Construction firms are also increasingly opting for Employee Stock Ownership Plans (ESOPs). An ESOP can be defined as “an employee benefit plan that buys and holds company stock in accounts for the benefit of participants,” explains an ESOP FAQ on the website of the National Center for Employee Ownership (NCEO), a nonprofit research group.

Both approaches offer benefits, albeit with a few significant provisos.

In terms of family firms, it can be tricky to operate a company with co-owners who are also relatives. Fortunately, there’s no shortage of advice on how to make things work. The article Five Keys to a Successful Family-Owned Construction Business, posted January 14, 2021 on the website of the Gross Mendelsohn accounting/business consulting firm offers some excellent pointers. At the top of the list is holding everyone to the same standards. While it’s tempting to cut your co-owners some slack when they’re part of your family, allowing relatives to dodge the rules is a recipe for disaster.

“More often than not, the destruction of a family-owned business comes down to the decision or action of a family member who has violated a core company policy,” notes the Gross Mendelsohn article.

Owners in such a position might consider establishing an independent board of directors that can provide objective oversight and help with the decision-making process. Making tough decisions is challenging enough without worrying about how they might impact a relative, points out Gross Mendelsohn. Also, set up a business plan and stick to it, reward good employees, and establish an exit strategy.

“Any good company owner hopes that their business will continue to succeed long after they’re retired. To ensure the future success of your business, anticipate starting the exit planning process seven to 10 years in advance,” writes Gross Mendelsohn.

Battles over business succession can tear families apart—which is one reason owners of family firms often shy away from the issue. Nearly 50 percent of construction executives surveyed (from both family and non-family-owned firms) said they had no plan for transferring ownership, noted a 2021 survey from the FMI consultancy and the Construction Financial Management Association (CFMA).

BuildCenter, a California-based construction software firm, and Construction Dive, an industry publication, both offer solid suggestions on how to successfully transfer ownership within a family. Learning the business from the bottom up is essential. “If you are the son or daughter of the owner and you want to take over someday, plan to spend time in the field learning the ropes from the crew. Work with the crew side by side and learn the trade,” recommends the post, How to Take Over the Family Construction Business, on the BuildCenter blog.

Determine the nature of the company’s relationships with staff, subcontractors, and clients Who are the leaders? Who is a problem? Who does stellar work? Construction companies live or die on their reputation, making such investigations all the more crucial.

“Unlike other types of businesses, construction companies tend to have a reputation-driven pipeline of projects, as opposed to a set of long-term revenue-generating relationships. So make sure that your successors are client-facing and have the opportunity to begin building relationships that are strong enough to endure after your departure,” states the article, 5 Steps to Transfer a Construction Business to a Family Member published March 22, 2022 on the Construction Dive website.

If you don’t know already, learn the secrets of the company’s success, continues BuildCenter. What is the main factor that bolsters the bottom line? Is it good prices? Solid craftsmanship? Speedy response time? Talk to the family member who has been running the firm to find out.

When it comes to scheduling an ownership transition, the BuildCenter blog recommends taking a go-slow approach. Instead of retiring all at once, perhaps the parent/owner could gradually reduce their working hours and responsibilities. “Realize that your parent owner’s life has been poured into this business and it’s not easy for them to let go. This is to be expected. Be patient. Let the process happen in its due time,” states the BuildCenter post.

“Start preparing your successors—the process of grooming successors can take years. So as early as possible, identify the roles that will need to be filled upon your departure and discuss with your family members who might be best suited for each,” adds Construction Dive.

Construction Dive recommends establishing a “family pact”—a set of ground rules on how the firm will operate and the role each family member/co-owner will play. The family pact should also include notes on “how to resolve any disagreements that will inevitably arise.”

Also, should the ownership change be a sale or a gift? While the monetary benefits of selling a company to a family member are obvious, it can be advantageous to grant ownership in the form of a present. “If the business has debts or other liabilities, a gift can be an easy way for an owner to turn those responsibilities over to the next generation—so long as there’s open communication with those family members about what they’re stepping into,” explains Construction Dive.

Just as a board of directors is a good idea for oversight purposes, family firms should “seek professional assistance—when it comes to transferring ownership of a business to another family member, the complexity generally makes it a wise move to hire an experienced, third-party who can assist with the finer details,” adds Construction Dive.

Regardless of how they operate or transfer ownership, family-owned firms are “private” companies as opposed to “public” businesses. The latter offers shares that are traded at stock exchanges and are “required to file annual reports and other documents with regulatory bodies such as the Securities and Exchange Commission,” explains a Brock University Library webpage on Company & Industry Research. In a private firm by contrast, “it is not possible for the general public to buy shares. In most jurisdictions (e.g., Canada or the United States), private companies do not need to file annual reports or disclose financial information to the public.”

Private, family-owned firms can, however, set up ESOPs. In fact, the FMI/CFMA survey found a growing interest among construction companies in such programs: “Many large general contractors are shifting to employee ownership (10 percent of those surveyed), enticed by its value as a talent retention and recruitment tool as well as its benefits to the company’s bottom-line,” stated the study.

So, how does an ESOP work? “The company sets up the ESOP plan and trust and contributes tax-deductible cash to buy company stock… Companies can also borrow money to buy a large block of shares and then repay the loan through the ESOP trust. The ESOP trust is the legal owner of the shares (to be precise, the trustee is the shareholder of record), and the employees have accounts in ESOP,” explains the NCEO ESOP FAQ.

At present, roughly 6,300 businesses in the United States have ESOPs, according to NCEO information. Private construction firms accounted for 17.4 percent of these ESOPs, according to 2024 data on the NCEO database. The popularity of such plans in construction circles was noted by Forbes.com in a February 22, 2022 article titled, Why Construction Companies Are Leading the ‘Decade of ESOPs’ Trend.

“Many established C&E (Construction & Engineering) ESOP companies fared surprisingly well during the pandemic. While profits were hurt for some, access to capital continued to be strong for many firms as did cash flow and liquidity,” writes Forbes.com.

Incentivizing employees is another key benefit. The construction industry suffers from a shortage of skilled workers as existing employees near retirement age and young people aren’t flocking to replace them. An ESOP enables employees “to share in the capital growth of the company… Given the cyclical nature of the industry, labor shortages are common and other firms can woo key people. Employee ownership is a good tool to lock in a work force,” notes an article, ESOPs in the Construction Industry: Issues for Contractors and Others, on the NECO website.

Encouraging workers to remain with your firm by offering an ESOP can also help firms obtain surety bonds, a common requirement on a building project to make sure a contractor abides by contractual conditions and terms.

“Some of the benefits of an ESOP in the eyes of the surety include the use as an ownership transfer vehicle that is part of a continuity plan, an incentive plan to retain key employees and work crews, and the potential to enhance the financial wherewithal of the contractor,” note the NCEO article.

Finally, ESOPs can also help address the tricky issue of ownership transfer in family-owned construction firms. As Forbes.com states, “Establishing an ESOP can make a difference in succession, both for the owner and the next generation of management. It allows them to retain a family’s legacy while transferring ownership to employees, thus retaining the company’s culture without selling to another entity.”

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“NLBMDA is the proud voice of the entire lumber and building material industry, which continues to be under constant threat by unrelenting and burdensome regulatory policy and unfavorable legislation,” says Jonathan Paine, NLBMDA President and CEO. “As the LBM industry faces unprecedented federal legislative and regulatory challenges, NLBMDA remains at the forefront leading the fight to protect and advance the interests of its members.”

As a dedicated advocate in Washington, DC, NLBMDA plays a critical role in advocating for its members by providing the unified voice on key issues affecting the lumber and building material industry at the federal level. The organization represents thousands of businesses across the country, including small and family-owned operations as well as large regional companies, all of which are involved in supplying lumber and building materials as well as organizations that support the industry as a whole. As the industry faces an evolving landscape of legislative and regulatory challenges, NLBMDA continues to stand on the front lines in Washington, DC, advocating tirelessly to protect its members from overreaching regulations while promoting a proactive legislative agenda that ensures the industry’s continued growth and prosperity.

