The Merchant Sept 2015

SEPTEMBER 2015

The MERCHANT MagazineTHE VOICE OF THE WESTS LBM DEALERS & DISTRIBUTORS SINCE 1922

OSB & PANELS UPDATE MARKETING CEDAR & REDWOOD UMPQUA RECAP

4 The Merchant Magazine September 2015

September 2015 Volume 94 Number 3

The MERCHANT Magazine

OnlineBREAKING INDUSTRY NEWS, EVENT PHOTOS, & DIGITALEDITION OF THE MERCHANT

BUILDING-PRODUCTS.COM

Special Features8 ONE ON ONEWITH ELK CREEKS BRETT SLAUGHTER

12 FEATURE STORYBENEFITS OF THICKER OSB

13 TOP OSB PRODUCERS 201514 INDUSTRY TRENDS

INSIDE STRUCTURAL INSULATED PANELS

16 MARGIN BUILDERSMARKETING REAL CEDARS ROI

18 PRODUCT SPOTLIGHTDELIVERING THE REDWOOD MESSAGE

32 NAWLATHINKING AHEADATTRACTING NEW TALENT TO THELUMBER INDUSTRY

46 PHOTO RECAP: UMPQUA ANNUALUMPQUA VALLEY MILLS ENTERTAIN

50 PHOTO RECAP: OLD-TIMERS BBQREDWOOD REGION REUNION

52 PHOTO RECAP: WESTERN WOODSDISTRIBUTORS OPEN HOUSE/GOLF

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In Every Issue6 ACROSS THE BOARD

20 COMPETITIVE INTELLIGENCE22 OLSEN ON SALES24 EVANGELIST MARKETING36 MOVERS & SHAKERS38 FAMILY BUSINESS41 NEW PRODUCTS54 ASSOCIATION UPDATE56 CLASSIFIED MARKETPLACE56 IN MEMORIAM57 DATE BOOK57 ADVERTISERS INDEX58 FLASHBACK

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Building-Products.com September 2015 The Merchant Magazine 5

6 The Merchant Magazine September 2015 Building-Products.com

Dancing in the rainA FEW WEEKENDS AGO, I was home and didnt have a tonof plans. As with most of you, life seems to leave verylittle time for so-called happiness as we rush fromappointment and chore to kids events and responsibilities.

I was enjoying a Southern California summer afternoon,prepared for a relaxing day with the family, when fate orGlobal Warming brought about an unusual (at least for So.Cal.) downpour of rain. Before the skeptics begin speculat-ing about what we Californians call a downpour, I canassure you this one rivaled the best summer storms I haveexperienced anywhere in the world!

I immediately began thinking about what a drag thiswas! Wouldnt you know it? A rare day that we could haveenjoyed a picnic with the family or a swim in the pool, therain has to come and ruin it all! Although were in a multi-year drought, why couldnt it rain on a work day or when Iwas traveling? I was shaken out of this spiral of thought bymy 4-year-old laughing hysterically as she ran around thebackyard getting absolutely drenched, wearing her normalclothes, shoes and socks. While I thought, Olivia, what areyou doing getting your clothes drenched in this rain!, whatI saw left me speechless. It was the sight and sound of purehappiness!

We all spend a lot of time planning or waiting to behappy, dont we? We plan a career so that when we retire,we can be happy. We plan vacationsto some great locale to have a happytime with friends and family. We tellourselves, if we can just get overthat mountain, then well have agood time heading down the otherside. At this point, my daughterwould have been dryer had I justthrown her in the pooland yet, Imnot sure I have ever seen a sight thatwas pure, honest joy!

Ive spent a lot of the last yeartraveling the country, meeting manyof you and learning about our greatindustry. Ive seen the passion forwhat we do carry through genera-tions and survive many of thenations toughest times as I haveasked to hear the stories of whatbuilt these businesses and allowedthem to thrive. Ive found myselflooking back and smiling about thememories of the people that Iveplayed golf with, shared meals andstories with and recently even get-ting drenched myself on my firstriver jet boat experience! These arehappy memories that I will remem-ber forever because they were unex-

ACROSS the BoardBy Patrick Adams

pected, unplanned and real.Whether it is the coincidence of wisdom with age or a

year spending time with some of the most quality individu-als I have ever met, Im learning that you cant plan happi-ness. Rather, it finds you when you stop searching for it.This is not to say that life is perfect or without stress orchallenges; far from it! But, Im fortunate to have one ofthe best teams working with me to truly make a differenceand serve the people we care about. Im blessed to have thebest family any man could dream of who understands whenIm away from home and makes every minute weretogether a reminder that these are the best of times. Im sofortunate to work in an industry full of people who havewelcomed me, helped me, and already made me feel likethey are life-long friends.

So in that particular moment when my daughter laughedand said, Daddy, come dance in the rain with me!, I did-nt respond with that typical adult response. Instead, I ranout into the rain, jumped in puddles with her, and gotdrenched. My wife looked out the window, worried that Ihad truly lost my mind, but then laughed and came out andjoined us! Perhaps too much work or a mid-life crisis hasme losing my mind! Or, possibly, Im finally learning thatwhen we live in the happiness of the moment were in,even when the rain has ruined our plans, those are the true

happy moments that last a lifetime!Every day there will be countless

excuses for postponing our happi-ness. Many of us have serious chal-lenges that justify our worry. But,Ill bet that every day we can alsofind a good reason to be drenched inthe happiness of how our lives areblessed!

I hope all of you enjoyed a greatsummer and found good reasons todance in the rain! I am thankful forthe memories that have been madewith all of you so far and look for-ward to the next downpour we sharetogether!

When I was 5 years old, my mothertold me that happiness was the key tolife. When I went to school, they askedme what I wanted to be when I grew up.I wrote happy. They told me I didntunderstand the assignment, and I toldthem they didnt understand life.

~ John Lennon

Patrick S. AdamsPublisher/[email protected]


OnE On OneWith Brett Slaughter, Elk Creek Forest Products

Elk Creek sees hard work,integrity as keys to success

WHEN BRETT SLAUGHTER was ayoung boy, it was all aboutsports, fishing and hunting. As a kid,I didnt know there was much left inlife besides that, unaware that oneday he would be running a multi-mil-lion dollar forest products manufactur-er, he told Merchant Magazine pub-lisher Patrick Adams.

Having grown up in the lumberindustry and now worked in it for over20 years, theres no question thatSlaughter knows it well. About 14years ago, he founded Elk CreekForest Products, McMinnville, Or. Inthat time, the company has grown tonearly 60 employees and over $40million in annual sales. The companyships small batches of specialty beamsand timbers to New York, Hawaii andeverywhere in between.

After touring the Oregon mill, thetwo sat down to discuss the ambitionsbehind Elk Creek and its ongoing mis-sion to care for its people and provide

quality forest products with integrityand efficiency.

Growing up in a hunting family inOregon, Slaughter always looked upto his father and grandfather. This ulti-mately led to his strong background inthe industry.

My grandfather is where ourexperience with the wood productsindustry all started. He left the farm inOklahoma, came to Oregon in theearly 1940s, and started driving a logtruck. After driving for more than ayear, he got into the veneer businessand started working at a mill inJunction City making plywood.

Slaughters grandfather went on towork for Harold Jones veneer andplywood mill in Eugene, Or., and laterTrusJoist until his retirement, and hisfather eventually got involved as aworker and became a foreman at thesame mill as his grandfather. Hisfather went on to attend Oregon State

University, where he would meet hisfuture wife.

Using both his fathers and hisgrandfathers values as a foundationfor his business, Slaughter emphasizesjust how much his time with his eldersaffected him:

My grandfather and I did a lot ofhunting together. There was a connec-tion there. Communication was impor-tant to him. When he grew up, therewas a lot of black and white, a lot ofright and wrong. He made it simple.He showed me how to treat people.

Slaughter spent his early years inEugene as his fathers career in veneersales took off. When he was 14, hisfamily moved to the Portland area, achange that at first didnt sit easily fora young teen just about to start highschool.

It was the ultimate move for some-one of that age. I was playing ball, Ihad a lot of friends, and it was justbefore high school, but it certainlywasnt what I thought it was going tobe. You start to realize that instead oflosing friends, you make twice asmany and you have more perspective.You learn something new. You learnwhat to do and how to do it. It endedup being a very positive thing.

As Slaughter made his way throughschool, earning his bachelors degreefrom Western Orgeon State College,his father went on to work for CascadeForest Group and several years laterstarted Elk Creek Sales in 1996.

Meanwhile, Slaughter was climb-ing the ladder at Forest Grove Lumber(in the same McMinnville building inwhich his own business currentlyresides). He joined in 1995 and begantaking over as sales manager in 2000.

BRETT SLAUGHTER


Although grateful for having been theplace where he met his wife, Slaughterknew there were better opportunitiesfor him, and circumstances left himdesiring more from the industry.

After several conversations with hisconcerned yet gracious wife, Slaughtermoved into his dads basement andlaunched Elk Creek Forest Products in2001.

