{"id":6984,"date":"2005-07-08T15:49:01","date_gmt":"2005-07-08T15:49:01","guid":{"rendered":"https:\/\/zonda-develop.go-vip.net\/prosales\/article\/self-starters_o"},"modified":"2025-06-27T02:06:30","modified_gmt":"2025-06-27T02:06:30","slug":"self-starters_o","status":"publish","type":"post","link":"https:\/\/zonda-develop.go-vip.net\/prosales\/business\/self-starters_o\/","title":{"rendered":"Self Starters"},"content":{"rendered":"
<\/div>

Buck Byers and John Shirley claim they barely knew the first thing about component manufacturing when they started out. The co-owners of San Bernardino, Calif.\u2013based Barr Lumber are resolute that patience and a low profile within a booming construction market\u2014and not any blue sky boardroom business strategies or operational tricks of the trade\u2014have powered $4 million a year in roof truss business from Barr’s single wooden assembly table. \u201cI’d worked in lumberyards for 30 years and didn’t really know anything about the truss business,\u201d says Byers, who also handles operations as vice president for Barr’s six locations east of Los Angeles. \u201cI’ve even worked for some big companies that had truss plants, but I was never involved in those operations. I can’t say even today that I am an expert\u2014I tell the crew what I want done and they provide results.\u201d<\/p>

Still, since Barr bought into the components game in 1995 the company has been through it all, including struggling with equipment costs and sales-complacent truss managers, juggling quality-control issues while competing with specialty components shops, fighting for labor and design talent, and even physically relocating truss operations from one market to another before finding a profitable groove among Southern California custom home builders. \u201cIt’s really a nice fit, and I’m surprised that more lumber companies don’t do it\u2014especially companies that focus on custom homes,\u201d Byers says.<\/p>

Barr Lumber vice president of operations Buck Byers (left) and president John Shirley have leveraged a single motor-set components saw and a six-car rail spur to clear approximately $3 million in annual truss business.<\/b> <\/media-caption> <\/media-producer> <\/media> In an era where it seems cost prohibitive for many independent yards to consider manufacturing components, Barr stands as a perfect example of how starting small, focusing on achievable niche markets, fostering internal talent, and growing incrementally can put the middle-market pro dealer in a strategically and financially lucrative position. Barr’s eventual success, however, was hard-earned, and company executives caution other independents that might think otherwise. \u201cI know that as we grew into it, we fumbled badly,\u201d admits Byers. \u201cAnd one of the reasons for that is the fear that you don’t know what you are doing, because [component manufacturing] is not lumber. It is way harder than the lumber business, and we spent years standing in one spot until we found a place for ourselves.\u201d<\/p>

Modest Beginnings<\/b> Barr entered the truss business in 1995 with the purchase of C&C Truss in Yucca Valley, Calif., primarily a new market penetration move by then-president and third-generation owner George Barr. While Barr established a solid market presence in the rocky desert east of San Bernardino with the acquisition, Yucca Valley’s nearest neighbors\u2014Joshua Tree National Park and the U.S. military’s missile testing range at Twentynine Palms\u2014were not exactly a component supplier’s builder oasis.<\/p>

\u201cThe truss plant then was really just a way for us to get rid of lumber by using it for web stock, it was not a major part of the business strategy,\u201d recalls current company president Shirley. \u201cWe could cut up wood and get rid of it, and it kind of operated like that for four years doing about $50,000 a month. We had a guy who facilitated that and was comfortable and good with that level of business.\u201d<\/p>

At that point, the truss facility was far from achieving a solid production volume, and was equally far from reaching flawless quality control of the manufactured product. \u201c[Component manufacturing] really is more difficult\u2014it takes a lot more preparation than loading lumber on a truck and dropping it off and saying \u2018Thank you,’\u201d explains Byers, who recalls a low point when management was called out to a jobsite by grumbling customers to find Barr trusses that had been manufactured with treated lumber used as studs within the truss web. There was nothing to do but apologize and correct the situation, Byers says. \u201cIt was really bad.\u201d<\/p>

By 1998, George Barr was ready to sell the company, and Barr Lumber was effectively split into two: Anaheim, Calif.\u2013based Ganahl Lumber purchased four yards close to the Los Angeles metro area and Shirley and Byers\u2014along with a partner who has since liquidated\u2014purchased the remaining four locations in an asset sale, including the Yucca Valley yard and truss plant. \u201cWhen we bought the company, we decided immediately that we no longer wanted the truss plant [to be] 50 miles away from headquarters,\u201d says Shirley. \u201cWe wanted to move it, we wanted to get it bigger, and we wanted to manage it more professionally.\u201d<\/p>