Mission and objectives
NLBMDA’s mission is to advance the interests of lumber and building material dealers and suppliers by providing resources, education, and advocacy to promote business growth and industry sustainability. The association works to foster an environment in which its members can thrive by addressing the challenges and opportunities that arise within the industry. One of NLBMDA’s primary goals is to influence federal policy to ensure a favorable business environment for its members. The organization engages in lobbying efforts to address issues such as taxation, environmental regulations, transportation, trade, and labor laws, all of which directly impact the building materials sector.

By providing a platform for collaboration, advocacy, and education, NLBMDA helps ensure that the lumber and building materials industry remains competitive and resilient. The association’s efforts to influence policy, promote best practices, and support its members’ success contribute to the overall health and sustainability of the industry. For over a century, NLBMDA has been a trusted voice for the industry, playing an essential role in shaping the future of building materials in the United States.

The association has long been the voice of the lumber and building materials industry, representing the interests of thousands of dealers, manufacturers, and suppliers across the United States. As the industry faces an evolving landscape of legislative and regulatory challenges, NLBMDA continues to stand on the front lines in Washington, DC, advocating tirelessly to protect its members from overreaching regulations while promoting a proactive legislative agenda that ensures the industry’s continued growth and prosperity.

A strong defense against unreasonable regulations
NLBMDA’s commitment to shielding the industry from excessive government intervention is evident in its ongoing efforts to combat regulations that threaten the livelihood of lumber and building materials dealers. A key area of focus has been the push to repeal the estate tax, commonly known as the “death tax.” NLBMDA is working closely with House Republicans to advance the Death Tax Repeal Act, which would permanently eliminate this tax. With significant momentum in the House, thanks to the leadership of Rep. Jason Smith (R-MO) and other key figures, the bill faces a tougher road in the Senate. However, NLBMDA remains steadfast in its advocacy, recognizing the importance of this issue for family-owned businesses in the industry.

In addition to the estate tax, NLBMDA has been a vocal opponent of the Department of Labor’s new Independent Contractor Rule, which revises the federal framework for determining worker classification. The new rule is expected to result in more workers being classified as employees rather than independent contractors, a change that could impose significant costs on businesses in the lumber and building materials sector. NLBMDA has submitted extensive comments to the DOL and is working with lawmakers to rein in the agency’s authority, underscoring the association’s commitment to protecting its members from burdensome regulations.

NLBMDA is also actively engaged in opposing several other regulatory measures that could negatively impact the industry. The Department of Labor’s proposed Overtime Rule, which would significantly increase the salary threshold for mandatory overtime pay, and the National Labor Relations Board’s (NLRB) Joint Employer Rule, which expands the standard for determining joint employer status, are just a few of the regulations that NLBMDA is fighting against. In each case, the association has taken a strong stand, submitting detailed comments and working closely with lawmakers to ensure that the voices of lumber and building materials dealers are heard.

Advancing an aggressive legislative agenda
While NLBMDA is committed to defending the industry against unreasonable regulations, it is equally focused on advancing a robust legislative agenda that supports the growth and sustainability of its members. One of the key legislative priorities for NLBMDA is the permanent extension of the 100 percent bonus depreciation tax provision, a critical tool for LBM dealers that allows businesses to take an immediate deduction on the cost of eligible business property. As the phase-out of this provision began in 2023, NLBMDA has been working tirelessly with the House Ways & Means Committee and other lawmakers to extend this tax benefit through 2025 and beyond. The ALIGN Act, which would make 100 percent bonus depreciation permanent, has garnered strong bipartisan support, and NLBMDA is optimistic about its chances for passage.

In addition to tax issues, NLBMDA is leading the charge on several other fronts. The association has been a fierce advocate for legislation that would prevent excessive credit card swipe fees, which have become one of the highest costs of doing business for small retailers. The Credit Card Competition Act, which NLBMDA is actively lobbying for, would introduce more competition into the credit card payment network, potentially saving small businesses billions of dollars annually.

NLBMDA is also working to address the nation’s housing crisis by advocating for the expansion of the Low-Income Housing Tax Credit (LIHTC) and the creation of new tax credits for building single-family homes. The Affordable Housing Credit Improvement Act and the Neighborhood Homes Investment Act are two critical pieces of legislation that NLBMDA is pushing forward. These bills have the potential to spur the building of millions of additional homes over the next decade, supporting both housing development and LBM dealers across the country.

Educating members and building a stronger industry
A crucial part of NLBMDA’s mission is to educate its members about the legislative and regulatory issues that impact their businesses. The association provides a wealth of resources, including webinars, frequent and timely member communications, and direct engagement with lawmakers, to ensure that its members are well-informed and equipped to navigate the complexities of the industry. For example, in response to new federal regulations requiring small businesses to report personal information about their owners and key employees to the Financial Crimes Enforcement Network (FinCEN), NLBMDA is hosting a members-only webinar to help dealers understand and comply with these requirements.

NLBMDA also plays a vital role in helping its members adapt to changes in the regulatory environment. The association is closely monitoring developments in OSHA’s Crane and Derricks in Construction Rule and the proposed Worker Walkaround Rule, providing timely updates and guidance to ensure that LBM dealers can comply with these regulations without compromising their business operations.

Industry support and education
Beyond its advocacy work, NLBMDA offers a wide range of educational resources and professional development opportunities to help its members succeed. The association provides training opportunities, webinars, and member guidance on topics such as safety standards and regulatory compliance to help members stay informed about the latest trends and developments in the lumber and building materials market.

In addition to educational engagements, NLBMDA facilitates networking opportunities for its members through its two annual conferences as well as panel discussions and committee meetings throughout the year. These events allow dealers to connect with suppliers, manufacturers, and other industry professionals, fostering relationships that can lead to business growth and innovation.

Impact and value
By providing a platform for collaboration, advocacy, and education, NLBMDA helps ensure that the lumber and building materials industry remains competitive and resilient. The association’s efforts to influence policy, promote best practices, and support its members’ success contribute to the overall health and sustainability of the sector. For over a century, NLBMDA has been a trusted voice for the industry, playing an essential role in shaping the future of building materials in the United States.

As the leading voice for the lumber and building materials industry, NLBMDA continues to be a powerful advocate in Washington, DC. Through its efforts to combat unreasonable regulations, advance a proactive legislative agenda, and educate its members, NLBMDA is helping to build a stronger, more resilient industry that is well-positioned for future success. Whether it’s fighting to repeal the estate tax, pushing for the permanent extension of 100 percent bonus depreciation, or working to prevent excessive credit card swipe fees, NLBMDA is on the front lines, ensuring that the interests of lumber and building materials dealers are protected and advanced.

The post Leading the Charge for the Lumber and Building Materials Industry<p class="company">NLBMDA</p> appeared first on Construction In Focus.

Cardinal Home Center’s journey began as a division of Madison Wood Preservers, a company founded in 1959. Originally, Madison Wood Preservers was focused on supplying pressure-treated southern yellow pine, a staple in the building industry. However, by the late 1980s, former CEO Bill Price recognized the need for a separate retail division to serve the growing demands of the community.

In 1989, MWP Supply was established as a division of Madison Wood, providing building materials alongside its pressure-treated products. As demand increased, the company expanded, acquiring the Wrangler Jean plant across Highway 29 in 2002 and rebranding as MWP Supply Incorporated in 2004. This move signified a major shift in the company’s operations, allowing it to grow independently from Madison Wood Preservers.

In 2019, the company took another leap forward by acquiring Blue Ridge Builders Supply, expanding from a single location to three across central Virginia. This expansion was a pivotal moment in Cardinal’s journey, as the company rebranded from MWP Supply to Cardinal Home Center in 2021, reflecting its broader focus and growing footprint in the home building industry.

One of the core strengths of Cardinal Home Center lies in its focus on the residential custom-building space, distinguishing itself from big-box retailers. “Our customers come to us with unique plans and designs,” says John Michael Price, CEO of Cardinal and great-grandson of one of the founders. “We help them turn those designs into reality, working closely with architects and builders to solve the challenges that come with custom homes.”

Cardinal’s emphasis on quality is reflected in its product offerings, which cater to the unique needs of custom home builders. The company prides itself on providing top quality products that are tailored to specific customer demands. From Marvin windows and doors and Benjamin Moore paint to Milwaukee Tools and Scag mowers, Cardinal partners with top-tier brands to ensure that its customers receive the best products available.