It wasnt until I left Forest Groveand began working with my dad, thatwe got into lumber and enough wherewe felt like we needed to take the Salestitle and focus on a more distribution-based title, and Elk Creek ForestProducts was founded.

I finally decided to do business myway, so I did. I had one phone, a faxmachine, relationships in the industry,and a wise father. I said, Okay, and Ijust jumped. On my second day, mydads secretary told me she had neverseen anyone make as many phonecalls in a two-day period as I had.

I met a lot of people, many ofwhom I knew would not remember me.I just wanted them to know that Imhere to work for them.

Slowly but surely orders startedcoming in and by borrowing forkliftsand working closely with other millsin the early days, and doing thingsmost others wouldnt or couldnt do,Slaughter was able to build up hiscompany.

He explained it was definitelygoing to be a journey, but he had a lotof people in the industry who werewilling to help him. But with everyjourney, comes mountains to climb.

I sold most of my wood from mycell phone in the car or the forklift.Honestly, if cell phones didnt exist, Idont know how I would have done it.

Then we quickly got into wherewe couldnt pay everyone in 10 days.We were building so fast and I couldpay them in 15 or 20 days, but I need-ed more loads. I had it all sold, butpeople would ask why I couldnt paythem. So I told them the truth: that mymoney was spread out all over theplace and I hadnt collected it all yet.Turns out the people who believed inme are my biggest vendors today.Hopefully their risk was theirreward.

Like most business ventures, itwasnt always a walk in the park. Thecompany faced challenges in 2007.

My father and I are go-getters.We have a very competitive blood line.

In 2007, I was working closely withmy dad and we were growing at apace that was demanding cash forinventory faster then we could collectit. The success was almost killing us.

My dad kept on doing his veneer,but then in the industry, there wasmore opportunity for lumber and morevariability, and when the downturn hitthe veneers, he was no longer able tocarry on what hed been doing formany, many years. But he is very opti-mistic and could always pull throughwith a good idea.

Having strong work ethic in hisblood, he pressed forward and today,Slaughters father works with AtlasTrading and runs a plywood plant inWashington. The two still work close-ly together.

His path was quite different thanmy grandfather, who had a plannedretirement. My dad is still workingseven days a week. Hes healthy, andhas a drive and a passion for what hedoes.

Watching his fathers and grandfa-thers journeys set a base forSlaughters view on the industry andthe future of Elk Creek.

I very much learn by example. Iwant to follow those I respect. I findmyself being a teacher that way withmy children, and the most importantthing is giving your children confi-dence and an opportunity to succeed.

In 2007 Elk Creek partnered withnow parent company Idaho Pacific.Timing was on Slaughters side as the

Great Recession was just around thecorner.

They became someone who couldquickly take care of many of our chal-lenges and provide a line of creditwhere I was able to catch up and takean opportunity to move forward.

The timing was a gift, and asmuch as I would love to have my owncompany in the sense of owning it all,I would never put my reputation orthose Im working with in harms way,and Idaho Pacific has providedstrength and wisdom for our growth.

Today, the company is thriving,overcoming industry obstacles andfinding new ways to improve intodays challenging economy. What isthe most important thing to Slaughter?His people.

You start to realize what youreactually capable of and what you real-ly care about. This whole thing meansa lot to me because I see the blessingsI was given. Its more about the peo-ple than the dollars. I would ratherhave the integrity and truth, and work-ing with people who understand excel-lence is far more important thanwhere I live or what I drive. If thisseems like the right thing to do, letsdo it. I feel the responsibility for notonly the worker but their family andtheir needs.

At Elk Creek we have the cultureknowing that we work out of respect,not fear. If someone wants to leave mycompany for a higher pay, I will bestraight with them. I really think its

FROM THE BOTTOM UP: Having started the company in his fathers basement with nothing but aphone and a fax machine, Slaughter pushed forward to build a successful forest products company.


important to tell your employeesexactly what you can do for them andto be honest.

Weve moved our company fourtimes in 14 years and not one personhas left because they have to drive anextra half hour. Thats how I gauge alot of our success. Our employees arehappy and they know they are not justa number. We always figure out a wayto make it work and that doesnt hap-pen if you dont have teamwork.

Although Elk Creek is fruitful, pro-ducing quality forest products,Slaughter still faces challenges, likemost successful companies will find.

In the majority of the meetingsthat we have, it gets very complicatedwith our data, our network, and sys-tem. All of our arrangements andmanufacturing tasks, it gets very com-plicated, but we have a choice. Wecould over-complicate it or we coulduse common sense every time we getsomething thats not yet built into acomplete process. One thing Ivenoticed in this industry is that no twodays are the same. Youve got to beable to take a common sense approachin every aspect.

Recalling the memories of beingaround his fathers veneer mill,Slaughter remembers playing aroundwith the wood, counting inventory,and summers at workmemories thathis father experienced with his grand-father, and moments his own boysnow get to experience, as his eldestwas seen working and learning the

trade during the mill tour. Slaughter recognizes that in those

early years, a foundation was beinglaid out for him, particularly in themoments he witnessed his grandfa-thers love for the industry and hisfamily, from leaving retirement tohelp turn a failing company into amulti-million dollar business, to run-ning two operations in Eugene, and tohaving a real connection with everyworker.

He heard how his grandfatherwould leave the first shift to drivehours home just to spend 20 minuteshaving dinner with his family and puthis kids to bed, then drive back to themill to make sure the night shift gotstarted okay. This was a work ethicthat was passed on to Slaughter andhis father, as Slaughter found himselfmaking sacrifices for his own familyyears later.

Even though I was the one outthere and not getting sleep, it wasreally a team effort and the team startswith my wife. Its having the supportof people who believe in you thatkeeps you going. The sacrifice that shemakes is equal to mine. None of thishas the qualification of success if youcant maintain the most important ofrelationships. And that was somethingthat I learned from both my grandfa-ther and father.

Despite his grandfathers passingseven years ago, Slaughter holds hismemories close, and the morals helearned even closer.

GIVING OPPORTUNITY: Much like his father and grandfather, Slaughter makes it a point to give opportunities for family to be involved if their interestsand skill allow. On the left, his eldest son (in black) is seen assisting lumber workers at the mill.

Ive never met a harder-workingperson. And it didnt matter whether itwas making plywood, or giving breaksto the workers outside by the hour,during hunting when we had just onemore hill to climb, whatever it was, hehad that attribute that I wish we hadmore of everywhere.

There was a deposit there thatfailure wasnt an option. He empow-ered people. He was never in it for themoney, it was for the success of doingit the right way and treating peoplethe right way.

Using this as an anchor for hisbusiness values today, when askedwhat he thinks his grandfathers lega-cy would be, Slaughter simply says,Relationships.

And what will his legacy be?

I hope to take all the things Ivelearned, look out years down the road,and see that I have people in placewho have a positive mindset. Focus onthe positive, on what you can do andwhats next. I want to pass on a mind-set of pursuing what you do because ofthe love and passion you have for thetrade. Always do whats right.

Human nature will pay you backand sometimes indirectly, sometimesthey are not immediate returns, andsometimes there will even be setbacks,but Im hoping Ive trained a team ofpeople with passion who understandwhat excellence is all about and howto get there. Its about the people, notthe paycheck. Were all family, and weall need to look after each other.


FEATURE StoryBy Jody Dedmon, Weyerhaeuser Distribution

WHEN IT COMES to selecting a thickness of OSB panelsfor floors, walls and roofs, most builders follow thebuilding code.

But savvy dealers know that, for certain conditions, a

Upgrade OSB thicknessto enhance performance

small bump in thickness can help customers constructmore comfortable, durable homes.

Here are two applications where panel upgrades canmake a significant impact on performance.

THICKER OSB subflooring increases stiffness, reduces deflection, and minimizes pops and squeaks in wood flooring.


Energy-Efficient Floor SystemsFor decades, 23/32 has been the most commonly used

thickness of OSB subflooring. But a simple switch to 7/8panels offers several advantages for accommodating ahomes energy efficiency and for ensuring the performanceof finish materials and the overall feel of the floor.

As an increasing number of builders move HVAC duct-work into conditioned space to improve energy efficiency(either as a competitive advantage or to meet energy coderequirements), the prevalence of wider on-center joistspacings has also grown.

Wider spacing, however, may lead to noticeable move-ment underfoot. Upgrading to 7/8 OSB subfloor can helpensure performance of finished floors such as tile and hard-wood while also contributing to a more stable feel. Thethicker OSB also offers at least 20% improvement in nailretention.

Although 23/32 panels are span-rated for floor systemsspaced at 24 O.C., the National Wood FlooringAssociation (NWFA) suggests a thicker subfloor is neces-sary to reduce deflection of the subfloor and minimizepops and squeaks in the wood flooring. NWFA recom-mends a 7/8 panel for joists at 24 O.C.

