Here’s what 84 Lumber’s CIO is thinking
An attractive opportunity
When 84 Lumber approached me with the opportunity to join the company as its first chief information officer, I was immediately intrigued. Here was an organization with an incredible history, a compelling growth trajectory and at a true inflection point in its journey. I was excited by the opportunity to infuse technology both in this organization and across the building materials industry. And then there are the people. From our leadership to our store associates, the 84 Lumber team is one I wanted to be a part of: one that combines strong vision, leadership, commitment and collaboration.
84 Lumber has been a recognized industry leader for more than 60 years and is a highly profitable and growing organization. We have more than 250 stores nationwide and employ 5,400 associates in 30 states. We recognize there’s a chance to invest in technology as a completive advantage and strategic enabler that will propel 84 Lumber forward. It will allow our associates to better serve our customers while also creating new areas of opportunity. In essence, the technology transformation will redefine who 84 Lumber is and how we do business.
In my first 120 days with the organization, I traveled to stores across the country listening to our associates and asking questions. I quickly realized what sets us apart: our people. Our team is extremely dedicated, hard-working and passionate. They’re always trying to find ways to do things better and to do them right. And they have a true and clear purpose: to build things that matter. From store managers to outside sales reps, our associates were honest about where they wanted our technology to go. And among these conversations arose a key theme: It was time for change.
A need for change
To enact a technology transformation, you must first understand the “why” and “how”: why you’re doing what you’re doing and how you can do it more efficiently. This type of change cannot be done in a vacuum. At 84 Lumber, our IT team is gathering input from across the business, both in our stores and at Team Headquarters, to update our technology and advance our capabilities. We’re testing ideas, concepts and possibilities that deliver solutions for our associates and customers. We’re living and breathing continuous improvement and are problem solvers striving to get things done the right way.
New technology solutions will simplify how customers do business with us. Orders will be processed more efficiently, and our associates will have the right resources to offer higher-quality service and strengthen customer relationships. By investing in technology, we can create more exception-based reporting and dashboards that give associates greater insights into our business and enable them to make quicker and better decisions. We can optimize our processes by improving collaboration and automating more tasks. Such improvements benefit both our associates and customers and are necessary to keeping 84 Lumber running effectively.
It starts at the top
A transformational journey must start with leadership. In our president and owner Maggie Hardy Magerko, 84 Lumber is fortunate to have a forward-thinking leader who both understands and values progression, whether it’s through technology or other initiatives. And while 84 Lumber is part of an industry where change isn’t always embraced, Maggie recognized that technology could disrupt business for the better. Her vision has created a culture where the right players are put into the right positions, and that resources and support are available to ensure that each job is performed well. Ultimately, that culture enables us to give our customers a more valuable experience.
But our transformation can’t end at the top. We’re proactively seeking input from all corners of the organization to determine how technology can move our business forward. We’re collaborating with key business leaders like David Cochran, vice president of store operations, and Ken Kucera, vice president of installed sales. At the store level, we’re forming partnerships with managers like Dan Jones from North Charlotte, N.C., John Hay from Bridgeville, Pa., and Matt Born from Houston, Texas. And aside from our people, our culture is another key pillar of our organization that will play an instrumental part in our transformation. Almost everyone I’ve spoken to throughout this process has described 84 Lumber as a family. We welcome each other with open arms and help one another. To achieve change in our business, gaining the respect, trust and backing of your entire team is crucial.
The bottom line
Technology is an influential part of 84 Lumber’s future and growth. Through a transformational roadmap that focuses on both our customers and associates, our systems and technology will be able to work as hard as our team and elevate our organization to the next level.
—
Paul Yater is the first chief information officer at 84 Lumber. He has 25 years of IT experience and most recently served as senior vice president and chief information officer at GNC. He has an undergraduate degree from Dickinson College and an MBA in strategy and information systems from the Joseph M. Katz School of Business at the University of Pittsburgh.
When 84 Lumber approached me with the opportunity to join the company as its first chief information officer, I was immediately intrigued. Here was an organization with an incredible history, a compelling growth trajectory and at a true inflection point in its journey. I was excited by the opportunity to infuse technology both in this organization and across the building materials industry. And then there are the people. From our leadership to our store associates, the 84 Lumber team is one I wanted to be a part of: one that combines strong vision, leadership, commitment and collaboration.
84 Lumber has been a recognized industry leader for more than 60 years and is a highly profitable and growing organization. We have more than 250 stores nationwide and employ 5,400 associates in 30 states. We recognize there’s a chance to invest in technology as a completive advantage and strategic enabler that will propel 84 Lumber forward. It will allow our associates to better serve our customers while also creating new areas of opportunity. In essence, the technology transformation will redefine who 84 Lumber is and how we do business.
In my first 120 days with the organization, I traveled to stores across the country listening to our associates and asking questions. I quickly realized what sets us apart: our people. Our team is extremely dedicated, hard-working and passionate. They’re always trying to find ways to do things better and to do them right. And they have a true and clear purpose: to build things that matter. From store managers to outside sales reps, our associates were honest about where they wanted our technology to go. And among these conversations arose a key theme: It was time for change.
A need for change
To enact a technology transformation, you must first understand the “why” and “how”: why you’re doing what you’re doing and how you can do it more efficiently. This type of change cannot be done in a vacuum. At 84 Lumber, our IT team is gathering input from across the business, both in our stores and at Team Headquarters, to update our technology and advance our capabilities. We’re testing ideas, concepts and possibilities that deliver solutions for our associates and customers. We’re living and breathing continuous improvement and are problem solvers striving to get things done the right way.
New technology solutions will simplify how customers do business with us. Orders will be processed more efficiently, and our associates will have the right resources to offer higher-quality service and strengthen customer relationships. By investing in technology, we can create more exception-based reporting and dashboards that give associates greater insights into our business and enable them to make quicker and better decisions. We can optimize our processes by improving collaboration and automating more tasks. Such improvements benefit both our associates and customers and are necessary to keeping 84 Lumber running effectively.
It starts at the top
A transformational journey must start with leadership. In our president and owner Maggie Hardy Magerko, 84 Lumber is fortunate to have a forward-thinking leader who both understands and values progression, whether it’s through technology or other initiatives. And while 84 Lumber is part of an industry where change isn’t always embraced, Maggie recognized that technology could disrupt business for the better. Her vision has created a culture where the right players are put into the right positions, and that resources and support are available to ensure that each job is performed well. Ultimately, that culture enables us to give our customers a more valuable experience.
But our transformation can’t end at the top. We’re proactively seeking input from all corners of the organization to determine how technology can move our business forward. We’re collaborating with key business leaders like David Cochran, vice president of store operations, and Ken Kucera, vice president of installed sales. At the store level, we’re forming partnerships with managers like Dan Jones from North Charlotte, N.C., John Hay from Bridgeville, Pa., and Matt Born from Houston, Texas. And aside from our people, our culture is another key pillar of our organization that will play an instrumental part in our transformation. Almost everyone I’ve spoken to throughout this process has described 84 Lumber as a family. We welcome each other with open arms and help one another. To achieve change in our business, gaining the respect, trust and backing of your entire team is crucial.
The bottom line
Technology is an influential part of 84 Lumber’s future and growth. Through a transformational roadmap that focuses on both our customers and associates, our systems and technology will be able to work as hard as our team and elevate our organization to the next level.
—
Paul Yater is the first chief information officer at 84 Lumber. He has 25 years of IT experience and most recently served as senior vice president and chief information officer at GNC. He has an undergraduate degree from Dickinson College and an MBA in strategy and information systems from the Joseph M. Katz School of Business at the University of Pittsburgh.