“We’re not just a building supply store,” adds Toby Allen, President of Cardinal Home Center, “we’re a partner in the construction process. Our staff is knowledgeable and trained to deal with the challenges that come with custom building projects. We don’t just sell materials; we help our customers figure out how to get the job done right.”

This approach has allowed Cardinal Home Center to carve out a niche in the industry, focusing on quality over quantity and providing personalized service that is often lacking in larger chain stores.

At the heart of Cardinal Home Center’s success is a strong commitment to values. The company places a premium on customer service, ensuring that every interaction is warm and welcoming. “We embody quality, consistency, and trust in everything we do,” says Price. “From the products we stock to the way we treat our customers, we’re always striving to provide the best experience possible.”

One of the ways Cardinal achieves this is by carefully selecting its product offerings. The company partners with brands that share its commitment to quality, ensuring that every product on the shelves meets high standards. For example, Cardinal is a key distributor of Framer Series lumber, a product known for its superior consistency and durability. Unlike traditional lumber, Framer Series is mechanically graded and guaranteed, ensuring that each piece meets stringent quality standards. Partnering with Madison Wood, the company is uniquely able to offer a Pressure Treated Framer Series as well.

This focus on quality extends to every aspect of the business. Cardinal Home Center’s approach to product selection is designed to simplify the decision-making process for customers, offering a curated selection of the best brands in each category. “When you walk into our store, you’ll see a streamlined selection,” Allen explains. “For example, in the power tool aisle, we primarily stock Milwaukee tools because we believe they offer the best value. We want our customers to feel confident in their choices.”

The company has seen significant growth in recent years, thanks to a series of strategic acquisitions. In 2023, the company acquired Augusta Paint & Decorating, adding two new locations in Waynesboro and Staunton, Virginia. Most recently, in January 2024, Cardinal acquired Valley Building Supply and Lake Anna Tractor & Hardware, further expanding its reach.

This growth has presented both opportunities and challenges for the company. As Cardinal expands, it has had to adapt its corporate structure and find ways to maintain the close-knit culture that has been a hallmark of the business. The company has gained valuable insights from recent acquisitions, integrating new teams, learning from one another’s experiences, and adopting best practices from the acquired companies.

One of the biggest challenges has been managing the logistics of multiple locations. Cardinal has invested in expanding its retail and warehouse spaces, including a 6,000-square-foot addition in Lake Anna and a 4,500-square-foot showroom in Staunton. These expansions are part of a broader strategy to increase product offerings and improve customer service across all locations. The company is also expanding its facilities to store more products indoors, which is crucial for preserving the quality of the lumber and other building materials. Keeping everything sheltered allows Cardinal to ensure its products remain in excellent condition, ready for customers when needed.

As Cardinal Home Center continues to grow, the company remains committed to its core values, particularly in how it treats its employees. With a workforce of over 150 people, Cardinal places a strong emphasis on teamwork, communication, and promoting from within.

“We’re a family business, but we’re a business,” Price says. “We can’t succeed without our employees, and we’re always looking for ways to support them and help them grow.” This commitment to employees is reflected in the company’s approach to management. Cardinal promotes from within whenever possible while also bringing in outside talent when necessary.

The company’s growth has also required changes in how it manages its operations. As Cardinal has expanded from one location to multiple, it has implemented new corporate structures to streamline operations and improve efficiency. This has allowed store managers to focus more on local culture, sales growth, and team morale while corporate teams handle purchasing, logistics, and other administrative tasks.

As Cardinal Home Center looks to the future, the company remains focused on its mission of providing high-quality products and exceptional customer service. With plans for further expansion and ongoing renovations at its new locations, Cardinal is well-positioned to continue its growth in the coming years.

“Our goal is to keep improving and evolving,” Price says. “We want to stay true to our values while embracing new opportunities and challenges. Whether it’s expanding our product offerings, improving our customer service, or supporting our employees, we’re always looking for ways to get better.”

For Cardinal Home Center, the journey from a small division of Madison Wood Preservers to a leading building supply retailer has been one of growth, adaptation, and a deep commitment to quality and service. As the company continues to expand, it remains rooted in the values that have guided it for over three decades: customer service, quality, and trust.

The post Revolutionizing the Residential Construction Market<p class="company">Cardinal Home Center</p> appeared first on Construction In Focus.

“We want to see prosperity at every level,” affirms Rusty Arnold, who wears multiple hats at Frontier, including Co-Owner, Chief Operating Officer, and Chief Executive Officer. “We want to be prosperous; we want our customers to be prosperous, and we want mills to be prosperous. The only way you can achieve that is by working together and communicating.”

Believing in open, honest, face-to-face communication, Arnold continues to uphold Frontier’s mission and values: do what’s right, do it effectively and efficiently, ask questions and communicate, QTIP (“Quit Taking It Personally”), and stay humble.

Founded on experience
Prior to establishing Frontier, Woodward and Messamaker devoted much of their careers to the lumber industry. They worked at other lumber distribution companies serving the Kansas City market, eventually landing at Continental Timber based out of Wichita but with a facility in Kansas City. After a decade and a half, the duo created Frontier Forest Products with the blessing of Continental’s owner.

In September 2015, Arnold joined the company after working at a competitor that was a nationwide company and owned by a fund. He saw the writing on the wall! “I wasn’t built for the corporate world; that wasn’t my forte,” he says. “I hold my people in higher respect. People aren’t numbers and I believe in trust with the FFP team while holding myself and my co-workers accountable. We are a team and teams work together.”

Woody retired in 2021, with Messamaker and Arnold buying out his share.

To this day, Arnold is grateful for making the move to Frontier and being afforded the opportunity to work for a company—and an industry—he loves. He speaks about Woody and Keith with great respect. “They’ve been fantastic bosses and partners, and I can’t thank them enough,” he says. “They’ve given me the opportunity I always wanted as an entrepreneurial spirit. It’s been a fun run so far, but there’s so much more to do.” Rusty and Keith are currently working out details of the next buyout, which will see Rusty as the majority owner.

Forward-thinking
Rusty Arnold is dedicated to Frontier’s growth and stability not only today, but also into the future. “I intend for my leadership team to have share ownership, and over the next 16 years to put it in a position so the company will thrive as the younger generation takes the helm. Seeking to be the best leader possible for the company’s employees, he is committed to taking the company to the next level and educating the younger leadership group.

When he joined the company, it had one location in Kansas City. In 2017, Frontier opened its office and yard in Tulsa/Sand Springs, Oklahoma. The years to come saw additional sites in West Des Moines, Iowa and an office and warehouse in Wichita/Valley Center, Kansas.

To ensure customers get the products they need quickly and efficiently, Frontier Forest Products works with many well-known vendors, such as Roseburg Forest Products, Louisiana Pacific, Vaagen Bros., Georgia-Pacific Wood Products, Sierra Pacific Industries, Stimson Lumber, and West Fraser, to name a few. Lumber products supplied by the company include boards, treated wood, plywood, studs, oriented strand board (OSB), dimension lumber, and rebar.

Partners in success
“One key to success as a business, a partner, and a vendor, is respecting one another,” says Arnold. “We will always give a straight answer and have products for our customers at a fair price. We will make each other profitable, and Frontier Forest Products will be known as a sustainable, legacy company.”

No matter the type of business, it is important to support one another for long-term prosperity and survival. This ties into Arnold’s three-point vision of knowledge, trust, and faith. By constantly talking to the lumber mills, his team gathers firsthand information about the industry, where the market is trending, and how to best navigate it. FFP employees are always working to identify market opportunities and take these opportunities to the customer, believing in working with mills to help move their products.

“We hope they use the market information to their benefit, and appreciate the value we provide, versus seeing us as trying to close a sale,” he says. “We want to see them thrive, and we hope they want to see us thrive. The same goes for the mills. We should all be talking to mills daily and asking, ‘How can I help you today?’”

He believes that this includes maintaining human connections instead of relying solely on technology. In an industry that used to be driven by in-person meetings and phone calls, many are now pushing artificial intelligence (AI) instead of building on personal relationships. Too many mills want to do everything online instead of having genuine conversations. Even with young leadership, this is an old-school value that Frontier Forest Products embraces.