Similarly, tile requires sufficient stiffness. APATheEngineered Wood Associations publication TechnicalTopics: Ceramic Tile Over Wood Structural Panel Floors,provides guidelines for two-layer wood residential tileassemblies; a single layer of 7/8 OSB satisfies the recom-mended capacity for those two-layer wood assembliesacross typical joist on-center spacing.

Further, compared to a 23/32 panel, 7/8 OSB is morethan twice as stiff and produces less than half the expectedsubfloor curvature between joists, which can help preventtile and grout cracking.

Even for resilient and carpet floors, a thicker subfloorwill feel more solid underfoot, while providing additionalsound dampening for multifamily applications and reduc-ing potential damage from drywall carts during construc-tion.

Roofing Under Heavy Snow LoadsIn most areas of the country, 7/16- to 15/32-thick

OSB panels are sufficient for meeting code requirementsfor roof systems. However, in cold climates, going abovecode can help increase the performance and life span of theroof system.

Snow and ice accumulation put downward force on abuildings roof, and catastrophic failures happen when theload exceeds the weight it was designed to carry.Upgrading to 5/8 OSB panels, as part of a properlyinstalled roofing system, can help handle the weight of thewinter elements. The panels are thicker for added bendingstrength and are denser than commodity sheathing; in addi-tion, panels with tongue-and-groove edges provide formore efficient distribution of heavy loads.

Both panel upgrade options provide the same function-ality as traditional code-compliant panels, so the changefor contractors is minimal. In return, builders are craftingstructures more likely to satisfy homeowners, with morecomfortable steps underfoot and greater peace of mindoverhead.

Jody Dedmon is OSB market development manager forWeyerhaeuser Distribution, Charlotte, N.C. Reach him [email protected].

OSB North America 2015 Nine companies combined to produce an estimated $18

billion sq. ft. of OSB last year in North America, led by LP. In2015, there will be a new leader.

Earlier this year, Norbord, Toronto, Ont., acquiredAinsworth, Vancouver, B.C., making it the largest producerof OSB in North America. Norbord now has 17 OSB plantswith a combined annual capacity of 7.7 billion sq. ft. (15 ofthem in North America, with a capacity of about 7.1 billionsq. ft.).

Last year, Norbords OSB mills all operated at full capaci-tyexcept for shuttered plants in Huguley, Al., and Val-dOr,P.Q., although Huguley continues to be maintained andrefurbished for eventual restart. At the end of the year, thewood-handling end at its Joanna, S.C., mill was rebuilt,increasing capacity by another 150 million sq. ft.

Louisiana-Pacific, Nashville, Tn., has 11 OSBplants in the U.S. and Canada (10 operating), plus one inBrazil and two in Chile, with total capacity approaching 6 bil-lion sq. ft..

Last year, LPs North American mills produced 4.3 billionsq. ft. of OSB, up 7% from 2013.

LP also just announced it is adding a FlameBlock Fire-Rated OSB Sheathing line at its Clarke County, Al., facility.

Georgia-Pacific, Atlanta, Ga., has a combined annu-al capacity of more than 5 billion sq. ft. at its nine OSBplantsbut for the last several years, only six of the millshave been operating, pushing companywide capacity below4 billion sq. ft.

Weyerhaeuser, Federal Way, Wa., held steady inproduction at its six OSB mills in North America. The facili-ties, with a combined capacity of 3 billion sq. ft., marginallyincreased output to 2.788 billion sq. ft. in 2014, from 2013s2.772 billion sq. ft.

Huber Engineered Wood, Charlotte, N.C., ownsfive OSB mills, with a combined annual capacity of 2.1 bil-lion sq. ft., but since 2011 has been running just four mills.

Earlier this year, Huber rolled out its new ZIP Systemstretch tape, for installing OSB sheathing.

Tolko, Vernon B.C., last year operated two of its threeOSB millsMeadow Lake, Sask., and its Athabasca Mill inSlave Lake, Alb., which together boast capacity of 1.5 billionsq. ft. a year.

Its third, in High Prairie, Alb., has been idle since 2007.Since 2012, Tolko has been using the facility as a regionaltraining center.

RoyOMartin, Alexandria, La., currently operates oneOSB millan 850-million-sq.-ft.-a-year facility in Alexandria,La.but recently broke ground for a second in Corrigan, Tx.The $280-million plant is expected to start up by fall 2017.

Arbec Forest Products, St. Leonard, P.Q., ownstwo OSB millsa former Tembec facility in Qubec and aformer Weyerhaeuser facility in New Brunswickwith acombined annual capacity of 700 million sq. ft.

Langboards Quitman, Ga., OSB mill can produce upto 440 million sq. ft. per year.


Structural insulatedpanels help buildersmeet tough energy codes

THE VAST MAJORITY of builders in the U.S. now facedemanding energy codes. As of May 2015, 39 stateshave adopted codes equivalent to or more energy efficientthan the 2009 International Energy Conservation Code(IECC). Those 39 states account for 89% of the countryspopulation, and include the top 5 most populous statesCalifornia, Texas, Florida, New York, and Illinois.

As an LBM dealer, your builder customers are alwayslooking for ways to meet the tough requirements of ever-stricter energy codes. Among their challenges are how tobetter seal the building envelope against air leaks and pro-vide continuous insulation. Californias Title 24 BuildingEnergy Efficiency Program requirements, which are likelyto find their way into other state codes in the coming years,specifically require: all joints, penetrations and otheropenings in the building envelope that are potential sourcesof air leakage shall be caulked, gasketed, weatherstrippedor otherwise sealed to limit infiltration and exfiltration.

The IECC likewise sets tough standards against air leak-age. As of the 2012 IECC, builders must demonstrate codecompliance with a blower door test that achieves three tofive air changes per hour at 50 Pascals of pressure (ACH-50), depending on the jurisdiction.

InDUSTRY TrendsBy Joe Pasma, Insulfoam

Energy codes focus on creating an airtight envelope asair leakage accounts for up to 40% of a homes energy loadaccording to the National Association of Home Builders.

Meeting these code requirements with traditional build-ing methods like stick framing requires builders to under-take heroic measures to search out and seal all gaps usingcaulks, expanding foams, and other sealants. Since homes,apartments and other light construction have hundreds ofinterfaces between framing members, this is no small feat.

Airtight Building Envelope Made SimpleWhen builders ask your sales staff for ideas on better

sealing the envelope, one of the best recommendations theycan make is to use inherently airtight systems like structuralinsulated panels (SIPs) or insulated concrete forms (ICFs).

WITH CONTINUOUS insulation and the ability to create an airtight build-ing envelope, SIPs help builders meet the requirements of the nationsever-tougher energy codes.

(Photo by Scott Homes)

SIPS HAVE far fewer gaps to seal than other framing methods.(Photo by Premier SIPS)


Testing by the U.S. Department of Energy (DOE) showsthat SIP construction is about 15 times more airtight thanstick framing. DOEs Oak Ridge National Laboratory(ORNL) found that the air leakage in a SIP structure wasonly 8 cu. ft. per minute at 50 Pascals compared to 121 cu.ft. per minute for a stick-framed building.

One reason for the superior airtightness is SIPs arrive atthe jobsite in large, ready-to-install sections. Imagine ahome with a 20-ft. wall section. With conventional stickframing, there would be 15 vertical cavities needing insula-tion along that wall (assuming 16-in. O.C. spacing of studs).With fiberglass insulation, those cavities have hard-to-sealgaps along the right and left side of each batt. Yet one 20-ft.-long by 8-ft.-tall SIP could comprise that entire wall,with gaps to be sealed limited to the panel ends, top andbottom. Another reason that SIPs are so airtight is becausethe connections are sealed with mastic. Each joint has mul-tiple beads of mastic that work to stop the movement of airthrough the panel joints.

But, does SIPs airtightness in lab tests hold up in thereal world? Yes. In one powerful indication of this amongthousands of SIP homes built throughout the U.S.,Californias Clarum homes built a 3,300-sq. ft., single-storyhome at a mid-price range using SIP walls and roof, thatwas rated at 0.2 ACH-50. Thats up to 25 times more air-tight than the IECC 2012 requirements, surpassing even thePassive House standard of 0.6 ACH-50.

Outstanding Insulation PerformanceIn addition to their ability to create a tight building enve-

lope, SIPs also offer superior thermal resistance to other

structural and insulation assemblies. For example, ORNLtested the whole-wall R-values of SIPs and stick framing,taking into account thermal bridging through structuralmembers. The SIP wall built with 3.5-inch thick foam corehad a dramatically higher R-value of 14.09 compared to9.58 R-value for a 2x4 stud wall at 16 inches O.C. and fiber-glass insulationthats 47% better thermal resistance forthe SIP. A key reason SIPs far outperform stick framing isthat SIPs offer continuous insulation across their height,width and depth and have far fewer thermal bridges.

Whats In It for Dealers?SIPs offer builders many advantages, but dealers may

wonder about losing out on sales of insulation and sealants.Yet, its important to remember the value LBM pros pro-vide. When Amazon.com announced it would sell buildingproducts, many LBM dealers feared they would suffer thesame fate as book publishers by being under-cut on price.But, savvy dealers realized that while Amazon might beable to sell builders cases of caulk cheaply, it will never beable to compete with their building expertise.

