Sales & Operations

During the pandemic, much of the work owners and leaders have been doing every day has been both urgent and important. After the pandemic, much of the work business owners and leaders require to rebuild a business is likely important, but not urgent.

As lumberyards are adjusting to the impact of the COVID-19 pandemic, many are pivoting to online retail as a means of continuing to serve their local markets while practicing all of the safety guidelines established for essential service businesses.

The big question many of us are struggling with is what do we do, and how do we survive while making the best out of an extremely volatile situation?

There are certain rules that—if followed— can take much of the chaos out of a meeting.

When I meet other lumberyard operators who know that I do a significant amount of my retail business over the internet, one of the first things they ask is how they can best hire the staff to get themselves set up for a similar operation.

Many of us in the LBM industry are either former builders or are familiar enough with the building trades to know that you can’t build anything worthwhile without the proper tools.

Looking back on the years you have spent in the workplace, who would you say was the best boss you ever had and why?

While I have been writing a column for LBM Journal on decking for the past several years, this month’s column begins a new focus.

It is extremely difficult to successfully grow your business in the absence of good banking relationships.

Store managers are not measured by how tired they are when they come home at night. They are measured and rewarded by their ability to give the stockholders an optimal return on their investment.