“What I’m seeing out there is a lack of communication and relationship-building,” states Arnold. “This industry is so fast paced that if you make a call to a mill at 8:30 in the morning and you don’t hear back until 1 o’clock, I’ve already lost the business. Sometimes I get an email five or six hours later, or don’t even get an email back. I grew up talking one on one—that’s how you develop a gut instinct that enables you to navigate a company.”

Being in a fast paced, high-commodity industry means it can be critical to hear someone’s voice and better glean what they are thinking. “I think we are allowing technology to lead us down a path that destroys that human connection,” says Arnold. “It can be utilized equally and be good for everybody, but I think we are potentially losing sight of how best to use it.”

A big believer in respect, Arnold says it is vital to treat customers, vendors, and industry partners well, which extends to Frontier itself. “The new motto I am slowly integrating into our company is: ‘Serving Large and Small Alike.’ I don’t care if you’re big or if you’re small; you’re getting the same treatment. I don’t believe in treating anybody differently… when it comes to servicing, everybody gets the same treatment.”

Internally, respect and loyalty go a long way at Frontier Forest Products. When Arnold says he wants employees to have a well-balanced life, he means it. This includes workers going to see their kid play baseball at two in the afternoon if their work gets done. Every week, Arnold posts a Thought for the Day emphasizing responsible leadership, shining a light on the company, and highlighting its positive culture.

“We constantly strive to be on the forefront of what’s coming in the lumber industry, and do what’s best for our customers,” he says. “Helping each other comes full circle; hopefully, by doing that, we can gain trust, build faith, and implement the promises we set out to achieve. Those steps—knowledge, trust, and faith in delivering on our promises—are the long-term goals of any company. Our customers who appreciate those three things come to us for those reasons.”

The post Keeping the Human Touch<p class="company">Frontier Forest Products</p> appeared first on Construction In Focus.

“Our great uncle, Clay Huskey, was a builder in Nashville in the ’30s and ’40s, when there weren’t established lumber yards,” says Austin. “He had connections in North Alabama with sawmills and would go down there and bring back material for his builds. Like any good estimator, he’d bring back a few boards too many, and stored those on a lot in South Nashville.”

He started selling the extra boards and eventually realized it would make a better business than building houses. Taylor and Austin’s granddad Cecil was brought into the business and ended up buying it years later when Clay retired. After Cecil passed, it was run by their dad and brother for a number of years, growing it steadily until Austin and Taylor came on board. “Taylor and I grew up in the business, following dad’s footsteps and loving every minute of it,” Austin says.

Maintaining that Huskey family feel is very important, as well as being nimble, he adds. As the world is continually consolidating, the Huskeys feel they meet a need in the market—if a customer needs something, or if there’s a change happening in the market, they can make a decision and move on it without having to consult a committee.

“Being family-owned, we don’t want people to feel like a number,” says Austin. “Our dad always had a very open-door policy and was very well connected with everybody in the company and certainly operations, because he grew up doing it just like Taylor and I did.”

The business has always operated in the greater Nashville area, and takes pride in its products. “We’re not trying to provide the cheapest products necessarily, but from a purely hard dollar standpoint, we’re trying to provide quality products that are going to last because they’re going into our community,” he adds. “That’s a big deal to us as well. When my dad took over, it was seven people; it’s more than 300 families now, and supporting those families and creating more opportunities for those families is a service we take very seriously.”

The family’s Christian beliefs are also extremely important, Taylor adds. “We do a lot of giving, both here and around the world. Every single year, we sit down, and we take what we’ve made, and really try to do our best to tithe it wisely and well, investing in something beyond these walls. It’s important to us.”

On the business front, the company has recently forged a new partnership with Marvin Windows and Doors, considered an excellent fit for Huskey due to sharing similar values. “It’s a big deal to sell a quality product and brand you believe in,” says Taylor “We also felt we had a gap in our product offering. When our dad opened the truss plant and started working with more track-focused guys, bigger builders doing more homes per year, it was through that process we lost our focus on the custom home builder.”

As the team made the shift back toward a focus on the custom home builder, they realized they didn’t have a product that fit in the multi-million dollar home sector. “They’re not going to put a vinyl window in there; they need something nicer,” says Taylor.

That set the company’s sights on a partner that could offer that kind of product. After speaking to a number of different companies, Huskey landed on Marvin, another family-owned and operated business in its fifth generation. “They align with us value-wise really well and build such a quality product,” says Taylor. “It’s easy to sell that product, because it’s a product and company we believe in, so we feel really good about the partnership.”

Huskey is currently making a big investment in a specific Marvin showroom that will be “very unique,” he adds, and probably one of the few in the country boasting a showroom of this caliber to display product. “We’re excited for that and want to keep growing that product category in this market.”

Of course, none of this ongoing success would be possible without maintaining an exemplary company culture. “I can’t really talk about company culture without talking about lean thinking and lean manufacturing,” says Austin. “We’re big, lean thinkers. Sometimes that gets seen as simplifying everything and cutting out jobs, but really, nothing could be further from the truth. Lean is about growing people and engaging everybody in understanding the areas that can be a struggle in your job and your role.”

By fixing those struggles—or making them less complicated—the company ends up with a more engaged workforce, achieves more at the end of the day, and produces a quality product.

For Huskey, lean also includes morning meetings at every job site to keep the team engaged, on the same page, and learning together. “This way we don’t just do the job, we improve the job,” Austin says. “We give people time to make those improvements on ideas they’ve had in their particular station.”

There’s a methodology around that, he adds, but it’s really about how to get everybody engaged in making Huskey the best place to work while creating more throughput, more value to the customer, and a better product at the same time. In short, Huskey strives to ensure company culture and atmosphere remain positive and uplifting for everyone.

“We also invest in employees not only to improve jobs here, but also improve their life,” says Taylor. “We have a library of more than 30 books we want everybody to read. We have book clubs going on all the time covering chapters in these books, from Extreme Ownership by Jocko Willink to 2 Second Lean by Paul Akers. If people read and apply it—not just at work, but also at home—that’s something that’s our heart. It’s about improvement of the business to drive value for customers, but also becoming a better person outside of these walls.”

The only requirement Huskey asks is that the employee reads the book if they take one. “Even if this is just a stepping stone for somebody to get to where they really want to go, we want it to be a good experience for them and we want to support them in whatever else they want to do,” says Taylor. “If we can be that for somebody and they can learn something here that they can go on with to bigger and better things, that’s awesome. We love that.”

While the company has faced a few challenges over the years—including growing at a “breakneck pace” from 2021 to 2022—it has managed to maintain the right size for future success. As for milestones, while Huskey is growth-minded from both a business and people perspective, it’s not focused on chasing a number, Taylor explains.

“We want to grow for really two reasons. The first being that in this space there’s been so much consolidation over the past 10 to 15 years, and as that’s happened there’s a bit of fear that as the big get bigger, they get treated differently from vendors and manufacturers.”

Huskey doesn’t have to be the biggest, but it does need to be a good investment and a good bet for vendor partners. “We need to be buying more from them year in and year out, to be good customers and good bets long-term,” Taylor says. “We need to continue to get good service, good pricing, to be able to provide that and value to our customers.”

Coming out of COVID, the company learned that the relationships built with vendors and the investment they saw in their specific customers were very real, Austin adds. “There were multiple product categories that you had to pick and choose during that time, and certainly there will be material tightening again as market fluctuations happen, so we feel to stay relevant in the supply chain, we need to be somebody who’s going to do more next year than we did this year.”

Of course, the company’s focus never strays far from people, another reason why it remains growth-focused. “If we were just going to mail it in and be okay with doing what we did last year, year over year, the ability for us to grow leaders within this company would be limited,” says Taylor. “For people to grow within our company, to go from the shop floor to inside to sales or management, what have we got to do to keep growing?”

Huskey Building Supply is committed to promoting from within, and to do that, the company must keep creating as many possibilities as possible. This dedication, coupled with longstanding family involvement, speaks volumes to where the company is heading. As third-generation owners, the brothers aren’t beholden to Wall Street and can make long-term decisions themselves, says Austin.