So, when a builder expresses frustration about the chal-lenges with meeting ever tighter building codes, you can tryto double down by selling him more sealants, or set your-self apart with real solutions such as providing insights onSIPs and other advanced building methods, which helpsbuild loyalty over online sellers.

Joe Pasma, PE, is the technical manager for Premier SIPsby Insulfoam, a division of Carlisle Construction Materials. Hecan be reached at [email protected].

BUILDER STAGES SIPs at a jobsite for rapid installation. (Photo by Premier SIPS)


The real value of real cedarMarketing woods ROITODAYS REPAIR and remodeling market is bursting at theseams with composite and synthetic products for decksand siding alike. These products are often advertised asbeing low maintenance, long-lasting, and, curiously, havingan appearance that mimics real wood.

While trying to sell one product by claiming it looks likeanother is a subject for a different article, it does raise aninteresting question: Are man-made products better thanthe real thing?

If you ask a realtor the answer is a resounding no. Inan article recently published by the National Association ofRealtors, natural materials like cedar add more curb appeal

and a higher resale value to a home than synthetics.Its a message the Western Red Cedar Lumber Associa-

tion is pleased to see, and theyre making the most of it aspart of their comprehensive U.S. marketing program.

WRCLA will be discussing elements of this program, inparticular stories from the trenches from their in-markettechnical experts, at this years NAWLA Traders MarketNov. 6 in Dallas, Tx. And the fact that WRC has a highreturn on investment is a message they were quick to add totheir program.

The value proposition for WRC has always been thespecies natural beauty, durability, and versatility, says

MARGIn BuildersBy Western Red Cedar Lumber Association

WOOD DECKS offer a significantly higher return on investment vs. alternative materials, according to a new study.(All photos courtesy WRCLA)


NEW APP supports retailers efforts in helpingconsumers plan and spec western red cedarprojects.

WRCLA managing director JackDraper. But with third-party studiesnow showing it helps resale value andeven has health benefits over syntheticmaterials, we obviously want to pro-mote that as those are pretty com-pelling reasons for a homeowner tobuy one product over another.

Based on information from theNARs 2015 Cost vs Value Reportand findings from the NationalAssociation of Home Builders, a videoinfographic was created highlightingthe different returns on investment ahome owner would see by adding awood deck versus a composite deck.Although costs vary by region, theresults were significantly higher forwood, with an average 81% ROI com-pared to 68% for composite. However,that figure climbs to over 100% forwood in some areas like the PacificNorthwest.

The video serves as a destinationsite for consumers seeking more infor-mation, and a print, PR and socialmedia campaign around the messageprovides directions and links to thevideo.

In addition to promoting WRC intraditional and new media, WRCLA isalso creating tools to facilitate the saleof cedar on the retail floor. One suchtool is the Real Cedar Retailer Appor DIY on the Flyand, given therapid growth of mobile use, its begin-ning to gain attention at the retail

and profiles are also featured in addi-tion to information on maintenanceand finishing. The app also has a geo-locator showing the Real Cedar retail-ers closest to your current location.

DIY on the Fly was made availableto retailers in May at WRCLAs AGMCedar Schoola two-day training ses-sion covering everything from manu-facturing to grading to installation.The app is now downloadable fromthe Apple Store and Google Play.

WRCLA has created a number ofunique and innovative programs to sellWRCs value proposition and make itmore accessible at the retail level.

level. According to Draper, 41% ofall visits to realcedar.com are nowfrom smartphones and tablets. Thatsup from 35% just a year ago. Ourtechnical reps were the first to fieldtest it, and they got a great responseand valuable insights from retailers.

In essence, the app serves as amobile technical resource that pro-vides support to the retailer and plan-ning and specifying information forthe consumer. The content is easilyaccessible and is broken out by appli-cations such as: siding and trim, deck-ing, timbers, and fencing and gates,among others. Grades, coverage tables


Delivering the redwood messageUp close and personal

IN MANY WAYS, promoting a great product like Californiaredwood is simple. Once an architect, builder or home-owner has the opportunity to see, touch and feel the possi-bilities only redwood can offer, the deal is done.

While it may seem easy, marketing is still a significantinvestment of time and money. That is why CRA hasgrown its marketing strategy over the past few years to helpthese important groups understand the benefits redwoodbrings to any project. Our work this year is a great exampleof how weve helped keep redwood visible and a viableproduct for consideration among all of them.

ArchitectsWe brought our redwood message to the American

Institute of Architects national convention earlier this year,

PRODUCT SpotlightBy Charlie Jourdain, California Redwood Association

showing the thousands of assembled architects and designprofessionals how redwood is a beautiful, perfectly applica-ble product to use in interior and exterior designs. It was aperfect connection to the conventions theme, Impact.

CRA also developed a continuing education coursethrough the AIA that focuses on the sustainable qualities ofredwood. This valuable information is even more usefulwhen comparing the qualities of a natural product like red-wood to composite and manufactured building productsthat claim to be environmentally friendly.

Focusing on the next generation of architects, CRA isproud to sponsor Cal Polys Solar Decathlon entry for thisyears national competition. This unique design competi-tion evaluates a handful of schools designs for net zeroenergy homesand were pleased to provide redwood thatwill be used as decking and siding on this structure. Plus,the hands-on experience will give these future design pro-fessionals the confidence they need to recommend redwoodfor their clients projects.

Building TradesLike architects, many builders and contractors are slow-

ly becoming more aware of redwoods availability in more

CALIFORNIA REDWOOD was on display at the recent AmericanInstitute of Architects show, and

SUNSET Magazines Sunset Celebration Weekend, as well as


markets across the country. So weve attended two tradeshows over the past year:

JLC Live Northwest allowed residential constructionprofessionals in the northwestern U.S. to learn the latestbuilding trends and see products up close. The experienceof touching and handling redwood communicates morethan any artfully-photographed brochure ever could.

Deck Expo, an event hosted by the North AmericanDeck and Railing Association for builders and remodelers,

proved to many how redwood is not only available today,but also a beautiful and cost-effective product that reallystands out among a forest of pretenders. We will deliverthat message again at the 2016 Builders Show.

ConsumersHomeowners are always seeking inspiration for improv-

ing their houses, and we love sharing ideas about the manyways you can work with redwood, so we carefully selecteda couple of events to support. Redwood was one of themany fine California products on display at this yearsSunset Celebration Weekend in Menlo Park, Ca., whereattendees sample many aspects of the California lifestyle,from carefully crafted culinary fare to conscientiously con-structed shelters.

The 2015 Street of Dreams event in Portland, Or., wasespecially meaningful, as the theme RediscoveringAmerica, emphasized reconnecting with originalAmerican products like redwood.

Having a presence among important influencers likethese is just one facet of any marketing strategy. Whatwere learning, though, as we have our conversations, helpsus continually fine-tune our message and strategy for futuremarketing endeavors.

Charlie Jourdain is president of the California RedwoodAssociation. Reach him at [email protected] or (888)CAL-REDWOOD. Founded in 1916, CRA is one of the oldesttrade associations in the lumber industry. From the very begin-ning, the associations primary mission has been to promote red-wood products and educate builders and consumers on the advan-tages of using redwood. To learn more about redwood, visitwww.calredwood.org.

2015 STREET of Dreams in Portland, Or.(All photos courtesy CRA)


Eureka!Dealer strikes gold by diversifying

COMPETITIVE IntelligenceBy Carla Waldemar

IS THERE GOLD in them-thar hills?Hard to say. But Jeff Pardinisgreat-grandfather headed west toNorthern California with high hopesin the gold-rush craze of the 1870s.He and his son, Jeffs grandfather, hitpay dirtnot with their pans, but withtheir lumber mills that planed timbersfor those mine shafts as well as thewater-conduit infrastructure forhydraulic mining.

By the 1950s, a panhandlers get-rich dreams had long evaporated, so

FAMILY TRUST: Top management, including (left to right) brother-in-law David Caddy and brothersKennan Pardini, Jeff Pardini, and Jason Pardini are constantly working to keep their 60-year-oldbusiness fresh.

the outfit changed its focus frommilling lumber to selling it, plusadding all those SKUs carried by amodern building center, which theycalled Hills Flat Lumber Co. (It stillsells gold-mining equipment, just incase.)

After a 30-year run, and bowed bythe deaths of his father and uncle,Jeffs dad decided to call it quits, andoffered to turn the operation over tothe next generation. Jeff grabbed atthe chance. Never mind that he was

only 17. I was interested, so I opened up a

lot of programs offered by our co-op.If youre not in a co-op, he declares,itd be tough to surviveI dont seehow. Creating programs with variousvendors on our own would have beenvery, very hard. So, in the 90s, I hadan efficiency group come in, look atthe business, and make recommenda-tions for the old store, 6,000 to 7,000sq. ft. on 1.5 acres. We did someremodeling.

