Exit With Purpose: Creating Value When It's Time to Let Go with Deborah Everson

Episode Transcript
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Deborah Everson (00:00):
Number one.
Social media is a must.
You just have to be engagingwith your community.
Where they're hanging out,don't feel like you have to do
everything, so pick what isgoing to work for you.

Stefanie Couch (00:10):
What was that feeling like at the closing
table when you had success?

It was fun to have and experience the joy of
success, seeing that, wow, lookat what we built together, look
at what his family built, andnow we're able to pass that on
to somebody else, for them tothen take what we did and make
it bigger and better.
And so it's really aboutexperiencing that joy of success

(00:37):
together.

So if you're a dad of a daughter and you aren't
sure how to encourage her, tellher she can do anything she
wants and then let her do it andhelp her do that.
I mean.

I think that's important Having that instilled
in me, that confidenceinstilled in me that I can walk
into any room and I belong.
It doesn't matter if it's aboardroom of men, women,
whatever their titles are, youcan walk in and you belong.
Because you do, you do belong.

Welcome to the Grit Blueprint Podcast, the show
for bold builders, brandleaders and legacy makers in the
construction and buildingindustry.
I'm your host, Stefanie Couch,and I've been in this industry
my entire life.
Whether we're breaking downwhat's working in sales and
marketing, new advances in AIand automation, or interviewing

(01:32):
top industry leaders, you'regoing to get real world
strategies to grow your business, build your brand and lead your
team.
Let's get to work.
Welcome to the Grit BlueprintPodcast.
I'm your host, Stefanie Couch,and today I'm joined by a very
special guest, a fellow womanout of the hardware industry,

(01:53):
Deborah Everson.
Welcome to the show, Thank youfor joining me.

Thank you so much for having me, Stefanie.
I appreciate being here withyou today.

Yeah, I'm really excited to talk a little bit
about your journey from.
You didn't start in thehardware industry.
You had a exciting careerbeforehand through a family
hardware business and you havenow since sold that business.
So I want to dive into all thedetails and I'm sure you have a
ton of tips and things that youlike to share.
You're also a speaker andyou've done consulting and

(02:21):
coaching.
You and your husband worktogether, which you know is near
and dear to my heart most daysanyway, and I want to hear your
story, so welcome to the show.

Well, thank you again.
Thank you for having me andhaving me be a part of your show
.
And yes, I did not start in thehardware industry.
I always say that God has agreat sense of humor, because I
said I hated retail and I'm nothandy and then I married into
the hardware business.
Yeah, it's hard to plan thatright.

I often try, now that I'm a little older and
maybe slightly wiser, to not saywhat I'm not going to do,
because that's usually what endsup happening.
So if I really want it tohappen, I'll just say I'm never
going to do this thing.
Well, tell me a little bitabout your early story, because
I know that actually somethinghappened in your childhood that
shaped a lot of who you are andit also shaped how you dealt
with your hardware businesslater in life.

(03:11):
So tell me a little bit aboutyour background, who you are,
who's Deb?

Yeah, so I actually we had a family
business.
When I was younger, my dad wasa computer programmer.
He designed a software thatactually revolutionized the HVAC
industry and he had businesspartners and he actually let me
be a part of their meetings andso I kind of felt like a part of

(03:36):
the team and I was only likewhat?
Nine years old.
And then one day he went on abusiness trip and got off the
plane in the Chicago O'Hareairport and had a massive heart
attack.
He walked into the men's roomand just fell over and instantly
passed away.
Wow, and he didn't have a planfor what life was going to be

(03:59):
like if something were to happento him.
The software, everythingrevolved around him, and so
losing the business then endedup losing our livelihood, and
there was no plan for hisbusiness partners.
There was no plan for anythingif something were to happen to
him, because everything had beenrevolving around him as the

(04:22):
owner and the developer.
And so it took about two years,but my mom ended up losing
everything, except for the house, thankfully, but all the life
insurance money, everything.
She wasn't a computerprogrammer, and so she's putting
in this money, trying to keep abusiness going, keeping my

(04:45):
dad's legacy alive and it justdidn't work, yeah, and so that
was really difficult.
So much for your mom to dealwith on top of losing your dad,
and then the kids have losttheir dad and it's so much, it's
a lot yeah a differentperspective, I think, and a

(05:07):
passion for business owners andhelping them to think about the
what ifs in life and in businessand being prepared and how do
you handle those types ofsituations.
So it really did affect me as Igot older and then as I entered
into the hardware industry andhardware business and how to
really help owners to startthinking of those things and how

(05:29):
to be prepared for the what ifs.