“We don’t have to rely on the next quarterly earnings report, which creates a lot of ability to stay nimble and to support our customers. But again, it really comes back to our people. If we have an engaged team that cares about what they’re doing, operates with excellence, and understands we want to let value flow to the customer, it just creates a better experience.”

And the brothers are certainly doing something right. “On a personal note, the business is certainly a fun business, and I’ve grown to love it,” adds Taylor. “The thing that gets me up in the morning is that our name is on the sign, and we love that we’re standing on the shoulders of our grandfather and our father. That’s something we take great pride in,” he says.

“We’ve been a huge part of the growth over the years, and that’s been fun to take part in. It’s fun to wake up and realize this is something that, if our grandfather could look at it now, he would be shocked that it’s still in the family and we’re still doing it day in day out.”

“We’re very aware of the statistics of third generation, privately held, family-owned businesses, and I think less than seven percent make it to that fourth,” adds Austin. “But we love what we do. We love a challenge, so we’re trying to make long-term decisions every day.”

The post All in the Family: Long-Term Growth Through Employee Support<p class="company">Huskey Building Supply</p> appeared first on Construction In Focus.

Whether working with professional contractors or large custom home builders, Walker Lumber & Supply delivers prompt, effective service built on core values—fair and reasonable pricing, superior building materials, and exceptional customer care—that have been the foundation of the business since 1949.

Founded by Robert Walker after World War II, the company grew and diversified over the years. Today, Walker Lumber & Supply is a thriving business that has weathered its share of storms and continued to prosper in spite of challenges, including the closure of more than half of Nashville’s lumberyards.

The company has consistently been at the forefront of the industry thanks to owners Ray Hayles and Scott McMillan’s emphasis on developing a top-notch management team and integrating technology while optimizing efficiency. Perhaps their most notable achievement, however, is their nationally acclaimed “Second Chance” program, collaborating with neighborhood ministries to restore hope and dignity to those in addiction recovery.

“We started our Second Chance program as an opportunity to have a human impact on our community,” says Tim Roach, Operations Manager.

The reality of getting sober is just one aspect of treatment for the one in seven Americans who battle addiction or substance use disorders, he adds. Rebuilding their lives and overcoming the stigma associated with addiction can be equally difficult for many. Thankfully, Walker Lumber is willing to help those who need it most, with many individuals having gone through the program since its inception.

Second Chance program participants must fulfill the conditions set forth by the state’s Tennessee Drug Free Workforce Program, including random drug tests. However, the most critical component is the empathy extended to those in the program. Through understanding and patience, Second Chance provides individuals with an option to start over and make a difference in their futures.

“Many of these individuals face significant hiring challenges due to public perception,” says Roach. “When they do get hired, they’re often taken advantage of because of their legal or financial circumstances. Employers see their background and offer lower pay for the same work compared to coworkers without similar histories.”

The onset of COVID also helped accelerate the program when the company experienced challenges finding employees. Being located close to a number of halfway houses led to applications from residents recently out of rehab or jail, looking for stability while getting their feet back on the ground.

“A lot of these individuals don’t have access to basic resources like cars or phones,” Roach says. “They would walk to our location and apply in person, driven by the hope of finding an opportunity. After we hired a few participants and supported their journey through the Second Chance program, one of the halfway house owners visited to share how much the residents appreciated and valued their positive experiences with us. They wanted to help by sending us applicants they felt would fit with what we were doing,” he says, and the program continued to evolve and expand from there.

“Soon, all the halfway house owners were on board and sending people to us so we could help those who really want to change their lives for the better,” Roach says.

Walker Lumber’s leadership have not only brought these people into the fold, but given them a home away from home, adds Roach. “We leave their past in the past. We evaluate individuals on their performance here and now; nothing in the past matters.”

Currently employing 11 individuals, the process isn’t easy, but it is rewarding. “It’s tough,” says Roach, especially when people go through rehab and move back into addiction. “But we have people here right now who are actively working to change their lives and change their situation and change who they are. All we can do is love and support them the best we can.”

Hannah Johnson, Walker Lumber’s Human Resources professional, approaches her role more like a social worker, he adds—ensuring employees are receiving health care and dental care, taking them to court when needed, and helping them through any legal issues they’re experiencing. It’s challenging, but at the end of the day, it’s all worth it.

“It’s incredibly rewarding to have those guys out there in our yard doing so well, knowing where they came from and what they’ve been involved in,” Roach says. “Some guys have been in addiction for a very long time, and sobriety is very difficult for them. They’re making the effort, and we’re just happy to have a company that opens the door for them and allows them the ability to have a loving, caring environment that’s stable enough to allow them to be who they are and to turn themselves around.”

The program’s success has led to other businesses asking how to implement their own second Chance Program. “We’ve had companies far bigger than ours bring their team to see the program in action. We explain to them what we’re doing and how it has evolved over time,” says Roach. “The program has adapted to help our community and help the participants.”

A crucial aspect of any program like this is fostering an environment free from stigma and shame, a value deeply embedded in the company culture and championed by leadership. At Walker Lumber, the owners prioritize more than just sales and profits; they genuinely care about making a difference. “We’re a people-first culture and not driven solely by sales and numbers. We’re driven by people and by relationships,” says Roach. “We’re a relationship-based company, and that drives our culture.”

This focus on people, relationships, and service has resulted in sales that have continued to grow year over year. “The owners of the company… look at this business as a mission for them,” says Roach. “Some people go across the world to do mission trips to help people, but their mission is, ‘let’s build a company that gives employees stability, a place to come and work and make money and provide for their families and their community.’”

This supportive culture is one that is easy for employees to buy into. “Everyone who works here needs to understand the kind of company we are, the values we stand for, and how those principles shape everything we do,” says Roach. “Honesty and integrity are at the core of everything we do. The owners want talent, of course, but ultimately, they want people who care. We can teach you the business part, but you can’t teach someone to care.”

Walker Lumber’s dedication to honesty and transparency is also greatly appreciated by clients, allowing the company to provide a high level of service that exemplifies the humanity of the business. “We are a company built entirely on relationships, and for good reason. Providing a high level of service requires truly knowing your clients—not just on the surface, but on a deeper level. It means understanding their wants and needs and anticipating potential challenges before they arise.”

It’s a commitment that doesn’t go unnoticed in the construction world. “I’ve had so many people tell me, when they come onto our yard or into our store, how everybody seems so happy and so friendly,” Roach says. “They enjoy coming to our yard because it’s so different than what they experience anywhere else.”

Walker Lumber marries this positive attitude with customer service offerings that are second to none, he says. “It’s rare that you even hear about a lumberyard with their own custom software, their own custom applications. But we’re doing our own deliveries, pulling materials with web-based applications, and using technology to build analytics into our offering,” using this data-driven approach to improve service.

As Walker Lumber continues to evolve and enhance its ability to serve clients, the team envisions a promising future filled with opportunities for growth. However, beyond its commitment to business success, the company takes the greatest pride in its Second Chance program—a transformative initiative that offers individuals the opportunity to rebuild their lives and embrace a fresh start.

“The Second Chance program gives everyone here a sense of purpose,” Roach says. “We’re all part of it—part of the employees’ growth and helping them become who they are today while leaving their past behind. It’s a company-wide effort, and that’s what makes it truly special. It adds a deeper sense of purpose to everything we do.”

The post The First Choice for Second Chances<p class="company">Walker Lumber & Supply</p> appeared first on Construction In Focus.

This longevity is possible because Michigan Lumber Company has long prioritized the relationships it builds, just as it does the quality and craftsmanship of the products its carries. Family-owned and operated, it is a relatively small operator competing in a market of big box stores and still having a positive impact.

Through the provision of quality materials and unmatched know-how, Michigan Lumber Company remains recognized and respected by the countless contractors and homeowners who have come to rely on it for projects in Eastern Michigan and beyond.

Building products, building community
With a robust lumber yard and a mill on site, Michigan Lumber Yard offers the highest quality building materials including doors, siding, molding, barn doors, saunas, mantels, staircases, cabinets, countertops, decking, and more. The company’s lumber and custom millwork services have played a key role in literally building Michigan since its founding in 1916. Since then, it has remained a stalwart presence in the community supporting countless residential, commercial, and industrial projects across the state, including automotive manufacturers like GM who have been a pillar of the state’s economy.

