Listening Before Leading — Steve Henry Reflects on His Tenure
Steve Henry speaks with dealers at the recent House-Hasson dealer market in Nashville, Tenn., reflecting the leadership approach he describes to Hardware Connection: Listen first, learn the business and keep the company moving forward by getting better every day.
Steve Henry reflects on his tenure, transition to retirement and the road ahead for House-Hasson.
Steve Henry announced in late 2025 that he will step down after more than five years leading House-Hasson. Hardware Connection caught up with him during the recent House-Hasson dealer market in Nashville, Tenn., to discuss his time leading the distributor, the challenges and priorities that shaped his tenure, the most difficult decisions he faced and how he views the company’s transition—and what will matter most for the company’s next leader—as he prepares for retirement.
Company Growth, Operational Change
Henry describes his time at House-Hasson as both demanding and rewarding, pointing to its performance over the past several years—during which the distributor strengthened its balance sheet, expanded its leadership team and continued investing in its market strategy—as a source of pride.
He also highlights recent structural changes, including the decision to transition from three in-person dealer markets to two. The shift, he says, was designed to improve efficiency and provide a better experience for dealers, vendors and employees.
“There’s been a lot of work,” he says. “But when you look at how the company has grown and the team we’ve put together, there’s a lot to be grateful for.”
Henry adds that he views 2026 as a strong starting point for House-Hasson, noting positive early momentum and ongoing efforts to position the company for long-term stability.
Managing Disruption, Leadership Challenges
Several of the most significant decisions of Henry’s tenure were driven by events outside the company’s control. The pandemic necessitated rapid operational adjustments, followed by facilities-related challenges, including a roof collapse that temporarily restricted access to a company building.
In addition, House-Hasson brought two new warehouses online—an effort he calls necessary but complex, with work continuing beyond the initial launch phase.
As retirement planning began, Henry also faced the challenge of leadership succession. He says more preparation for the transition would have been beneficial.
“There are always things you wish you’d done differently,” Henry says. “But if your goal is to get better every day, you deal with what’s in front of you and keep moving.”
Steve Henry accepts a commemorative shovel from JC Bernard & Associates and The AMES Companies during the House-Hasson dealer market in Nashville this January, recognizing his outstanding leadership and longstanding contributions to the hardware industry.
Listening First, Building on What Works
Henry’s advice for his successor centers on understanding the company before implementing change. “You’ve got to listen first,” he says. “Learn our customers, our employees, our vendors, our dealers and our board. Understand who we are and what has made us successful.”
House-Hasson’s approach—particularly its dealer markets and relationship-driven culture—has been a key differentiator, he says, and he sees opportunity to continue building from that foundation rather than reshaping it altogether.
Looking beyond House-Hasson, Henry remains focused on the broader independent hardware channel. While he expressed concern about succession at the store level, he remains confident about the role independent hardware stores continue to play in their communities: “There’s a need for a small hometown hardware store in every town across America. And I think they’ll continue to find ways to stay relevant.”
As he prepares to step away from day-to-day leadership, he says his goal was to leave House-Hasson positioned for continued progress—a responsibility he views as central to his time in the role.