Yeah, we were talking a little earlier and I
think it's something that mostof us in the trenches.
Every day.
You're just trying to make yourbusiness work, to be profitable
, to pay yourself, to pay youremployees, to keep the lights on
, and it often is not somethingthat people are thinking of the
end, when they're at thebeginning, but truly it should
be at least somewhere in theforefront of your mind of like,

(05:53):
hey, what will happen?
And with a family business it'sextra important because there's
so many dynamics there and Iknow you got to experience that,
probably in your dad's businessas well as with your family
hardware store.
What do you think about thenext generation coming up?
And how can owners that arethere, that are invested in
these businesses day to day,also be thinking about things

(06:16):
like an exit strategy orsuccession planning when they're
not really ready yet?
And when should they startthinking about that?
Because that's a question Ihear a lot.

Yeah, I think now, now is the time to start
planning your exit.
And a lot of times people don'tunderstand what exit planning
really is and they're like, well, what does that mean?
Do I just close my business?
What exit planning does?
It's kind of like working withyour financial advisor.
So if you have a financialadvisor, you wouldn't go to your

(06:45):
financial advisor 30 daysbefore you're ready to retire
and say, hey, I'm ready toretire.
Can you help me?
So exit planning what it does isit starts setting you and your
business up to see your legacycontinue, and that might be
through a family member, itmight be through a manager,
maybe, or maybe it's athird-party buyer If your store

(07:08):
is big enough, maybe it's anESOP that you sell back to your
employees.
But exit planning really juststarts getting you to think
about the what-ifs.
So what if something were tohappen to me and I could no
longer be in the business?
What if I was ready to sell?
What if somebody made me anoffer I couldn't refuse?
Would I know that that's a goodoffer?

(07:29):
So you just start kind oftalking through each of those
different scenarios and helpstart visualizing, envisioning
what would life look like if Iwere no longer in the business.

Yeah, it's great to be thinking about and
talking about those things.
Every single day somethinghappens in the business that
changes it, and we don't know.
We're not promised tomorrow.
So your dad's story is reallyintriguing to me.
I am curious.
I have to ask what did heinvent the software for?
For the HVAC industry?
So what exactly did it do?

What it did is it actually regulated heating
and cooling systems, and hisfirst system he actually
installed in the MinneapolisGovernment Center, so he worked
for them as their maintenancesupervisor, developed this
program and then he installedthat in so it helped them manage
the heating and cooling andthen how it came on, kicked on

(08:23):
and all of those things, and soit was part of a software
program instead of just havingto constantly flip on or flip
off.
It was a software that hedeveloped that helped regulate
when the heating and coolingcame on.

Super cool, very innovative and also like ahead
of his time.
I mean, that's early before thesoftware was like everybody's a
software designer.
Now the AI is out, right, yeah,yeah, that's really cool.
What is one or two of thethings that you learned the most
from your dad that you stillcarry with you today?

One of the things that I learned from him
and I think this is so valuablefor a lesson as a woman is so
valuable for a lesson as a womanis that you belong in the room
and, like I said, he would letme sit in on his business
meetings and his board membersall treated me like I was part
of the team and so as I gotolder and I started going into

(09:18):
corporate America, I had noproblem connecting with senior
leaders and CEOs and I couldalways kind of walk into the
room and feel like I belongedbecause they all treated me like
I did.
And sometimes as women we pullback or we're hesitant or we're
afraid, we're not quite sure ifwe should step in.

(09:39):
And I've heard a number ofhorror stories of where women
have had doors shut on theirface and then others who have
said I belong.
And I've heard a number ofhorror stories of where women
have had doors shut on theirface and then others who have
said I belong and they open thatdoor back up and they go in.
But just having that instilledin me, that confidence instilled

(10:01):
in me that I can walk into anyroom and I belong, it doesn't
matter if it's a boardroom ofmen, women, whatever their
titles are.
You can walk in and you belongbecause you do, you do belong.

