What distinguishes the D&H model in the current distribution landscape?
Dan Schwab: I think our model really stands out. That is the key point. The partners we are doing business with are, for the most part, family- and privately-owned. So culturally I think there is good alignment. When we look at our business, they look at their business very similarly. Not that there are not large partners that are not public or owned by third parties, and they are very successful partners and we do great business with them. But I do think that when you look at the landscape that is one of the key differentiators for us.
Think about the 150 employees we just added: After 90 days they will all be part owners of D&H. When our employees join the D&H family and become co-owners, they have skin in the game. That is very different than other [distributor] organizations. That is why we are selective in our hiring. We want people who are interested in long-term, differentiated service.
Michael Schwab: It is that privately owned and employee owned combination that makes us unique. You can see that in our leadership style. You can see it in our management approach. You can see it in our decision-making, and you can see it in the motivation of all of our employees. In those four areas, it is omnipresent. It proliferates across the entire company.