Just as effective, Jeff launched anambitious advertising program, reach-ing 58,000 people. Right away, wesaw a 20% to 50% growth, hereports, convinced Youve gotta letpeople know youre there, anchoringGrass Valley, north of Sacramento.Other dealers look at what an adcosts and go Wow! Thatll never payoff!a huge mistake, he believes.I didnt concentrate on products;instead, I made the ads funny, like acomic stripbecause, realistically,you can get a saw blade for about thesame price anywhere. Youve got toremind people youre there.

So, at 17, Jeff was manning a suc-cessful business, making reliableamounts of money, like any otheryard$2 to $3 million a year. But Itook that business to $11 million onthose 1.5 acres, he said. Next up, Istarted a second store, in Colfax;closed the first store, then opened athirdmuch largerstore back inGrass Valley, the current flagship.

But, as all you dealers out thereknow so well, timing is everything.And in this casedisastrous. Weopened the new store a month after


smell the roasting turkeys for the staffs Thanksgiving andChristmas parties, as well as the cooking demos for cus-tomers (cookies, anyone?). Its just been fun! says Jeff.

So has the Carhartt line. Id questioned whether weeven wanted to get into clothing, he recalls, but we sell aton of it. Our [already sizeable] November sales doubled inDecember. The nursery has been expanded to 15,000 sq. ft.boasting a wonderful selection, plus oddball stuff.Decking (a huge display on the floor, which people canwalk on), paint and tools almost sell themselves, too.

I noticed the town was lacking in service for small-engine repair, so we added that, and now repair everything.We advertise that well have it fixed in under two weeks,not the usual two-months.

Theres also a deli (and a long line for the popularbreakfast burritos) and line of Hobie kayaks and paddle-boards (hey, this is California) to buy or rent. Hunting, fish-ing and camping equipment, too (plus licenses). And thosegold-mining pans. You never know.

Diversifying extends to the outfits customer base.Formerly a 70/30 mix of pro and retail (with special outsidesales force for its commercial/industrial division, servinglogging operations, hotels and schools), Jeff has evened theratio to 50/50not by losing anything on the contractorend, he emphasizes, but by pumping up the retail effortthroughonce againadvertising. We mention our low-price guarantee, even featuring Home Depots prices in ourads.

Why court the weekend warrior? As Jeff explains,Retail traffic shores up the business. Any yard losesmoney six months of the year, he claimsa huge valleyto dig out. But with retail, you have that coming in; itsmoothes it out. Even if you just break even, its a recipefor success.

And success, he underscores, is not secured by any onething. Its a culmination. Heres the way I look at it. Youcan offer three things: price, service and quality. So I decid-ed to put service first, make it the most important. Qualityis a close second, and price a close third: Thats the wayyou have to do it, hes convinced. Offer the highest quali-ty you can get, in stock. And people are smart enough tounderstand. As to customer service, were open, and wedeliver, seven days a week, 363 days a year. Im alwaysthere to help out.

So is the rest of the 150-strong team. They want to suc-ceed, to do a good job. I teach them, Smile. Eye contact.Greet. Share information. A thank you. And slow the no. Ifyou dont know, ask a second salesperson.

We try not to run out of product on the shelves; I hatethat! We have a corporate program, a formula, and we read-just it with every order. We have peo-ple in our stores who do nothing butcount inventory. And a weeklyWhole Patrol to make sure theresnot an empty peg. If a customer isturned away, thats a big deal: Howmany sales do you lose? Its hard toget them into the store, so iftheyre in here and we cantserve them, thats terrible.

Not gonna happen. Andthats the key to success.

Carla [email protected]

NORTHERN CALIFORNIAS Hills Flat Lumber, Grass Valley, has stayedstrong by tweaking its operations to better serve consumers, so that itsretail sales equal its pro sales.

9/11. People were scared stiff, and not parting withmoney. But they werent traveling, either, Jeff figuredand invoked a new advertising campaign, playing on patri-otic motifs: Cancelling that overseas vacation? Well, turnyour backyard into a vacation retreat. And make yourkitchen something you can enjoy every day. As he affirms,It worked.

The second Hills Flat store was going gangbusters, too.But it was a very small store, bursting at the seams, withonly 20 parking spots. So the question became, How canwe turn people around and get them quickly in and out?Quite a problem, he allows.

He solved it without adding a single inch to the foot-print. We had 20, 30 very skilled salespeople. We gotthem to walk customers through the entire project quickly,in and out the doorall while maintaining the best cus-tomer service ever. We went from 100 transactions a day to340, and a clear parking lot.

Another tough time led to another creative, Do it withwhat you have solution. In the slow-down of the 90s,instead of laying people off, we gave customers a largertarget to hit. We stayed open longer and spread our peoplethinner, instead of retracting, like a lot of yards. We decid-ed to look around and better track the marketeasier forthe Colfax location than Grass Valley, back where mygrandfather started. So in 2007, we set a yard up there,which did really well, considering the recession. It gave ushelp in opening the new Grass Valley store, too. In 2005,wed bought two lots on top of a mountaindrilled andblasted the top of the mountain off, flattened it, so nowinstead of 1.5 acres and 4,000 to 6,000 sq. ft, we have a six-acre yard with 30,500 sq. ft. But those ensuing five yearswere bad, he reminds us: Really not good, with the stockmarket falling. Lots of people lost yards. Instead, we decid-ed to diversify. Not only did we expand hours, we addedwhole new product lines.

And heres where our story really takes off, just as thestuff on the floor did. As antidote to the recession, HillsFlat filled 2,800 sq. ft. with kitchen appliances, includinga huge line of Italian ranges selling for $3-4,000 (our salesbecame the fifth-highest in the country) and Whirlpool(third-highest). We sell a ton of appliances, Jeff declares.And they work, too! In those kitchen vignettes, you can


current supplier, you and I will already have a relationship.You will already know the quality of my products and ser-vice. Its always good to have a back-up plan. Let me beyour back up plan.

Our goal is to get the customer to continue to take ourcall. People are protective of their ongoing relationships.We dont want to challenge them by saying we are better.We are not going to get married on the first date, so werelax and work on the future of our relationship.

The market is weak. Instead of trying to change acustomers mind, go with them on this objection.

Really, where do you see this bottoming out? (Itsamazing that customers are experts at telling us the marketis coming off, but not so expert at telling us when it willbottom out.) Many customers will say, I have no idea, butits probably going to zero.

Confidence is key. We want to act like we just sold 20on our last call and we are going to sell 20 on the next call.

How long can you wait before you have to buy? Manywill say, Im just going to buy partial loads out of distribu-tion. When our customers give us this reply, we ask,How much are you paying out of distribution? May sell-ers clam up on this objection. The idea is to understand thecustomers mindset. If they are not buying why force it?Keep the customer talking about their situation. In this waywe will learn what they are thinking. We cannot sell to anobscure target.

When this thing bottoms out, how much will you buy?When the customer gives us an idea, we babysit theirinventory on subsequent conversations. We will be doingthis with several (all) of our customers, so when the marketbounces we will close them all in a row.

The Hidden Objection. Sometimes customers arentbuying from us and are reluctant to tellus why. Saying, Pete, it feels likeits a relationship thing will oftencrack the safe. Ive seen customersreact with relief to this phrase. Whencustomers cant tell us why theyarent buying, this phrase willmake them feel understood.

Preparation is key. When weare calm and confident whileovercoming objections, we willsell more.

OLSEn On SalesBy James Olsen

James OlsenReality Sales Training

(503) 544-3572 [email protected]

Overcoming objectionsAS SIMPLE AS it may seem, many sellers do not over-come objections. These sellers begin in a charmingway, but lose their conviction when the customer givesthem a reason they cant or wont buy. Objections are(almost) the same across all industries.

Most customers only have one objection. If we can over-come that objection, we are very close to an order. Ourapproach with customers should be confident without beingarrogant. The customer cannot push back if we are notpushing. Quiet confidence is attractive. We are all tuningforks. When we are relaxed, our customers will relax.

Below are the major objections we all face and somegreat answers to them.

Your price is too high. Simply, If we can work onthe price, can we put this together? Dont say, Where doI need to be? This makes the customer the boss and makesthem do all the work. Ask them to work on this issuetogether.

Another option is to say, Huh, weve been selling wellat this level, what are you thinking on price? This makesprice a discussion between partners. The fact that we areselling will also slow down the price grind.

I dont need any right now. Thats fine, Mr.Johnson. I am not looking to sell you anything right thisminute. What I am trying to do is to get to know moreabout you and your business to see if we are a good matchfor each other.

I am happy with my current supplier. This will bethe major objection we face when trying to open newaccounts. Most customers we call on will already be buyingfrom someone else! This is good. It means they do buywhat we sell.

I dont want to get in the way of your current relation-ships. Why dont we continue to talk? I can be your back-up supplier. That way if anything does happen with your


IF YOU WANT to grow your company quickly, you need tothink about it the right way. Youre not selling, yourehelping. Youre not imposing, youre providing great value.Ask your customers, theyll tell you.