I love that and I think that's a message to any
parent, but especially dads ofdaughters.
So my dad has three daughtersme and my two sisters and that's
actually one of the biggestlessons that I think he
instilled in me.
Also, we have very similarbackgrounds.
Grew up in a business, would gointo work with my dad and he
let me try things and he let mering people up and do stuff like

(10:32):
that, and he never made me feellike I was an annoyance or if I
ask a question, which was a lotof questions.
There was a lot of questions,but I wanted to understand why.
And he always took the time todo that and also challenged me.
And, very similarly, when I gotto corporate, I was like what do
you mean?
Women can't do this leadershipthing, or why are there no

(10:53):
managers that look like me?
And I never saw that as reallyan opportunity for me to be held
back, but honestly, anopportunity for me to move up,
and I think you probably had asimilar experience.
So if you're a dad of adaughter and you aren't sure how
to encourage her, tell her shecan do anything she wants and
then let her do it and help herdo that I mean.
I think that's important, andit's the same thing with sons.

(11:15):
I think nowadays, with kidscoming up, it's important just
to have strong young men as well.

It's not just about having strong girls, right
, well, and I think it'simportant, no matter what
whether you're and I know thisis geared toward business owners
, but whether you're a businessowner or just even a parent in
general inviting your kids to bea part of what you're doing is
so crucial.
One of the things when we hadour hardware store it's that

(11:44):
some of the feedback we heardfrom the teenagers that we were
working with was that my dadinvites me to do something, but
then he just gets frustrated anddoes it for me.
They want to learn, they wantto be a part of it, and when you
let them do it and they canmake a mistake with you it
builds their confidence.

(12:04):
And so that's the thing I wantto encourage parents to invite
your kids to participate withyou, and that's some of the
reasoning behind how we did ourkids crafts was to invite family
engagement and invite parentsand kids to work on something
together.

It's fun to be able to say you built something
together.
Yes, what is one of yourfavorite memories from that type
of situation in your store?
I know we're going to dive intothe whole story of how you got
there, but what is one of thefavorite times?
Something fun that you did atthe store that those families
were able to do together?

There's so many good ones.
One of my favorites, though,was our Santa shop, so the kids
would get to shop for mom anddad or grandma, grandpa,
brothers and sisters, and Santawould come and we closed the
store down and kids would get togo shop with Santa's helpers
and buy stuff for them, and itwas so fun to think the kids

(13:02):
actually would think about whatthey wanted to get for their
parents instead of forthemselves, and Santa or Santa
who came.
He said this is my favoriteevent, because when I asked the
kids what they want, they don'ttell me what they want, they
tell me what they want to getfor their parents.
That's awesome, and so it'sjust one of those fun memories.
We had a lefse klats, which Idon't know if you're Norwegian,

(13:24):
but I don't think so, I'm notsure and we had like three
generations of mom grandma'sdaughters coming together and
doing this lefse class, and itwas so fun.
We had these two gentlemen thatled it.

What is a lefse?

It's kind of like a Norwegian I want to say
pancake, but it's super.
Maybe a crepe Okay, more like acrepe, and you can make it out
of potatoes, you can make it outof flour and and so they would
come and do this demonstrationand then everybody got to come
up and make some.
Okay, and it was such it wouldsell out every year.
It would sell out within thefirst week or two.

(14:03):
That I would post.
The event Sounds like fun.
It was fun and it was such agreat way for families even
husbands and wives they'd cometogether for a date day and just
creating those memoriestogether just meant so much to
me to see families comingtogether and creating fun,
positive memories in our store.

Yeah, that's really cool when retail becomes
a destination place, whetherit's for something you love to
buy there, because you have somerecognition around, a brand
that you sell, that you love, oran event or something like that
.
So tell me more about thehardware store.
How did you get there?
Talk to me about your hubby anda little bit about your journey

(14:44):
.
What were you doing before youwent into hardware?
So you were young.
You have this entrepreneurialexperience with your dad.
You obviously have a fire inyou that I'm sure you were born
with, and then he passes away.
You grow up.
What happens?

next.
So I ended up in IT projectmanagement, of all things.
And so when I met my husband,we met online and we were
married within five months ofmeeting.
That's awesome, and I had nointerest at that time in being
in the hardware business.
I was doing very well in ITproject management.
And then, a couple of yearsinto our marriage, my husband

(15:21):
came to me and said our storeisn't doing well and would you
come and be our project manager?
And so, after some praying andstuff and talking it through and
really getting a vision forwhat that would look like, I
ended up leaving my six figurejob to go make $12 an hour at
our hardware store.