As General Manager Matthew Paruch notes, “The ’50s, ’60s, and ’70s were really the boom time for Michigan Lumber. Flint is known as Vehicle City. It is the birthplace of General Motors, and Michigan Lumber continues to have a healthy relationship with them. As times changed, the automotive market started to outsource.”

Changes in the market had implications for Michigan Lumber Company, and to manage the market ebbs and flows, leadership started rethinking the direction of the company. While it would still maintain a focus on quality and service, it expanded its repertoire in the ’80s and ’90s to include decks and other services required for the everyday customer who came in needing support in their home renovation efforts.

And now, explains Paruch, “We’ve taken that direction to the next level, hiring outside sales staff to service those customers that, due to their geographic regions, wouldn’t come up here to Flint to buy their material. So, we’ve been more steadfast in our goal to increase business but also to go after that business in some of the stronger markets here in Southeast Michigan.”

With the philosophy that “you don’t have to come to us, we’re going to come to you,” Michigan Lumber has further elevated the value it offers and doubled down on the reliability its customers have come to depend on. “We’ve stood for the last 108 years on being a quality distributor and we continue to do that today,” says Paruch.

Doing things right the first time, every time
Being small and nimble but equipped with unmatched expertise and resources, Michigan Lumber Company can astutely anticipate, identify, and understand the needs of its customers while offering an attention to detail that truly sets it apart. From Paruch’s perspective, “We’re a little bit different than a traditional lumber yard and definitely different than a big box store, and the fact that we produce a lot of our own material here means we can really focus on the quality of the product going out the gate.”

This means sourcing the very best in materials, which is possible thanks to the distributors the company has built relationships with over time. “Most of that material is sourced from a distributor on the west side of state, and he procures his material mostly from Wisconsin and Michigan as far as the hardwood side, so it’s always northern-grown hardwoods,” explains Paruch.

“That’s what we prefer here. There is a difference between northern hardwood and an Appalachian southern hardwood, and our customers pretty much demand that we have the best. And again, we’re not going to be the cheapest, but if the customer is discerning enough to want that extra level, then he’s going to get it here at Michigan Lumber.”

Not only does Michigan Lumber Company do right by its customers, but it has also created an environment and culture where its own people can thrive. This has supported longevity within its ranks, which is maintained through promoting from within and creating opportunities for people to build lifelong careers with the company.

A union employer, Michigan Lumber has numerous employees with over 30 years’ experience with the company. Paruch himself has 35 years in the industry, and this level of experience and expertise simply cannot be matched.

With highly specialized millwork estimators, pole barn experts, deck specialists, and more, everyone at Michigan Lumber has their niche, and as such, the team delivers an unmatched level of service beyond the quality materials themselves. “We stay in our lane,” says Paruch. “We stay where our strength is; if we fail, the customer fails.”

Gearing up for the next century
As interest rates continue to come down and the economy returns to strength, Michigan Lumber Company is poised to take advantage of the market growth and has the capacity to service customers to the standard it has come to be known for.

The company is also seeing the impacts of the skilled trades shortage, as the sector needs more people in these fields to realize its full potential. While Michigan Lumber Company can’t create new skilled workers out of thin air, it can supply quality products and a level of service that goes above and beyond to make contractors’ projects a breeze.

If you are a contractor in the state of Michigan, Michigan Lumber Company is ready to support you on your next project. You’ll receive quality materials, craftsmanship, expertise, service, and the peace of mind that your supply chain is secure so you can focus on the finer details of your project. Together, you can build success.

“We want to spoil people. I mean, we want people to be so used to the level of service that we provide that they don’t want to even take a chance on someone else,” says Paruch, who is committed to upholding the company’s legacy which helping others build their own.

The post A Contractor’s Greatest Asset<p class="company">Michigan Lumber Company</p> appeared first on Construction In Focus.

Based in Emlenton on the Allegheny River, the Hickman family has spent generations refining their expertise in producing premium hardwood lumber and flooring aimed at a select market that supports the planet and its fragile ecology in several ways. Starting as the adventure of a lifetime in the 1930s, when Harry and Eleanor Hickman opted to elope and set up home in the woods, the company is every bit as visionary now as its two young founders were back then.

On all the best floors
Thanks to its time-honored traditions in woodland cultivation and flooring fabrication, the company’s products feature in notable buildings across the country.

These include products like its Oak Gryphon Corded herringbone, utilized in Trump Tower in New York City. More recently, there was an installation in the Vice President’s mansion in Washington, DC. The company even provided hardwood flooring for Chicago’s Obama National Library and the Palmer Art Museum at the Pennsylvania State University, while another modern art museum in Buffalo, New York features the company’s exquisite red oak floors that are fast becoming tremendously popular.

By cultivating a sustainable, regenerative, carbon-sequestering material with a lifespan of over a century, the hardwood floors produced by the Hickman Woods Family of Companies are far more than just a luxury commodity. They are an absolute no-brainer for conscientious designers and homeowners looking to do their part for the environment and future generations.

Add to this that when the material’s lifespan does reach its end, it naturally degrades back into a mulch that feeds the earth. That process is in stark contrast to other types of flooring like “luxury” vinyl tile that, to date, have not become food for any living organism and instead simply suffocate soil in landfills when their lifespan is complete, while adding to the carbon issue.

Hardwood floors, in addition to being a rich source of nutrition for soil after 100-plus years in a home, are proven to aid human well-being and even recovery alongside other natural design components, explains Jessica Hickman Fresch, Marketing Director. Therefore, its use in biophilic design is far more important than its overall trend value; using responsibly treated wood in homes provides an actual health benefit.

A family with a love for wood…
Working with his father, Harry Hickman, since he was “big enough to pick up a board,” Larry Hickman gained experience working for other sawmills when he came of age before eventually joining his father’s business. There was no initial plan to turn the company into a generational company when he joined. That happened organically, when Larry’s son, Dennis Hickman, now President, joined Larry in the firm in 1980 when he set up the company’s dry kilns. Early in the new millennium, he founded the flooring outfit, Allegheny Mountain Hardwood Flooring.

His son, Jake Hickman, joined in 2008, after studying at State College and spending some years in Baltimore’s construction industry. Jessica Hickman Fresch majored in International Business and Spanish and joined the family business in 2012 after studying, traveling abroad, and working in various sales and marketing positions in Argentina and Atlanta, Georgia.

Like Larry before them, neither of the siblings were new to the business when they joined its ranks. Jake had spent most of his free time working in the sawmill as a youngster and Jessica passed a lumber grading course after being stationed in the woods to learn everything there was to learn about the cultivation of these woods. In the process, while also being guided by her father and grandfather’s significant understanding of forests, Jessica came to learn that genuinely healthy, regenerative timberlands are only really possible with the support of humans.

“A healthy, working forest is not one that’s just left alone,” she says. “If you’re growing a garden and you throw a bunch of tomato seeds out, your kid can grow some tomatoes. But it’s not a healthy garden. By having us there to help manage it, pull out the weeds, you’re going to have a healthier crop. And that’s what a forest is.” And, thanks to the tireless commitment to creating and maintaining healthy forests, Pennsylvania’s timberlands are in better condition now than they were a century ago.

As a result of this outstanding stewardship, and the fact that Pennsylvania was clearcut after the civil war, trees are naturally coming to the end of their time here faster than they are being felled for use. “We have trees that are dying faster than we’re harvesting them. Carbon goes back into the atmosphere, so you’re wasting that product that you could use to store carbon in the form of flooring,” Jessica says.

As a result of generations choosing to continue their predecessors’ legacy, Hickman Woods has remained a family business in the best sense of the word. “I’ve always been proud of our timberland. The flooring shows off the resource, from the acorn to the finished product,” says Larry Hickman.

This pride is reflected in the fact that the company never cuts down the entirety of any specific species merely in response to market demand; instead, it respects the forests’ diversity, leaving ample seed trees intact to secure a sustainable future.

