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November 4, 2019

How 3 industry leaders maintain their company culture

A great “thank you” to Matt Ogden, Steve Swinney, and Dave Flitman. Also to NLBMDA and HBSDealer for putting on a great conference.

The goal of our panel was to give insights from 3 of the top industry leaders. Each of the leader’s business models are unique. Our hope was that other industry leaders could capture tools they could then take back and implement in their own business. Matt Ogden, Founder and Managing Principal of Building Industry Partners, who was part of the startup US LBM and went on to build Homewood Lumber and US Fence. Steve Swinney, CEO and Founder of Kodiak Building Partners and Dave Flitman, CEO of BMC.

For my opening remarks I asked everyone to eliminate the word “retention”. Often it’s used when looking at the past result of performance. The trouble with perpetual problems is they attract the same language that does nothing to solve the problem. Instead, replace “retention” and start asking questions.

Are we hiring smart?

Are we developing and promoting people?

Are we growing healthy attractive cultures?

By focusing on the action steps and making it part of our daily language everyone will take great strides in solving their people problems.


Dave Flitman on how to maintain the culture in a company with 9,000 people

Dave shares how BMC follows 5 key tenets that set the tone for the entire company culture across 19 states and over 40 different metro markets.

Steve Swinney on collaborative culture

Steve explains how Kodiak Buliding Partners maintains their culture by being locally driven, entrepreneurial, and honoring the legacy of all of the companies that join the Kodiak family.

“The number 1 driver of success for Building Industry Partners (BIP) is the people – an A+ leader attracts and retains A+ talent.”

– Matt Ogden, Building Industry Partners

“Hiring, developing, and promoting people – that is the action element that is going to solve the problem.”

– Tony Misura, Misura Group


The personality and character of the CEO defines the culture of the company. Each of these leaders brings a unique value and business model to attract talent. How does your personality and character impact your company culture? Looking in the mirror might be the best place for leaders to start who want to improve their people problems.

Hire Smarter – Tony


Featured Candidate

·         Market Sales Manager with full P&L responsibility for a $20m specialty building materials distributor and manufacturer with install

·         Inherited a team with 20% declining sales, implemented a culture of accountability and metrics measurement leading to growth of 15% in the first year

·         Inherited a location with failing machinery leading to production delays, worked with other plants and local competitors to expedite production and prioritized customer experience by meeting with all clients to ensure retention

·         Utilized 4DX methodology to drive daily, weekly, and monthly sales objectives leading to 30% 2-year growth

To learn more about this professional, contact Michele Burger

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