Here are some additional revenue growth truisms: Marketing is the low-hanging fruit. If you want to grow

your business, there is nothing you can donot even salesmeetings!that will grow your company faster, easier andmore effectively than good marketing. Sales is one-on-one.Marketing is one-to-many. Marketing allows people toraise their hands, and volunteer themselves as being inter-ested in your work. Marketing feeds your salespeople.Marketing feeds your family.

Effective marketing requires the right mindset. You can-not out-market, out-sell or out-produce your mindset. If youthink youre selling products or services thats what youwill market. If, conversely, you believe you are improvinglives and growing businesses, that is what you will market.Since marketing is nothing more than a transference of per-ceptions (yours, onto your market), good marketing beginsbetween your ears.

Here, then, are the major mindset shifts required toimprove your marketing:

You dont sell products and services, you improve livesand companies. Theres such a massive difference betweenthese two beliefs that this shift can actually mean seven fig-ures in additional sales for most of you reading this. If youtell me you sell products or services, I think youre a com-modity, and Im bored. If, conversely, you tell me you canhelp me grow my business, and as a result I can achieve mydreams, you will have my undivided attention (and proba-bly some of my money, too).

Youre not imposing on prospects time, youre availingthem of your tremendous value. When you believe thatyoure in the business of improving lives and growing com-panies, you dont hesitate to pick up the phone to tell peo-ple about the great value theyre missing out on if theydont do business with you.

The effective mindset is I believe in my value and willshamelessly communicate it to clients and prospects.Unfortunately, too many think I dont want to bother myprospects. Heres the truth: You are doing prospects a dis-service by not informing them of how you can help them.You owe it to them! They deserve to know.

This next mindset shift is huge, with tremendous impli-cations for your companys success:

Effective revenue growers take action instead of over-thinking, over-planning, and under-executing. Want toknow the key to marketing more? Its marketing more. Thisis how easy it is. There is no secret or magic to growingyour business besides taking more action. Thats it.

If it seems overwhelming, and youre not sure what todo, let me list five activities here, none of which take morethan 15 minutes each. I find that 15 minutes per day is aterrific period of time for new action because its fast, non-threatening and difficult to avoid. Even you have 15 min-utes per day! So, tomorrow, first thing in the morning, sitdown and execute one of these marketing activities:

Call a customer. Ask them how they think, feel andtalk about your company. Youll be cementing your rela-tionship, identifying powerful marketing language, andpoking around potential opportunities.

Write a good email with powerful value and an entic-ing offer to a group of customers or prospects, and send it.

Call a local media member and offer to help them withthe topic that they cover.

Pick a page on your website and make it simpler andmore emotional.

Start a spreadsheet and start dumping everyone youveinteracted with over the past year into it. Then assign thetask to somebody else. Pass the spreadsheet around yourcompany. Build your lists! This is one of the most effectivemarketing tools at your disposal.

I can keep going, but these should get you through thefirst week. By then, hopefully youll think ofadditional 15-minute marketing activitiesyou can be implementing.

If you want to grow your business, mar-ket. If you want to market better, or more,believe in your value, and focus your mind(and your messaging) on how peopleare better off after working withyou, rather than on your productsand services. And, in the name ofall things revenue and growingbank accounts, take action!

Alex GoldfaynCEO, Evangelist

Marketing Institutewww.evangelistmktg.com

EVANGELIST MarketingBy Alex Goldfayn

The revenue mindset


Rugby Opens in DenverRugby Architectural Building

Products has opened a new distribu-tion center in Denver, Co., to serveColorado and southern Wyoming.

Rugby now operates 28 locations in20 states. For the last three years,Rugby has been a prominent distribu-tor of all Masonite products, so thenew location means for the first timeColorado will have access to Mason-ites complete line of exterior doors.

The DC also offers a range of non-structural architectural-grade building

products, including laminates, adhe-sives, hardware, solid surfacing, MDF,particleboard, melamine, hardwoodplywood, and wood veneers.

Roseburg Buying MDF PlantRoseburg Forest Products Co.,

Roseburg, Or., has agreed to purchaseSierraPines medium density fiber-board facility in Medford, Or.

The deal is expected to close in midto late September.

We look forward to the addition ofthe MDF product line to our portfo-

lio, said Roseburg CEO Allyn Ford.The Medite brand is well recognizedin the industry, and will be an excel-lent complement to our current offer-ing of composite products.

Capital Completes Utah Buy Capital Lumber, Phoenix, Az., has

finalized its purchase of JamesPlywood, Salt Lake City, Ut., and con-solidated operations at its own SaltLake City branch.

The branch has added particle-board, MDF and plywood to its prod-uct lines.

James Plywood served retail yardsand industrial accounts in Utah withspecialty plywood, particleboard,MDF and lumber products since 1989.

Mendo Mill Moving in WillitsEarly next year, Mendo Mill &

Lumber will replace its 40-year-oldhome center and lumberyard in Willits,Ca., with a new $3-million store.

Construction has begun on a new25,000-sq. ft. retail showroomtwoand a half times the size of its currenthome center, located 50 feet away.The current location will be leveled tobecome the new stores parking lot.

Branch manager Bob Doty said thenew location will allow for a largerselection of products and an improvedstore layout.

Washington Ace ExpandingSunnyside Ace Hardware, Sunny-

side, Wa., will be moving closer todowntown by the end of the year.

Owner Dennis Allen said they haveoutgrown thier current 20,000-sq. ft.space of the last 30 years. Their newdigs 45,000 sq. ft. will allow dramati-cally increasing inventory, whileimproving merchandising and cus-tomer flow.

The biggest increases in inventorywill be in the lumber & building sup-plies and lawn & garden; both depart-ments will double in size.

Pan American Buys MontanaFastener Distributor

Pan American Screw, Conover,N.C., has acquired Western BuildersSupply, Billings, Mt.

WBS joins Pan Americans threeother brandsDeerwood Fasteners,Sure Drive USA, and Co-Op Screw.

WBS CEO Rob Saunders will stayon during the transition. For the longterm, Dale Rife, current Pan AmericanVP-finance, will relocate to Montanato head WBS.


SUPPLIER BriefsRedBuilt LLC, Boise, Id., is adding an additional LVL

line at its plant in Stayton, Or., doubling capacity.

Bell Lumber & Pole Co., Minneapolis, Mn., has pur-chased 31 acres in Longview, Wa., to build a pole peelingplant.

The new facilitylocated halfway between its currentpeeling operations in Conway, Wa., and Lebanon, Or.willbreak ground later this year and open early next year.

Weyerhaeuser Distribution is now stocking a fullline of Fortress Railing Products at its distributioncenters in Stockton, Ca., and Phoenix, Az.

BlueLinxs Denver, Co., DC is now distributingDakTrim Premium SPF fascia, DakDeck Premium SelectSPF decking, and DakSiding Log Cabin Siding and Premiumpattern stock from Dakeryn Industries.

Intermountain Millwork Sales, Arvada, Co., is nowrepresenting Simpson Door Co., McCleary, Wa., inColorado, New Mexico, Utah and Wyoming.

ECi Software Solutions, Fort Worth, Tx., acquiredthe JumpTrack proof-of-delivery solution from JumpTechnologies. For the last eight years, ECi has been pro-viding JumpTrack to dealers using its DDMS and Red Falconsystems.

American Wood Council has redesigned website atwww.awc.org, making it mobile responsive.

Beacon Roofing Enters PacificNorthwest with Purchase of RSG

Beacon Roofing Supply, Peabody, Ma., has agreed toacquire Roofing Supply Group, a roofing products distrib-utor owned by investment firm Clayton, Dubilier & Rice,in a cash and stock transaction valued at approximately$1.1 billion.

RSG shareholders will receive approximately $286 mil-lion in cash and $291 million of Beacon common stock,and Beacon will refinance approximately $565 million ofRSGs debt. It is targeted to close on Oct. 1.

Based in Dallas, Tx., RSG distributes roofing suppliesand related materials from 83 locations across 24 states,including the Pacific Northwesta first for Beacon.

Former Simpson Mill Back on SaleInterfor has placed the former Simpson Lumber mill on

the Tacoma Tideflats up for sale, just five months afteracquiring the property.

The new owner shut down the facility May 22, after twomonths of struggling to make the relatively modern millprofitable amid falling lumber prices.

The mill was among four Simpson properties Interforpurchased for $94.7 million.

Built in 2000, the mill had been recently upgraded andhad an annual capacity of 400 million bd. ft.although itproduced less than half that total in 2014.

Advance Guard borate pressure treated lumber is recommended for sill plate, furring strips, joists, studs, roof trusses, blocking, rafters, beams, and other framing applications. Advance Guard is also recommended for fascia, trim, wall sheathing, roof sheathing, and sub-fl oors. Advance Guard borate pressure treated lumber is also backed by a lifetime limited warranty*.

FirePro brand fi re retardant treated wood is treated with a patented formulation that contains no phosphates and has been shown to exhibit exceptional fi re performance properties without compromising other critical engineering properties such as strength, durability, corrosivity, and hygroscopicity. FirePro treated wood is also backed by a 50 year limited warranty*.