… And a feeling for forests
In the 1960s, Larry had the vision to purchase vast swathes of woodlands—land that he knew how to tend optimally as he had spent his life paying attention to nature and learning how to help a forest grow by noting, in acute detail, how the wild does it and how to improve on that. By sticking to the knowledge he acquired during those days, he refined his expertise. “It might be hard for some people to see, but if you pay attention, you can pick up a lot of different things that you wouldn’t see otherwise,” he says.

Today, the Hickman Woods Family of Companies cares for its forests in ways many formal protection organizations do not quite grasp the depth of. For instance, when it comes to its Forest Stewardship Council certification, inspectors never fail to be amazed by the level of regeneration of the company’s trees.

“The way that the Hickman team manages our forest is different than the management for forest regeneration that is taught at the forestry schools. Our grandfather just figured it out by spending a lot of hours in the woods. That’s been a blessing,” says Jessica.

Red Oak, White Oak
As part of the company’s drive to combat hyper-consumerism in the design industry through sustainable, long-lasting hardwood flooring, it is making red oak increasingly popular. More affordable than its famous sibling, white oak, and yet every bit as beautiful and hard-wearing, the use of this richly hued oak is on an undeniable rise. And not a moment too soon, either, as red oak is readily available and brings superb wear and warmth to any space it is used in.

Ultimately, the only relevant difference between these two darlings of the design industry is that American white oak is highly prized for the typically sweeter vanilla flavors it adds to bourbon and even wine, leading to its export to wine-growing regions around the world as far afield as South Africa, where barrels made from this wood are used to achieve bolder flavor profiles in comparison to French barrels, which impart softer flavors.

As a result, the high demand of these industries significantly adds to the price of white oak, leading consumers to (mistakenly) believe that it is somehow of a higher quality than red oak. Nothing could be further from the truth when it comes to flooring, however. While many still conjure up mental pictures of 1980s and 1990s-style red oak floors, designers in the know are opting for the company’s Rift & Quarter Sawn and Live Sawn cuts, which deliver much more current styles, great widths, and long length flooring options at a tremendous value compared to the white oak prices.

By educating designers with in-person tours through its timberlands to help them understand what an effect specifying red oak over white has on overall forest health, the company is leading a slow yet certain shift in flooring trends. However, while sales are growing consistently, the trade is not without its challenges.

Community against fire
The ever-present danger of fire became a reality at the company’s sawmill on September 28 this year. Despite the damage wrought, its kilns and the rest of its outfit remained untouched, allowing Hickman Woods to continue business as usual while having its lumber processed a few miles away at another sawmill with the assistance of its team.

Without the support of others in the industry, however, this transition from destruction to flow would not have been so straightforward. “People in this industry are so nice. Everybody understands where you’re coming from,” says Jake, sharing the family’s gratitude for the kind and selfless assistance they have received from neighbors and allies in the trade.

Doing its fair share for local community organizations, including the volunteer fire department, Hickman Woods Family of Companies is all about family—just like its name suggests. And that includes its staff. With its legacy of endurance, tenacity, and an authentic sense of stewardship toward nature and the broader industry, the company’s steady growth will no doubt continue for years to come. Like a fabled redwood, this family business continues evolving while growing tall and strong.

The post Meet the Family That Puts the Hard Work Into Fine Hardwoods<p class="company">Hickman Woods Family of Companies</p> appeared first on Construction In Focus.

Based in Richmond, British Columbia, at a 26-acre facility overlooking the Fraser River, which links it with one of the planet’s richest evergreen forests, the company’s mill processes around 500,000 cubic metres of wood, producing in the region of 225 million square feet of 3/8” various types of sheeting and panels annually.

While some sawmills may slow down operations during slump periods, Richply^®, thanks to its over 50 percent employee ownership, is always up and running. “Our distributors buy from us because they know it’s quality; they know they don’t have to question it. Coming from Richply®, they know it’s a superior product,” says Bhavjit Thandi, Chief Financial Officer.

Thandi joined the company in 2021, hitting the ground running. His hard work was worth the effort, as the young executive received a Canadian Forest Industry’s Top 20 under 40 Award in 2023, preceded by North American Woodworking Network Top 40 under 40 in 2022. The achievement is one he shares with the rest of the Richply® team as it takes so many people to run the cogs of this great company. Indeed, its tradition of teamwork has led the operation to success and will surely continue to do so for years to come.

With its impressively low turnover, customers benefit from the company’s wealth of collective knowledge. Its staff also enjoy thorough in-house training, keeping their skills relevant and the company’s systems sleek. As such, Richply^® also puts a strong emphasis on community wellness, always working with integrity and its people’s safety top of mind.

At Richply^®, remaining competitive means staying in stride with the latest technology while becoming increasingly more ecologically sustainable. To this end—and creating 14 more jobs in the process—the company recently received a $2.3 million grant from the British Columbia government as part of the Manufacturing Jobs Fund program, alongside a $6.7 million grant from Natural Resources Canada under the Investments in Forest Industry Transformation (IFIT) program. These grants form part of a $18.7 million improvement project that will see the further implementation of artificial intelligence (AI) tools and other next-generation machinery that promise to lead the company into a bright new future.

These upgrades were crucial to the company’s relevance in the international market, and therefore, its longevity. Within the context of British Columbia’s strict legislation around forestry, growth management, and fiber processing, investing in high-end equipment capable of extracting as much value from valuable resources as possible is making all the difference.

As part of its commitment to sustainability, the company adheres to Forest Stewardship Council (FSC) and Programme for the Endorsement of Forest Certification (PEFC) certifications. In addition, there is international legislation in play, such as the European Union Timber Regulation (EUTR) and the United States Lacey Act, which ensure that wood sold on the global market is harvested and processed sustainably and to exacting specifications.

“We have a lot of laws and regulations that we abide by compared to some of the cheaper producers in the world where they have no ethical regulations,” Thandi says, highlighting the effects of indiscriminate harvesting, a practice Richply^® considers best avoided. As Canada does not tax wood imports like the United States does, its lumber industry is largely at the mercy of Canadian buyers—companies that choose to do the right thing by supporting local industry over unregulated and uncertified imports.

Now, engaging in responsible practices combined with artificial intelligence allows the company to achieve more with lower volumes of wood. In addition, Richply^® is strategizing to overcome challenges posed by local legislation curtailing the felling of old trees. As these old-growth trees render the best fiber, coming up with viable solutions is paramount to maintaining outstanding quality and continued high-volume output. Thanks to its large recent investments, however, implementing ever-evolving solutions is underway. By improving its use of second-growth fiber through better engineering, smarter planning, avoiding waste, and implementing more sophisticated equipment, the Richply® team is confident of its future.

To be sure, the company has always been known for being forward-thinking. As such, it implemented biomass-powered steam boilers before doing so was rewarded or sustainability became a trend. Furthermore, Richply^® introduced an energy-efficient backup boiler just last year. This grand occasion was marked by a visit from former British Columbia Minister of Forests, the Honourable Bruce Ralston, who inaugurated the machine and performed the ribbon-cutting. Ralston was accompanied by Assistant Deputy Minister Sarah Fraser and joined by members of the legislative assembly Henry Yao and Aman Singh.

The result of using biomass-fueled boilers is that they enable the company to use the entire mass of all its lumber, sending much of the appropriate sundry chips to paper mills, therefore producing no wood waste whatsoever. Thandi highlights that it is a common misconception among members of the public that facilities like Richply^®’s clear-cut trees, when in fact the opposite is true. Here, strict forest management principles reign, for the simple reason that unmanaged forests do not render the yields the company needs to exist, to say nothing of the ecological imperative.

Indeed, Richply^® has a proud history of this sort of future planning. It also has its roots in a vision of excellence. Established in 1956 by 300 brave individuals who each invested large sums in the company, they bought the land the company sits on today, rolled up their sleeves, and set to work. Today, as shareholders retire, they can sell their shares back into the business. “The reason the company is buying back shares is because it is implementing machinery and artificial intelligence,” Thandi explains.

In the process, staff in manual roles who are being “replaced” by machines are in fact promoted to better positions. Shareholders also enjoy various benefits like profit sharing, a good income, pension plans, and more. Richply^® also has a notable social mandate. While supporting First Nations people and businesses, it also supports visible minority groups by providing opportunities for a better future to those who may otherwise have struggled to set themselves up in the local economy.

