Where Manufacturing Meets Strategy — Q&A with John Reynolds, chief operating officer of MARSHALLTOWN

John Reynolds, chief operating officer of MARSHALLTOWN, discusses automation, U.S.-based manufacturing, brand integration and how the company is aligning operations to support independent retailers.

Few companies in the tool industry can point to both a 135-year legacy and a forward-looking investment strategy built around automation, domestic manufacturing and brand expansion. MARSHALLTOWN continues to lean into both. With a new 200,000-square-foot distribution facility in Kansas City, Kan., expanded American manufacturing operations and a growing portfolio of acquired brands, the company is positioning itself for long-term service reliability and operational efficiency.

John Reynolds, who became chief operating officer on Jan. 1, brings more than two decades of company experience to the position. Since joining MARSHALLTOWN in 2004, he has held leadership roles across manufacturing, product development, sales, supply chain and marketing, most recently as executive vice president of sales and marketing. That background shapes his perspective on balancing production, logistics and retailer needs.

In this exclusive conversation, Reynolds discusses the impact of automation on service, the strategic value of U.S.-based manufacturing, lessons from brand acquisitions and how independent hardware retailers can navigate assortment decisions in an evolving tool marketplace.

Hardware Connection: MARSHALLTOWN recently invested in a new distribution facility featuring robotics and automation. How will this change how you serve independent retailers in terms of speed, inventory availability and cost efficiencies?

John Reynolds: Our new distribution facility, focused on automation, robotics and distribution efficiency, is about continually offering customers world-class service. This expansion represents MARSHALLTOWN’s continued investment in logistics excellence and allows us to move products faster and more accurately, which improves fill rates and reduces lead times, offsetting labor and freight pressures. Ultimately, this translates into reliable service and cost efficiencies that help retailers compete in their local markets.

Your U.S.-based manufacturing plants are an increasingly rare edge in toolmaking. How does domestic production help you manage supply chain disruptions or rising logistics costs, compared to manufacturing overseas?

Maintaining U.S. manufacturing gives us control and responsiveness that are increasingly difficult to achieve with overseas production. Domestic manufacturing offers shorter lead times, reduces exposure to global freight volatility and allows us to adapt quickly when supply chain disruptions occur. It also helps us manage rising logistics costs by limiting dependence on international shipping and tariffs while ensuring we maintain the quality standards our customers have come to expect over 135 years.

MARSHALLTOWN has expanded through acquisitions, including of Wal-Board Tools and Vaughan & Bushnell. What lessons have you learned about integrating acquired brands and maintaining quality and customer trust during those transitions?

Successful integration starts with respecting the legacy of each longstanding brand. Customers trust them for a reason, and preserving product quality and brand identity remains a top priority throughout any transition. From day one, we place a strong emphasis on timeliness—ensuring uninterrupted supply, consistent lead times and clear continuity for retailers and contractors.

From independent retailers’ perspective, what tool trends are you seeing? Are there specific categories growing fastest or showing the most innovation?

We’re seeing steady demand for tools that improve productivity, durability and ergonomics. Categories tied to drywall, masonry and concrete finishing continue to show innovation, especially where tools help professionals work faster with less fatigue—like our DuraSoft® handles and lightweight finishing trowels. There’s also growing interest in premium hand tools that justify their price through performance and longevity rather than uniqueness. Also, while the trends of battery-powered tools, vibration-reduction technologies and improvements in dust-control systems are often thought of as emerging, these are areas MARSHALLTOWN has been investing in, like our battery-operated Spin Screed® roller screed, Shockwave™ 2.0 power screed with vibration dampening and DustPro 360™ for safety when mixing materials.

How has the labor landscape in your production facilities changed in recent years? How are you addressing labor shortages, skill gaps and wage pressures?

Hiring and retaining experienced workers has become more competitive, and wage pressures are a reality across the industry. We’re addressing these challenges by investing in automation where it makes sense to support productivity, while also expanding training programs to develop skills internally. That includes cross-training, upskilling and creating clear pathways for employees to grow into more advanced roles over time. Our goal is to build an enduring workforce by combining technology with people—ensuring we retain critical manufacturing knowledge while preparing the next generation of skilled workers. Also, as we continue to invest in infrastructure, we’re also investing in the people and communities we serve.

In your product catalog, how do you balance SKU breadth versus depth for independent retailers who want useful assortments but must avoid inventory deadweight?

With a catalog of more than 10,000 products, balancing breadth and depth is critical to our comprehensive offering of iconic brands, which now span 15 trades. Our approach is to help retailers focus on assortments that turn consistently while offering depth in categories where professionals have various preferences and expect choice. We work closely with retailers and distributors to identify core SKUs and avoid inventory deadweight, while ensuring hanging and shelf space are used as efficiently as possible.

What role does feedback from independent retailers play in your product development?

A central role. Retailers are on the frontlines and have a deep understanding of their customers’ needs, which often allows them to identify trends, performance gaps or opportunities early. Their insights inform not just packaging improvements or SKU adjustments, but also product selection, regional assortments and category depth. For example, retailers in different regions may see varying demand for concrete/masonry tools versus drywall tools, or even down to various kit offerings within the same product family. By listening closely to regional and market-specific cues, we can better tailor assortments, prioritize innovations and ensure that our products match both the expectations of professionals and the realities of retailer inventory needs. This ensures that our tools are not only high-quality but also practical, accessible and relevant to independent retailers’ customers.

What innovations or new product lines are you most excited about?

Several key trends are driving today’s innovation. Tradespeople continue to demand tools that prioritize ergonomics and comfort, helping reduce fatigue and repetitive strain on the job. At the same time, a focus on quality materials and precision manufacturing remains essential, with highest-grade materials and advanced manufacturing techniques delivering tools that last longer and perform with unmatched consistency.