Bigger, Stronger, Faster: Do it Best and True Value Host First Joint Spring Market in Orlando

A new chapter in the retail hardware industry began March 21–23 when more than 11,000 attendees filled the Orange County Convention Center in Orlando for the 2025 Do it Best and True Value Spring Market.

Throughout the Spring Market, there was a buzz of curiosity and possibility in the air. Do it Best members and True Value retailers were wondering how the newly formed Do it Best Group would pull off a market this big with only a few months to plan. Others were already eyeing what kind of deals and momentum the biggest independent wholesaler in the industry could unlock.

As Do it Best members and True Value retailers mingled across the expansive floor of the Orange County Convention Center, it was often hard to tell who was who—unless you looked closely at name badges. (For retailer reaction to the Do it Best Spring Market, see Hardware Connection’s “Independent Dealers Sound Off on Spring Market Experience” article.) 

“This market is about momentum,” CEO Dan Starr told retailers during the Market Kickoff on the afternoon of March 21. “It’s about taking everything we’ve built—our partnerships, our innovations, and our commitment to growth—and using it to fuel the future.”

Billed as the largest market in Do it Best history, the event united independent retailers, vendors, and leadership from across the newly merged organizations of Do it Best, True Value, and United Hardware under a common theme: “Bigger. Stronger. Faster.”

From the opening address to the bustling show floor, the 2025 Spring Market reflected a shift in the industry’s landscape—one that Do it Best leadership defined throughout the event by scale, strategy, and a commitment to independent hardware dealers. 

However, Starr didn’t shy away from addressing the turbulent path that led to this moment. During his comments during the Market Kickoff, he spoke directly to the challenges True Value retailers faced under private equity ownership, including mismanagement, diminished resources, and a destabilized supply chain. According to Starr, the Do it Best’s acquisition was not a business-as-usual transaction, but an urgent move to protect and empower independent retailers.

“While others sat back and watched, Do it Best stepped into the arena,” he said. “We stabilized True Value and now we’re focused on making it stronger than ever.”

Supply Chain Confidence Rebuilds at Spring Market

This year’s Do it Best Spring Market underscored the wholesaler’s commitment to retailers. Nearly 11,000 attendees filled the convention floor, which hosted close to 2,000 vendor booths. Attendees were met with over 1,120 Sneak Peek and Hot Buy deals, many offering savings up to 55 percent. For Do it Best members, vendor presence increased by 25 percent, while True Value retailers experienced more than double the vendor exposure compared to their last Spring Reunion.

True Value president Dent Johnson reflected on the historic scale of the market.

“This event has exceeded my expectations,” Johnson said during an interview from the show floor. “We pulled it together in a matter of months. I spoke to vendors who told me they haven’t seen a show like this since the early 1990s. That says a lot about the scale and energy here.”

Johnson emphasized the growing trust retailers are placing in the new partnership.

“Despite the rollercoaster they’ve been on, they’re staying with us. They’re excited about the progress we’ve made—particularly in the supply chain—and they see the opportunity in what we’re building,” Johnson said.

Supply chain health was a central theme throughout the weekend. Starr noted that True Value fill rates had surpassed 90 percent, a significant recovery after six weeks of paralysis prior to the acquisition. Inventory levels have also been boosted by several hundred million dollars, ensuring stores across both brands have the stock they need.

Nick Talarico, president of Do it Best, echoed Johnson’s remarks and shared how the strategic merger is resonating with retailers from both brands.

“Retailers appreciate why we did this—to protect independent stores from supply chain collapse and to give them access to better tools, better buying, and better opportunities,” Talarico said. “This has been the biggest market we’ve ever had, not just in size but in energy.”

For Talarico, one of the biggest surprises has been the reciprocal interest among retailers in both brands. “We expected True Value dealers to be curious about the Do it Best model, but what surprised us was the number of Do it Best members asking about flying the True Value flag. That shows just how strong that brand still is.”

Starr affirmed that brand identity remains flexible within the new structure. Retailers can continue under their existing local identities or choose to adopt national brands like True Value or Do it Best. 

LBM and Operations Take Center Stage

The Spring Market also highlighted new tools and services. A new Replenishment Buyer Service was announced, giving LBM dealers access to dedicated procurement experts who manage purchasing strategies to reduce costs and workload. 

From an LBM standpoint, True Value retailers are being integrated into a system already in place and serving retailers with lumberyards. 

“We’re giving them access to services and insights they haven’t had before,” Talarico said. “And we’re seeing growing interest in e-commerce solutions and replenishment models that go beyond transactional support.”

Operationally, the two companies are already functioning under the new Do it Best Group banner, though Starr noted that full integration—including warehouse alignment—will take time. 

“We had eight warehouses at the start of 2023. Now we have 21,” he said. “We won’t need all of them long-term, and we have a plan to optimize. We’re just not ready to share the full roadmap yet.”

Even as logistical complexities remain, the mood on the show floor was forward-looking. For the first time, True Value and Do it Best retailers could purchase from any vendor on the floor, regardless of their previous affiliations. Starr summed up the decision: “We decided that was better than saying no.” 

Both Talarico and Johnson noted the market was a critical moment of cultural unification. Having sales teams, vendors and retailers under the same roof fostered new connections—and in some cases, humorous friction. “There’s been a few moments of ‘Hey, that’s my customer!’ ” Johnson joked, referencing the transition from competitors to colleagues.

The combined force of Do it Best and True Value is now the largest member-owned hardware and LBM co-op in the world, a fact not lost on leadership. As Starr noted in during his Market Kickoff address: “This is how we win—together. We’re not just here to compete. We’re here to lead.”