Of course, running a company with so many stakeholders takes careful planning. Thus, there is an annual election of a board of seven directors working in non-manual labor positions, which is reported to by the company president and in turn reports to the shareholders. This election is followed by the election of a vice president and a chairperson. This group of leaders is supported by an executive team, which includes the chief financial officer, manager of log supply, and the general manager as well as a vice president of sales and marketing, who all report to the company president.

Richply^®‘s remarkable success story continues to turn heads. The company has been nominated for two prestigious accolades: Softwood Plywood Manufacturing Company of the Year in Canada 2025 and a spot on Business in Vancouver’s 2024 list of British Columbia’s largest forestry companies. We’re excited to see what the future holds and are certainly cheering for its well-deserved recognition. “We have a good thing going here. We’re winning awards,” Thandi says proudly.

With so much going well for this wood giant, it is clear that whatever challenges arise in the future will be overcome with the company’s signature sense of courage and pragmatism. Considering the decades of hard work that mark its character today, Richply^® is certainly set to become one of Canada’s most outstanding legacy companies in years to come.

The post A World-Renowned Premium Plywood Supplier<p class="company">Richmond Plywood </p> appeared first on Construction In Focus.

Northwood specializes in designing and producing meticulously crafted steel and wood furniture, millwork, and architectural casework for both homes and businesses. From custom banquettes to podiums, and from planter boxes to bench seating, the company offers both standard and tailored designs for offices, meeting spaces, and architectural spaces, embracing variation and challenges while delivering unique furniture solutions.

“Acquiring some machinery”
“I had some contacts in Taiwan and began manufacturing office chairs there,” explains President Mike Hayes, who founded the company in 1980. “We imported the frames, then handled upholstery, assembly, and shipping from here. I did that for about two years, and realized that to branch out and grow the company, we needed to acquire some machinery.”

This led to a move to a larger space, where the company began manufacturing its own products. Northwood remained focused on seating for about five years before diversifying into conference tables and, later, a broad range of desk and office furniture.

“At that time, we were entirely product-focused,” Hayes adds, with printed catalogs and showrooms in Chicago and New York. “Office furniture is very cyclical,” he continues. “It thrives in good years, but a slight dip in the economy can stall everything. We went through a couple of those iterations with the biggest road bump we’ve ever hit being the dot-com collapse in 2003/2004. The market, especially on the West Coast, nearly collapsed. Everything stopped for over a year, and it was incredibly hard to break even.”

Northwood, Hayes explains, is capital-intensive, with long-term leases and employees who are trained for years. “When things go bad, you can’t just close up shop. It’s been a rollercoaster, especially in office furniture, which has that tendency to go up and down a little more aggressively than other industries.”

Moving into custom design
After the dot-com collapse, Northwood found itself overwhelmed by an influx of standard products coming from offshore. Hayes tells us that the company didn’t initially realize it could excel in custom furniture, but “we got lucky by hiring talented designers and engineers. We couldn’t offer the standard products at price points that could compete with offshore options, so custom furniture became our niche,” he shares.

While the timing of Northwood’s evolution was serendipitous, Hayes points to Google’s rapid growth as a pivotal turning point.

“We caught that wave,” he says. “In those early days, Google was expanding rapidly, buying up lots in Mountain View, building by building. We were doing one building a month for them.”

One Workplace, based in Santa Clara, has overseen the expansion of Google’s numerous campuses, from local sites like Mountain View and Redwood City to out-of-state campuses in Austin, Atlanta, and Seattle. Each Google location is uniquely themed, avoiding standardization, and Northwood’s role was often focused on food service furnishings.

“We rode the Google wave for quite a few years,” says Hayes. “With the booming tech sector, we became a major supplier selling through dealerships,” says Hayes. “We had tremendous success with almost anybody you can think of with tech products, especially for tech companies in California.”

When venture capital surged in the Bay Area, Northwood continued to thrive, but the onset of the COVID-19 pandemic put everything on hold.

Working at home
“Coming out of COVID was extremely difficult,” Hayes reflects. “Offices didn’t open immediately, and companies like Google didn’t make a move for a year and a half. They’re just now coming out of their shell, and the rest of the industry was in a similar situation.”

While the last couple of years have been challenging, Northwood kept its customer base intact. The company branched out into millwork, taking on high-end restaurant, banking, and residential projects.

“Even though some of these projects are significant—over a million dollars in value—we’ve learned that this industry is very different from office furniture,” Hayes says. “It’s been a tough but valuable education. We’re seeing the office furniture industry come back strong,” he observes. “Now, our business is about 60 percent office furniture and 40 percent millwork.”

Hayes explains that in terms of capabilities, Northwood continues to excel in design, engineering, and execution, and in building a strong and talented team. “The biggest challenge is aligning with customer expectations on design and engineering details,” he tells us. “We’re really good at producing and delivering on time, and we can install if needed.”

Key projects
Working in wood, acrylic, plastic laminate, and quite a bit of steel fabrication, Northwood currently operates in a 56,000-square-foot facility, working with high-end clients like Google, Salesforce, the University of California, the Four Seasons, and Princeton University, to name a few.

A standout project was the Nvidia Corporation headquarters, which won Interior Design Magazine’s Best of Year Award in 2018. The interior space, noted for its geometric design and use of natural light, featured Northwood tables made from reclaimed urban forest materials like pecan, ash, white oak, and walnut, some of which were sourced directly from the project site.

“We’ve had a long partnership with Northwood,” says Sandi Jacobs, Vice President and Principal. “I recommended them to my client at the time, Nvidia. There were a number of choices, but Northwood had been my partner for decades.”

The pandemic forced Jacobs to close her own business, and this past March she and Hayes connected. “It’s been exciting because of Northwood’s reputation for quality and sustainability in its designs. We’ve been asked to work on LEED-certified projects. We have local manufacturing for any projects in California, which is wonderful, but we also have FSC capabilities,” she says.

Northwood also uses GREENGUARD-certified, low-emission finishes in an ongoing effort to protect the environment every step of the way. “We’re very conscientious about those areas,” Jacobs says. “We can provide the documentation those designers and dealerships whose clients are going after LEED certification need to prove their sustainability.”

Reclaim, recycle
Northwood also commits to working with reclaimed and recycled wood and is currently involved in a government project where it is taking down trees that the company will then fashion into furniture for the building.

“We’ve incorporated reclaimed wood into projects for Google and for the city of Sunnyvale,” Hayes adds. “It’s part of our ongoing commitment to sustainability.”

Of course, no business can be successful without a healthy, thriving company culture, which Jacobs describes as a major reason she joined the team.

“Northwood’s great company culture is one of the reasons I was excited to join because the culture has always been so important to me at my previous companies,” says Jacobs. “Something I noticed immediately is that most of the employees had been here for more than 10 years, and that says a lot about a company for me. Many employees have been here for 20 or 25 years. That speaks volumes about a company.”

The collaborative environment at Northwood also sets the company apart. “There’s no strict hierarchy,” Jacobs explains. “It’s all about working together. Failure is not an option, and we’re going to make it happen, solving industry problems and taking pride in our work.”

Hayes agrees, saying that pride in workmanship is key. “It’s fun—pushing boundaries with engineering and materials and doing things we’ve never done before. We’re constantly learning, and we make it happen.”

Collaboration with clients is also vital to Northwood’s success. “Although we ship our products all over the country, a lot of the dealerships are based here, so we encourage clients to come to the factory, to collaborate with us on designs, finishes, and engineering,” Hayes says. “When we help clients visualize what it is that they’re trying to accomplish, we’re confident we’ll get it right,” he says. “We’ve been doing this long enough to bring a lot of information to clients who may be struggling to design a unique boardroom or scenario. There’s not much we haven’t seen or can’t bring to the conversation.”

In this ever-changing industry, Northwood Design Partners exemplifies resilience, innovation, and dedication to excellence. From navigating economic shifts to embracing sustainable practices and fostering a culture of collaboration, the company has demonstrated an unwavering commitment to its core values. By pushing the boundaries of design and engineering, Northwood has solidified its reputation as a trusted partner for high-end, custom furniture and millwork. As it continues to evolve and adapt, Northwood remains poised to lead the way in creating thoughtful, sustainable solutions that stand the test of time.

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