Crazy people do that.
I have to like I feel likethat's a totally normal idea,
but most people are like you'reinsane, right Well?

the thing is, though, is that it's so
different.
Like you said, when you're anentrepreneur, you're investing.
You're investing in your family, you're investing in your
business, and so it's asacrifice.
We, as entrepreneurs, we makesacrifices, and it's a sacrifice
that you're willing to make,and so, during that, through
that whole process, we ended upcreating a five-year plan, and

(16:12):
we completely remodeled thestore.
We reset the store.
We worked with our distributorto reset the store, and we also
did a customer survey duringthat time to really better
understand what it was.
How are we serving ourcustomers?
What did they think of us?
Our store was family owned.
It had been in our communityfor over 50 years.

And what is the community like?
Where is it?
What was the store like, whatwere your customers like?
I'm just curious because youknow I live in a small hardware
store, Right?

Well, our community at that time was about
12,000 people it's a beautifullake community and had gone from
, so our business had been likeabout 80% trade-based so your
electricians, your plumbers,your painters, those
construction people.
And then, after the housingmarket crashed, it turned and so

(17:04):
then we became 80% morecustomer focused and so our
business struggled.
It was hard to redefine ouridentity as a hardware store.
And, yes, people came to thestore but it almost felt like we
were their last resort.
They would say, oh, I've beento everywhere.

(17:25):
And then I came here and hereyou were able to help me.
And, dagger to the heart, rightLike the worst thing, they
thought it was a compliment, butit did feel really hard to hear
.
And so doing the survey wasreally insightful for us to find
out what it was that they likedabout our store.
And then the things that theydidn't.

(17:45):
And we had to kind of deal withsome hard things that you're
overpriced, your store is dated,your stuff costs too much.
But then they said good things,your family owned.
We love that.
When we come in, you can helpus.
That's a big one, yes.
And so we decided let's takethe feedback that we received

(18:07):
and what are the things that wecan change and that helped
formulate our five-year plan.
We're like, if we can't turnthis thing around in five years,
then we've got problems.
And so we reinvested in thebusiness and we did the things
that we could change.
So we remodeled the store, wereset the store and then we

(18:29):
created this beautiful, unique,boutique-style hardware store
with a huge paint counter wherepeople could come and look at
paint samples.
We created part of the reasonwhy we created the paint counter
.
The way we did too is so thatwe could hold classes.
We wanted to start building away for the community to
re-engage with us and to startinviting them into our space,

(18:52):
and we started having monthlykids crafts.
We had, you know, adult classes.
There was a lot of things wherewe started re-engaging with the
community and then inviting themto come into our space and then
also being a part of ourchamber.
So any chamber events we triedto be a part of, inviting, you

(19:12):
know, when they had their ladiesshopping days and stuff like
that.
But one of the unique things weadded to our store was a whole
home decor section and it justturned it into such a different
experience and, you know, we hadmoms that would come in.
We had hockey moms that wouldcome in and get their kids
hockey skates sharpened, andbefore we remodeled there was

(19:35):
nothing for them to buy.
Yeah, so they'd get their kidshockey skates sharpened and then
they would leave with thosesame hockey skates, right, but
nothing else.
How much did it cost?

to sharpen hockey skates, Because I'm from
the South so that doesn'tresonate at all At that time it
was $6.50.
So that's a very small amountof money walking in and out the
door with no other sale Rightand as I saw those moms shopping
and I'm going well, what aboutthem, what's for them?

I saw those moms shopping and I'm going well
, what about them, what's forthem?
And so when we added our homedecor section, it went from 650
hockey skates to maybe we addedanother $25 home decor item or a
kid's birthday gift, or maybeit was a you know $50 wall
hanging or something.
But I tried to bring in thingsthat were unique, that fit with
our community, especially afterhearing the feedback that we got

(20:28):
from our survey, and so, aspeople walked in, we created
this really warm welcomingexperience.
So when you walked in with likeoh, wow, yeah, and we did we
changed people's perception ofus of being their last resort,
to becoming their first choice.