Find Your Niche<\/b> Ripe with demand, San Bernardino was the logical spot for relocation. The suburban California market has evolved to the point where conventionally framed roofs are \u201calmost nonexistent,\u201d Byers says. \u201cIt isn’t even one in 10. It’s more like one out of 50\u2014so there is a huge demand for trusses. Especially on the tract side, the biggest component yards are two months out.\u201d Unbolting Yucca Valley’s truss assembly table and hauling the component saw down the San Bernardino Mountains on a flat-bed proved to be the easy part. All told, the operation cost a relatively cheap $100,000 in new and used equipment and transport, compared to the $1.5 million that Shirley says is typical for organic component start-ups.<\/p>

But throughout San Bernardino and other Southern California markets circling Los Angeles, independent lumberyards typically do not enter into a components market dominated by specialty, truss-only suppliers like Perris, Calif.\u2013based Cal Truss, Temple City, Calif.\u2013based Reliable Wholesale Lumber, and Chino, Calif.\u2013based Hanson Truss. According to Byers, truss makers and tract builders alike scoffed at Barr’s initial attempts to get into the business.<\/p>

\u201cWe were definitely starting from scratch,\u201d says James Carroll, Barr’s current truss sales manager who joined the company as a components designer in 2000 for the San Bernardino start-up. \u201cThe manager and one designer came down from Yucca Valley, but that was it. [At their peak,] they had been doing around $80,000 a month in business\u2014a relatively low volume.\u201d<\/p><\/div>

<\/div>

But instead of queuing up to bid for the big production accounts with every other truss supplier, Barr went a different route, targeting the small custom home builders that had become dependent on the trussed-roof labor trend but were getting little attention from high-volume component shops. \u201cThe custom guys got kicked around when things got really busy,\u201d Byers says. \u201cAll the big truss yards, all they wanted was the big multi-unit, multi-plan production work. So we figured we’d have [custom] guys calling and begging us to do their trusses.\u201d<\/p>

The prediction was extremely accurate. \u201cAlmost all of the truss yards down here are stand-alone rather than part of a lumberyard, that’s true,\u201d says Randy Hess, president of San Bernardino\u2013based Hess Contracting, a custom home builder cranking out approximately 25 homes a year and a devout Barr Lumber truss purchaser. \u201c[But] there are still builders waiting months to get their trusses from other providers. I don’t buy from anywhere else.\u201d<\/p>

While Barr benefits from a higher margin on the more intricate custom truss jobs\u2014prices approach $4 per square foot, compared to about $2.50 on the tract side\u2014volume is significantly lower than local competitors, whose full-bore production truss plants in the area do about $4 million per month, according to Byers. \u201cThere are some fairly large truss builders in Southern California,\u201d agrees Carroll. \u201cCal Truss and Reliable\u2014they do a high volume production. We’re not a major operation in the sense of having six tables and eight saws.\u201d Barr, however, benefits from a full-line lumberyard that can cater to the additional product needs of custom builders. Even lumber package sales have been catalyzed by a whole-house supply strategy that is a convenient upsell to the one-stop-shopping mentality of custom builder customers. \u201cWe get our full lumber package from Barr in addition to the roof trusses,\u201d says Hess, who adds that personalized customer service in addition to one-stop availability of product keeps him buying from the pro dealer compared to higher volume, tract-focused suppliers. \u201cI get [the opportunity] to know them on a personal level, they treat me as an individual rather than just a number, and the prices are good. I can work directly with management and get to establish business relationships with them.\u201d<\/p>

Leverage Your Resources<\/b> Even as Barr settled into the increased popularity among truss-seeking custom accounts, however, component dollar volume struggled to get beyond $100,000 per month. By 2002, it had become evident that the truss manager, who had relocated from Yucca Valley, was uncomfortable with the pressure to increase productivity. He was more of what they call a \u201cbackyard truss builder,\u201d Shirley says. \u201cHe was very comfortable with doing about $50,000 a month. We built a nice operation and picked it up to about $100,000, but that was all he could do for us.\u201d<\/p>

After an amicable parting of the ways with the manager, Byers and Shirley were faced with a huge management vacancy to fill even as they yearned to jump to the next level of production and profitability. \u201cWe hired a headhunter who brought in some candidates, but we felt that we had guys already on staff just as good in terms of sales and production experience,\u201d Shirley explains. \u201cNot only was it more cost effective for us to develop our in-house talent, but hopefully you develop some loyalty as well.\u201d<\/p>

Carroll and another designer emerged as suitable candidates to become truss sales managers, and received some classroom training in design, production, and sales to fortify their leap into management positions. \u201cIt was literally on-the-job training\u2014we got thrown into the deep end,\u201d says Carroll. \u201cBut there is a sense of loyalty there. I do think that you get a little more quality and a little more pride from people when they have been given opportunity.\u201d<\/p>

