Raleigh Convention Center,Raleigh, N.C.; (888) 433-3976; www.acshomeshow.com.

Moulding & Millwork Producers Association – Sept. 8-11, EastCoast mill tours, Marriott at Penn Square, Lancaster, Pa.; (530)661-9591; www.wmmpa.com.

Lumbermens Merchandising Corp. – Sept. 10-11, dealerexchange, Marriott Downtown, Providence, R.I.; (610) 293-7121;www.lmc.net.

Construction Suppliers Association – Sept. 11-12, annual meet-ing, Callaway Gardens, Pine Mountain, Ga.; (678) 674-1860;www.gocsa.com.

New York & Suburban Lumber Association – Sept. 12, joint annu-al meeting with Long Island Lumber Association, Villa Lombardi’sRestaurant, Holbrook, N.Y.; (800) 292-6752; www.nrla.org.

Hoo-Hoo International – Sept. 13-16, annual convention, FlamingoHotel, Santa Rosa, Ca.; www.hoohoo.org.

Composite Panel Association – Sept. 14-16, fall meeting,Roosevelt Hotel, New Orleans, La.; (301) 670-0604; www.com-positepanel.org.

American Wood Protection Assn. – Sept. 14-18, fall meeting,Westin Harborview, Portland, Me.; (205) 733-4077; awpa.com.

Ace Hardware Corp. – Sept. 17-19, fall market, O.C. ConventionCenter, Orlando, Fl.; (630) 990-7662; www.acehardware.com.

Builders Supply Association of West Virginia – Sept. 18, golftournament, Lakeview Golf Resort, Morgantown, W.V.; (304)342-2450; www.bsa-wv.com.

Northeastern Lumber Manufacturers Association – Sept. 18-19,golf outing, Red Jacket Inn, North Conway, N.H.; (207) 829-6901;www.nelma.org.

Blish-Mize Co. – Sept. 19-20, fall market, Overland Park Conven-tion Center, Overland Park, Ks.; (800) 995-0525; blishmize.com.

Kentucky Building Materials Association – Sept. 25, CongletonCup golf tournament, Quail Chase Golf Club, Louisville, Ky.;(800) 844-1774; www.kbma.net.

Northwestern Lumber Assn. – Sept. 25, sporting clay, CrookedCreek Gun Club, Aurora, Ne.; (763) 595-4053; www.nlassn.org.


ADVERTISERS IndexFor more on advertisers, call them directly or

visit their websites [in brackets].

Allura [www.allurausa.com] ............................................................3

Arch/Lonza [www.wolmanizedwood.com]...........................Cover I

BlueTarp [www.bluetarp.com].......................................................30

Center-Line Group [www.center-linetrailers.com] ......................42

Crumpler Plastic Pipe [www.cpp-pipe.com] ................................45

Custom Lumber Manufacturing [www.plantationcypress.com] ..4

Everwood Treatment Co. [everwoodtreatment.com] .........Cover II

Hancock Lumber [www.hancocklumber.com].............................31

Interfor [www.interfor.com] ...........................................................29

Jaaco Corp. [www.jaaco.com].......................................................43

KOMA Trimboards [www.komatrimboards.com] ........................11

Kop-Coat [www.kop-coat.com] .......................................................5

Leonard Lumber [www.leonardlumber.com] ...............................27

North American Wholesale Lumber Assn. [www.nawla.org] .....15

PPG Machine Applied Coatings [www.ppgpro.com].....................7

Pacific MDF Products Inc. [www.pactrim.com] ..........................41

Pennsylvania Lumbermens Mutual Insurance [plmins.com] .....19

Regal Ideas [www.regalideas.com]...............................................28

Roseburg Forest Products [www.roseburg.com] .......................23

Siskiyou Forest Products [siskiyouforestproducts.com]...........17

Smith Millwork [www.smithmillwork.com]...................................33

Swanson Group Sales Co. [www.swansongroupinc.com].........21

TLC Mouldings [www.tlcmouldings.com]..........................Cover IV

TruWood-Collins [www.truwoodsiding.com] ........................8A-8B

IDEA FileSomething to Crow About

Finding an unusual mascot has proven aboon to Gecko Hardware, Dallas, Tx., in getting thestore attention and luring customers back.

Prince George is a Buff Orpington rooster who istypically perched at the front of the store. He alsooccasionally roams the aisles and every morning istethered by a leash and taken for a walk outside.

Gecko co-owner Andrea Ridout reports foot trafficrose considerably on weekends once shoppers noticedthat the rooster enjoys visitors. She said George,unlike any other rooster she has known, likes to cud-dle.

George also regularly visits schools and senior citi-zen homes. A local bookstore even held a chickenmeetup event.

He was born on March 27, 2013, and was pur-chased at the store by a little girl named Abbi. Thechild called him “Queen Elizabeth,” thinking that hewas a little hen. When “Elizabeth” was about fourmonths old, “she” started crowing, and Abbi realizedthat “she” was a “he.” So, the store agreed to take himback.

Gecko received an exemption from the city allow-ing it to keep a feathered animal on the premises.

A FARMER customer pays a visit to the Dallas hardware store’srooster mascot.

SEPTEMBER◊ NeLMA Eastern White Pine Special Issue

◊ OSB, Panels & Plywood◊ Redwood & Cedar◊ Nails & Fasteners

OCTOBER◊ NAWLA Traders Market Preview

◊ Hardwoods◊ Computers & Technology

◊ Stairs & Millwork

Coming Soon in BPDBuilding Products Digest


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• More news • User-friendlier layout• Frequent updates throughout each day

• Smartphone & tablet accessible• Improved search features

• Event photos • Videos • Surveys• Building products stock ticker

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