Hi-bor brand treated wood is a borate treated wood product designed for interior house framing in Hawaii. Hi-bor treated wood resists attack by Formosan and subterranean termites and numerous household insects and pests, as well as fungal decay. Hi-bor borate treated wood is also backed by a 20 year limited warranty*.

* See product warranty for details. Hi-bor, FirePro and Advance Guard treated wood products are produced by independently owned and operated wood treating facilities. Hi-bor, FirePro and Advance Guard are registered trademarks of Koppers, Inc. 10/2014

Providing Customer Satisfaction in All We Do

At Royal Pacifi c youll pay no more, but get extra. We guarantee it.

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ONE OF THE BIGGEST challenges many business leadersare facing today involves recruiting and retainingnew talent. Our industry is no different. Most of our cur-rent workforce is comprised of Baby Boomers who areapproaching retirement within the next five to 10 years.

Because of this, succession planning has become acrucial priority for business owners and managers across

THINKING AheadBy Bethany Doss, Capital Lumber, and NAWLA Board Member

the board. This aging workforce has extensive knowledgeand experience, and we now have to capture and sharethe wisdom with our future generation of employeesageneration that can be somewhat difficult to access.

Challenges in RecruitmentThere are many reasons why the challenge of new tal-

ent recruitment, particularly among the Millennial gener-ation, exists in the lumber industry. Most of these revolvearound perception.

Oftentimes, we apologize for our industry not beingsexy or cool, but the fact is that this new generationof talent is not that different from any other. They want towork for a strong company with good benefits that pro-vides a clear path for growth and opportunity. This indus-try is about people and relationships; it is our responsibil-ity to sell this to any potential hire, not just theMillennials.

Younger candidates may believe that this is a sunsetindustry or one that isnt technologically advanced, mod-ern or environmentally friendly. And since some mills arebased in small towns, its also difficult to find local tal-ent. Its essential that we work to dispel these myths withour prospective workforce by highlighting the state-of-the-art technology of your facilities, promoting theadvantages of the town(s) your facilities are in, and talk-ing about the environmental benefits of woodits arenewable resource and can help tackle climate change.

Getting Their Foot in the DoorThrough Internships

One of the easiest ways to attract and retain new talentis through a company internship program. ThroughCapital Lumbers internship program, we place multipleinterns at each location. We have hired and retained sev-

Attracting new talentto the lumber industry


eral of those interns as full-fledged sales and productmanagers.

One of the biggest contributors to success in formingan internship program is getting buy-in from your currentemployees. Having someone market the program is key,but also having some of the more seasoned team mem-bers train and educate the interns is really where theknowledge flow happens. Mentorship is crucial. This alsocreates a buddy system for the intern, where they knowthey have someone available to ask questions and helpthem through daily activities and duties.

If youre planning to start an internship program torecruit new talent, make sure it is aligned with the localuniversities with whom you work. For example, mostbusiness schools will give credit to their interns if theyare assigned a project from the employer. Get to knowyour local universitys career services department andinterview them to see what they are looking for with theirinterns.

The greatest success weve had with Capital Lumberis our relationship with our local universities. They knowour company by name, and when a strong candidatecomes up, they know to call us first to see if we are inter-ested. These relationships may take some time to build,but are an important part of the process.

Additionally, with your program, there should be aformalized structure in place, which includes a 30- to 60-day onboarding and training schedule. Also, ensure the

intern has plenty of work to do that will give him or herhands-on experience and build a knowledge base.

Our internships are project-based, so the interns cango back to their classes with a tangible experience. We allremember being interns at one point, and the mostdepressing thing was that you were responsible for mak-ing coffee and making copiesnobody likes that. It isimportant to us that our interns have something they canput on a resume and are able to present a solution to aproblem we face every day.

Lastly, once you hire interns, treat them like newhires, not burdens. And always pay them.

Establish a Standard for SuccessOne of the biggest benefits of working in this industry

is, by far, the relationships. With a company that fosters aculture of innovation and growth, a new professional canflourish and make a difference in a short amount of time.The industry has a lot of educational organizations thatyour younger workforce should get involved in, andNAWLA specifically has created a lot of Next Genopportunities to network.

The more involved they are in the industry as a whole,the more likely they will want to stay with your organiza-tion. Encourage them to get involved in NAWLA 10Groups, and send them to training sessions, such asWood Basics where they not only learn the fundamentalsof the lumber industry, but they make lifelong friendsthey can connect with in the future.

One of the most important aspects of all this is tomake sure whoever leads your companys recruitingeffort believes in the process. You have to have a goodcheerleader promoting your company and sharing whyits the best place in the world to work.

Bethany Doss is business manager for Capital Lumber,Healdsburg, Ca., and a member of the North AmericanWholesale Lumber Associations board of directors.

A Special Series fromNorth AmericanWholesale Lumber Association

About NAWLANAWLA (North American Wholesale Lumber

Association) is the association that delivers unparal-leled access to relationships and resources thatimprove business strategy and performance throughsales growth, cost savings, and operational efficien-cies for wholesalers and manufacturers of forestproducts and other building materials that conductbusiness in North America.

Learn more about how NAWLA can help yourbusiness at www.nawla.org.

Tips for ExpandingYour Talent Pool

Talk to your local universities and colleges and attendtheir recruitment fairs to promote your job or internshipopportunities to their students. Target the schools thathave the programs related to those opportunities.

If possible, give presentations to specific classes inthose schools, outlining your business and discussing thebenefits of working there.

Use LinkedIn or other social media platforms to getthe word out about your company and engage with poten-tial candidates.

Do research on who you want to recruit, and reachout to them in the way they would like to be contacted.

Before recruiting for an internship program, have aset structure. Savvy interns will quickly notice if the pro-gram was not well-planned or poorly executed.


Lake Chelan Building Supply,Chelan, Wa., was among several busi-nesses destroyed Aug. 14 by wildfiresthat raged through the area.

The facility, a former ValleyTractor building which Lake Chelanmoved into in 2002, was a total loss.Operations at its original location inManson, Wa., continue uninterrupted.

WILDLFIRE SEASON kept helicopter brigades busy in the West, as blazes consumed hundreds ofthousands of acres of forestland, particularly in Oregon and Washington.

The so-called Reach Fire was oneof a number of blazes that eruptedafter multiple lightning strikes in theregion. It grew to over 60,000 acresand consumed as many as 75 struc-tures in its path.

Over the summer, wildfiresthroughout the West burned an esti-mated 800,000 acres in 10 states.

Design-It-Yourself Is the NewDIY, Survey Says

Although many homeowners arewilling to leave the installation to aprofessional, most want a say inchoosing the material used when reno-vating the exterior of their homes,according to Royal Building Pro-ducts new Outdoor Design Survey.

Among the findings: Using an online tool that instantly

allows homeowners to virtually seehow their home might look with vari-ous colors or accents would give amajority more confidence in theirdecisions when selecting products(60%) or communicating the look theywant to professionals (52%).

About 39% worry that the prod-ucts on the exterior of their homes arenot energy efficient, and 30% are con-cerned that these materials areunfriendly to the environment.

Others fret about the color fading(53%) or the design or style lookingoutdated (31%).

About 63% believe that, due tostructural concerns, making upgradesto their exteriors is a wise investment.

Nearly 65% of respondents saidits very important that a renovation tothe exterior of their home adds value.

Northwest Wildfires Claim Lumberyard


Big Creek is here to help with Everything RedwoodCall our friendly, knowledgable wholesale team today

Janet Webb has been sellingredwood since 1985. Prior, sheworked scaling logs, on the logdeck, in the sawmill, and out in thewoods. She remains a RegisteredProfessional Forester and, as BigCreeks president, oversees theentire operation, including whole-sale, mill and forestry departments.

Lud McCrary co-founded BigCreek in 1946, back when we werefalling timber with hand tools.Called a legend of the industy withhis 70 years of experience, hesmost proud of his splitting ofredwood pickets, posts and shakesthese days for his personal ranch ordonated to historical restorations.

Jim Busick has 33 years ofredwood experience, includingsawmill, retail, purchasing andcurrently wholesale sales. He takespride in selling all the redwoodproducts that we offer. But Jimmost enjoys his customers, his co-workers, and the scenic view of thePacific Ocean from his desk.

3564 Hwy. 1, Davenport, CA 95017 [email protected] (831) 457-5039

Proven History69 years of milling

superior redwood products

SelectionWide range of grades, dimensions,

timbers, fencing, patterns

FlexibilityFull, mixed

or partial truckloads

Peace of MindQuality, consistency &

personal service

MOVERS & ShakersJim Barnett has retired after 45 years

of operating and managing westernsawmills, most recently forSimpson Lumber, Tacoma, Wa.

Jeff Styerwalt, ex-ProBuild, is a newmerchandise mgr. with PROGroup, Denver, Co.

