Tracy Alloway

get out of their normal comfort zone, and think about what would be the perfect circumstances and tools and techniques and repositioning of the company to grow even faster.

Where are their pain points?

Where are things that are holding them back?

And we collaboratively put together a business plan.

Now, I already know, like with every other acquisition we've done ever, technology is going to be the first thing.

Technology is

today slows people down in the market.

They've got to get the latest technology, the greatest warehouse management systems, which we'll bring to the table, the greatest TMS, transportation management systems, the greatest ERP, which is also using a CRM that's AI generated to empower the sales force to get productivity up.

Technology is the number one enabler

of synergies.

But there's going to be so many synergies here.

The cross-selling is a big one.

There are some cost savings.

When you're a bigger player, we're going to be the second biggest publicly traded building products distributor.

We will get, because we deserve, a better price from the manufacturers.

Bigger customers get bigger discounts, bigger rebates than the smaller customers.

So a building products distributor, like any distributor, makes money by buying products as cheap as possible

and then selling them at a reasonable price that's a markup from what you're buying.

These are the two main things, you're buying and you're selling.

In the meanwhile, under that, you have to manage your costs, make sure your costs are efficient and lean and not wasteful and not inefficient.