According to Byers, the decision to give employees the shot at management immediately and successfully played into growth plans for Barr’s truss operations. \u201cThings just took off,\u201d he says. \u201cOur management was motivated, we hit an extremely good market, and we started turning trusses, really feeling the pressure, rolling one after another at over $100,000 per month.\u201d<\/p>

Slow but Steady<\/b> Since 2002, Barr has steadily increased that productivity growth, which now pushes $250,000 in volume during a good month. In fact, the entire crew is poised to again \u201cjump a level,\u201d as Byers puts it, and plans are in the works to essentially double capacity with the addition of a second assembly table and components saw. To prepare for the incoming volume, Carroll and the designers have upgraded their office facilities from a single to a double-wide trailer and are preparing for changes in both the technology and procedures involved in designing Barr trusses.<\/p>

\u201cWe are running Vector-Works [design software] now, but we’ll probably switch to AutoCAD in four months, which is typically No. 1 as far as architect usage in our market,\u201d says Carroll. \u201cThe trend is also moving from hard copy plans to e-mailed plans. The engineers and architects here are pushing that. So we are preparing ourselves for the possibility in the future that hard copy may not be coming this way.\u201d<\/p>

In equipment terms, Byers sees no reason why Barr shouldn’t continue taking the old-school route, using wood tables versus gantry tables, and $70,000 motor-set saws versus $300,000 computer-set saws. \u201cWith components, you have to be a low-cost provider,\u201d he advises. \u201cIn a business where you go from making 3 cents on the dollar in a good year to making 1 cent on the dollar in a bad year, you’d better not be too good looking or too high end.\u201d<\/p><\/div>

<\/div>

Despite the tight margins, Barr has been riding a two-year crest of awesome business along with their truss and construction supplier peers. \u201cFebruary was our largest single shipping month in terms of square footage,\u201d says Shirley. \u201cAnd 2005 was the best first quarter of business in terms of volume and profitability that we’ve ever had.\u201d<\/p>

Byers agrees, but sounds out a cautionary note: \u201cThe last two years in Southern California has been great business for all. There’s no one around here saying they’ve been struggling,\u201d he says. \u201cEveryone in pro sales would like to stand around and beat their chest\u2014even we never envisioned this company to be as big as we are now\u2014but we’ll all find out what we are again when the market is not phenomenal.\u201d<\/p>

Regardless of how the San Bernardino market turns, Barr’s focus on underserved custom builders and its investment in personnel development puts it in an enviable position. If and when production builders scale back their operations, it’s expected that major truss suppliers will come looking for the custom home work they have thus far eschewed. According to Shirley, the company expects a decrease in overall production volume if the home building market softens, but long-term market share in trusses\u2014especially on the custom side\u2014should remain steady.<\/p>

\u201cPeople aren’t laughing at us any-more,\u201d says Byers. \u201cWe are in the business now, and they let us get in there because as we started the market was good and we didn’t make a big deal out of ourselves and existed in our groove. Now the only thing holding us back from $350,000 is personnel [development] and office space, and we are working on that.\u201d<\/p>

Not a bad prognosis for a bunch of guys who didn’t know anything about component manufacturing, and an inspiration to other middle-market independents with their eye on developing truss and panel operations. With minimal investment, good customer focus, and engendered team spirit, Barr Lumber shows that dedication within a decent market, as much as anything else, can still power pro dealer success.<\/p>

Vital Statistics<\/b> Company: Barr Lumber<\/p>

Year founded: 1903<\/p>

Headquarters: San Bernardino, Calif.<\/p>

Number of locations: 6<\/p>

Number of employees: 290<\/p><\/div>

<\/div>

2004 gross sales: $90.3 million<\/p>

Pro sales percentage: 83 percent<\/p><\/div> ","protected":false},"excerpt":{"rendered":"

Buck Byers and John Shirley claim they barely knew the first thing about component manufacturing when they started out. The co-owners of San Bernardino, Calif.\u2013based Barr Lumber are resolute that patience and a low profile within a booming construction market\u2014and not any blue sky boardroom business strategies or operational tricks of the trade\u2014have powered $4 […]<\/p>\n","protected":false},"author":0,"featured_media":6985,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"scheduledNewsletterDates":[],"_scheduled_newsletter_id":0,"footnotes":"","jetpack_post_was_ever_published":false,"zonda_content_type_url_append":"_o","zonda_dfp_zone":"","zonda_exclude_recommended_contents":false,"zonda_exclude_most_popular":false,"zonda_exclude_tagged_results":false,"zonda_eyebrow":"","zonda_last_newsletter_date":"2099-12-31T23:59:59.999-05:00","zonda_original_url":"","zonda_pdf_version":0,"zonda_print_headline":"Self Starters","zonda_promo_abstract":"Buck Byers and John Shirley claim they barely knew the first thing about component manufacturing when they started out. 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