Steve Nichols is now with Wood-browser, Grantham, N.H., sellingpanels from Portland, Or.

Feedie Johnson is new to sales at ParrLumber, Tacoma, Wa.

Nilsa Jimenez has rejoined the out-side sales force at Frost HardwoodLumber Co., San Diego, Ca.

Zack Bell is now a lumber productmgr. for Boise Cascade, Salt LakeCity, Ut.

Daniel Snow, ex-ProBuild, is new toBloedorn Lumber, Laramie, Wy.,as assistant mgr.

Manuel Lavrador, ex-Aura Hard-woods, has joined HardwoodsSpecialty Products, Livermore, Ca.

Thomas Collet, ex-TradewindsHawaiian Woods, has beenappointed VP-sales & marketingfor Hawaiian Pacific Hardwoods,Ookala, Hi.

Randy Smith has been appointedCFO for Eco Building Products,Vista, Ca.

Lee Scott is back at DixielineLumber, Solano Beach, Ca., as amillwork specialist.

Bill Townley, ex-Panel Tech, wasnamed custom panel product mgr.at Rugby Architectural BuildingProducts, Phoenix, Az. Jay Moore,ex-Stark Truss, is a new territorysales rep for Las Vegas, Nv.

Jaime Valencia has joined the salesteam at Capital, Portland, Or.

Stan Bell, ex-Boise Cascade, has beennamed to the board of Idaho PacificLumber, Boise, Id.

Peyton Snyder is now marketingcoordinator for Golden StateLumber, Petaluma, Ca.

Bob Taylor, president and CEO, Do itBest Corp., Fort Wayne, In., willretire Jan. 4, 2016, and be succeed-ed by current executive VP andCOO Dan Starr.

Buddy Faust, ex-ABC Supply, is newto Malarkey Roofing Products,South Gate, Ca., as outside salesrep for Arizona.

Jayme Dumford, Swanson BrothersLumber Co., Noti, Or., has beenpromoted to timber mgr.

Joe Nussbaum, ex-Atlas Roofing, isnow Castle Rock, Co.-based territo-ry mgr. for GAF Corp., handlingcommercial roofing for Coloradoand southern Wyoming.

Dan Furniss, ex-Bridgewater Interna-tional, is now selling for newlyformed Paradigm ArchitecturalBuilding Components, WoodsCross, Ut.

Rory Rodrigues has been promotedto mgr. of HD Supply/White Cap,Fairfield, Ca.

Michelle J. Goldberg, IgnitionPartners, Bellevue, Wa., has joinedthe board of directors at PlumCreek Timber Co., Seattle, Wa.

Steve Winstone has been named pres-ident of BPWood, Penticton, B.C.Dan Bouchard succeeds him asVP of sales & marketing.

Gerard Arpey, former AmericanAirlines chairman, was named tothe board of Home Depot.

Howie Dewing is the new greeter atMungus-Fungus Forest Products,Climax, Nv., report owners HughMungus and Freddy Fungus.


FAMILY BusinessBy Wayne Rivers

Prescription for change in your family businessWHEN MY SON Hart was nine yearsold, he was diagnosed withType I diabetes. The doctors rushed usto the hospital where the pediatric dia-betes team worked to get his bloodglucose down to acceptable levels.Thank goodness, he reacted well toinsulin, and he began to feel betteralmost immediately.

As soon as the emergency wasresolved, the team refocused on teach-ing this little boy how to personallyand responsibly manage a chronic dis-ease. Hart would, they explained, haveto test his blood glucose level regular-

ly, calculate the appropriate doses ofinsulin, and give himselfa childsworst nightmareinjections severaltimes a day. The diabetes staff wasmost encouraging, and we as parents,of course, were also reassuring.

As part of the injection training, thenurse assured my son that the shotswouldnt hurt. She turned to me andsaid, Dad, roll up your sleeve! I eye-balled her with a smile on my face,assuming she was kidding. She wasnot. I said in a voice much less mascu-line and controlled than I had hoped,Youre going to give me a shot?

Thats right. Were going to showHart it doesnt hurt a bit. I looked atmy wife, who was laughing at mybarely disguised show of fear. Decid-ing I needed to show strength for myson in this life altering experience, Irolled up my sleeve and resolved tonot show any pain even if the nursedrove a gutter spike into my arm.

She was right; it didnt hurt a bit.So what does this have to do with

you and your family business? Whatthe diabetes team demonstrated to mewas that, in a time of change, uncer-tainty or need, someone has to show

REAL. STRONG. REDWOOD.Redwood is an abundant and renewable building material. It comes from sustainable, well managedforests. Each year we grow more than we harvest. The lumber produced from those trees is one ofnatures longest lasting, strongest, most beautiful andenvironmentally friendly building materials. To find out more about natural outdoor living, or to getinspired, visit us at RealStrongRedwood.com.


leadership and model that change.While it might provoke fear and dis-comfort, its necessary and right, andthat it will lead to improved health ofthe system. It was inadequate for thenurses or the parents to simply givelip service to the fact that the changeswouldnt hurt a bit. We had to showthat the changes would indeed provepainless and were simply logical stepsnecessary to chart a new path. Thenwe had to make a bold, unambiguousdemonstration to cement the point.

If change is afoot in your familybusiness, you must be on the frontline leading the change by showingeveryone that, in spite of your ownmisgivings, youre tough enough totake one for the team and come outwhole on the other side. Youve got tobe willing to roll up your sleeve andtake the first shot in order to modelthe correct behavior for others on theteam.

Want long-lasting changes made inyour family business? Model thechanges actively. Be a living, breath-ing role model. Lead from the front.Demonstrate your courage and com-mitment to the changes. Telling othersto change wont cut it. You must livethe changes you want first, and thatleadership will inspire your followersmore than mere words ever could.

Wayne Rivers is president of TheFamily Business Institute, Inc. (www.fam-ilybusinessinstitute.com). Reach him at(877) 326-2493 or [email protected].


simplify

Clay Shoot Fires Up Lumbermen Nearly 60 sportsmen and women participated in Black

Bart Hoo-Hoo Clubs annual clay shoot and barbecue Aug.21 at Wing & Barrel Ranch, Sonoma, Ca.

Marksman Don Springer won the acclaimed award of

Top Gun, impressing the crowd with a score of 49 out of50 targets hit. The best scoring team consisted of captainBrian Pierce, Ronald Pierce, Tom Miller, Seth Porter, RobRowe, and Springer.

Even though these winners were given trophies, thereal winner was the industry, as we all pulled together,bonded and created relationships that will last a lifetime,noted Jessica Bruzzone, publicity chair for the club. Weare subsequently manifesting positive behaviors and set-ting a method of conduct in the industry that is respectful,admirable and beneficial for all current, new and futuremembers.

The clubs next event is its annual golf tournament Oct.9 at the Ukiah Municipal Golf Course, Ukiah, Ca.CENTRAL VALLEYS Jessica Bruzzone was among the 58 shooters.

LUMBER INDUSTRY professionals trekked to Sonoma, Ca., for BlackBart Hoo-Hoo Club #181s annual clay shoot.


NEW Products

Ground-breaking ScrewsStarborn Industries has introduced a longer version

of its Deckfast Metal screw for attaching 2 PVC,composite or hardwood decking to metal framing.

The 2-3/8" screw is the only product on the marketdesigned to attach 2 decking to metal framing.

STARBORNINDUSTRIES.COM(800) 596-7747

Spouts with ChicSonoma Forge has expanded on its WaterBridge

Collection with a new spout option that broadens theversatility and function of the industrial chic faucetstyle.

The new Elbow Spout is offered for ramp-stylesink designs and for smaller sinks where the waterstream would ideally be directed straight down.

With multiple options in size, spout style, handlestyle, and finish, the WaterBridge Collection blends asbeautifully in a chic urban loft as it does in a rusticfarmhouse retreat.

SONOMAFORGE.COM(800) 330-5553

Digital Measuring eTape16 solves all the hassles of getting measure-

ments right and the frustration of measurement mis-takes, in one tough, compact tool.

Like a traditional tape measure, its metal bladecomes in U.S. and metric markings. Its large, easy-to-read digital readout is accurate to 1/16. A simplepush of a button displays measurements in inches,feet, fractions and decimals, and converts to metric.

ETAPE16.COM(303) 818-6546


Shingles with ProtectionGlenwood by GAF Shingles offer all the natural

beauty and dimensional look of real wood shakes,blending luxury and style with ultimate performance.

With ultra thickness and staggered exposure, theshingles industry-leading triple-layer constructionprovides maximum dimensionality, resulting in a trulyauthentic wood-shake look.

They offer StainGuard protection to help ensurethe beauty of customers roofs against unsightly blue-green algae.

GAF.COM(877) 423-7663

Fashionable Closet FinishWoodTrac has added a fashionable Salt Oak finish

to its standard finishes for its full line of WoodTraccloset systems and mirror frame mouldings.

Also offered in white, cherry and espresso, the newrustic yet modern finish offers a reclaimed wood looki

Documents

The Merchant Sept 2015