Building a Strong Foundation — Q&A with House-Hasson CEO Jeff Land
Jeff Land brings a background in merchandising, sourcing and retail operations to his new role as CEO of House-Hasson, where he is focused on strengthening dealer relationships and building on the company’s high-touch sales rep philosophy.
Recently appointed CEO Jeff Land looks to reinforce what has made House-Hasson strong while charting a path for future growth grounded in the company’s personal service.
House-Hasson enters a new chapter with the appointment of Jeff Land as CEO, a move that brings a seasoned retail and sourcing leader into one of the channel’s longest-standing distributors. Founded in 1906, the Knoxville, Tennessee–based company has spent nearly 120 years focused on helping independent hardware stores and lumberyards grow, building a network that today spans thousands of dealers across the eastern United States and beyond.
Land steps into the role following a career that spans merchandising, product management and global sourcing, most recently serving as senior vice president at Northern Tool & Equipment, with previous leadership roles at Generac and Harbor Freight. His background reflects a blend of retail execution and supply chain discipline—experience that aligns with a distributor navigating growth, integration and evolving dealer expectations.
That transition comes at a time when the independent channel continues to adapt to shifting customer behavior, increased competition and rapid changes in technology. House-Hasson’s recent expansion, including its acquisition of Bostwick-Braun, has added scale and complexity, while reinforcing the company’s focus on dealer profitability and hands-on service.
In this conversation, Land discusses the role of people-first leadership, the continued importance of the company’s sales rep model and how House-Hasson can position itself as a growth partner for independent dealers.
Whether guiding retailers on the market floor or working alongside them in-store, House-Hasson sales reps build strong relationships through a personal, customer-first, high-touch approach to service.
Hardware Connection: What appealed to you about the opportunity to lead House-Hasson?
Jeff Land: First, the 120-year history of being strong for independents. I believe independent hardware retailers are a strong part—the backbone—of what keeps their communities going. There’s an opportunity to build on that history and look at the tremendous growth opportunity with House-Hasson and its partners as well.
You’ve held senior leadership roles in merchandising, product and sourcing. How will those experiences inform how you approach the role of CEO?
Most importantly, it’s about understanding the customer and delivering value. Those are the foundational things. The other side is working to lead through people and being customer-centric. Layering those together allows me to create a foundation to build on what House-Hasson has done. My retail background helps build that retailer connection.
As you step into this role, what are the goals you plan to prioritize in the first 100 days, in the first year?
It’s simple and complex at the same time. To start, listen to the team and the customer—understand where they are and build a rallying point around reinforcing a strong foundation for growth. Beyond 100 days, build a strategic approach to grow in the market.
How would you describe your management and leadership philosophy, and how do you expect it to shape House-Hasson’s culture and performance?
It blends in very well. I am people-first, whether it’s people at House-Hasson or our customers. We want to be customer-focused. Putting people first is essential. Being very strategic in how we grow. The AI revolution is moving very fast, and we need to be a strong partner.
Putting people first remains central to Jeff Land’s approach, with House-Hasson’s team working together to deliver the service, support and reliability dealers count on.
House-Hasson has built its reputation on a hands-on sales rep model with frequent in-store visits and close dealer relationships. How do you view that approach, and how do you plan to support it or help it evolve?
It starts with building a leadership approach. Our sales rep model is very hands-on with customers to find the right solutions. That’s our secret sauce. It’s what makes us special. My role is to build on that strength, make sure our teams have the best possible tools and make investments in strategic plans so sales reps can succeed with that personal touch.
You can’t replace the personal touch that sales reps provide. Technology will help lead better in the future, but relationships will always lead the way.
What trends influencing the independent channel do you see as the most critical challenge, and why?
The environment is changing rapidly. It plays into the strengths of independent dealers. They are focused on serving in a unique and special way. Our role is to stay nimble as our dealers and markets evolve. House-Hasson is investing in technology as customer expectations continue to shift—changing how they interact with dealers. It’s happening faster than ever, and our focus remains the same: putting the customer and community first.
What’s your perception of how Bostwick-Braun has been integrated into the company?
It’s early still. I’ve gone through a lot of integrations and acquisitions in my background. The integration of the Bostwick-Braun warehouses has come a long way, with a few residual challenges still in play. There will be more to talk about in the future as we progress, building on that legacy.
What role should House-Hasson play in strengthening the independent hardware network’s competitiveness, particularly in areas like technology, logistics and merchandising?
Our role, the most foundational part, is to grow and be profitable. Invest and strategically grow. Supply stores and partner to give them the ability to evolve. Logistics to make sure they’re at the forefront. Are we putting the customer first? Part of the strategic plan is investing in technology and supply chain.
What’s your bold prediction for where you see House-Hasson over the next two years and five years?
We look to grow the foundation. We want to be the essential growth partner in the marketplace.
What advice has outgoing CEO Steve Henry shared?
He has been fantastic. It’s big shoes to fill after Steve and [former longtime company chairman] Don Hasson—remarkable leaders for so long. The first thing is to make sure you take care of people and customers. That’s the most foundational thing [Henry] shared, and he walked that every day.