That's amazing, and that was huge and you really
took something that had been.
So how long had the store beenaround at that point?
About 50 years.
So three generations, is thatright?
Two, two generations, 50 yearsold?
And tell me more, because wewere talking earlier and your
husband is lovely, I spoke withhim earlier and we were talking
about.

(21:09):
You know, he's part of a familybusiness.
His parents had started it andthis was a really small town
when they started, and how manyhardware stores were there in
this small town?

It was a town of, I think, 2,500 people, five
hardware stores in town.

That seems like a pretty crazy ratio.
I guess back when hardwarestores were a little bit more
common, but then you ended upbeing the last woman and man
standing in the hardware gamethere, right, I mean locally,
that was it.
So how did the change come inwith the family?
Because I know when somethingis the same way.

(21:46):
I mean, I worked in a familybusiness for a long time.
My dad worked for his dad, andtrying to get people to
implement change in any businesswell, any part of your life
honestly, is really hard.
Old habits do die hard andsometimes we don't see the
things that could be becausewe're worried about losing what
already is.
How did you navigate that?
Because you married into thefamily and you're now coming in

(22:08):
and trying to really change thewhole business model.
What happened there?
How did that go?

It's a delicate balance.
So one of the things that Ilearned is acknowledging and
celebrating what worked in thepast and honoring that and
honoring what they did, becausewe didn't, they didn't get to 50
years for nothing, right, Imean, it took blood, sweat and
tears.

(22:34):
So honoring that and gosh, Iget a little emotional, but then
also helping them see thevision.
Yeah, right, and we used towork in business even right now.

You know we're in the age of AI, so what worked
30 years ago it doesn't evenmatter now because this didn't
exist back then.
So what they built then workedfor them probably for a long
time very well.
And the customer base change,the go-to-market strategy
changes very well, and thecustomer base change, the
go-to-market strategy changes.
That's one of the things Ithink is so great about older

(23:09):
legacy businesses like that isthey do have that really solid
foundation and some of thosecore things like customer
experience, you know value, allthose things they kind of stay
the same.
It's just how you deliver.
That that changes right andsometimes it's hard to.
That delivery vehicle can behard to sell.
If it used to be on a phone, aring phone with a cord I don't

(23:31):
know if anyone's here, gen Z,listening they don't know what
I'm talking about now, but nowit's e-commerce or it's
Instagram or wherever you'refinding your customers now.
And I know that social mediawas a big part of your plan.
How was that perceived andreceived?
And what did you do to buildsocial media for a small town

(23:53):
hardware store?
Because I hear all the time,every day when I go out, it's
like well, we know we probablyshould be doing social media,
but so much work and we don'tknow what to do.

What would you say to a owner of a retail
store about social media Numberone social media is a must,
right, you just have to beengaging with your community.
That is where they're hangingout.
Don't feel like you have to doeverything.
So pick what is going to workfor you.
It could be Facebook, it couldbe Instagram.
It could be Facebook, it couldbe Instagram, it could be TikTok

(24:26):
.
Maybe you have a high schoolerwho works for you that is
totally into TikTok and givethem that trust and see how it
goes.
But just getting on social mediaand being a part of it, I think
what happens is people feelthis pressure of oh, this is
what I have to do, you don'thave to do this is you don't

(24:52):
have to do it.
You probably have somebody inyour network, a high schooler.
So, like for our, for ourcustomer survey, we had a
employee who was getting hismaster's degree, so we had
engaged him as part of hiscredits to help us put together
the survey.
That's such a great idea.
So it's really engaging thepeople that are currently
working for you too, or even thehigh school.
There might be people, kids inyour high school that you can

(25:14):
engage.
But getting on social mediabeing consistent, you know I've
heard a lot of people say, well,I'll just hire that out and
that's fine.
But then it takes away from thelocal, personal touch of it and
personal feel also hard to betimely as well.

You know, that's what that's.
What I've found is like, yeah,we can go do bulk content and
all those things and it works.
But if you're posting it likelive and in action and it's
right there and that event'shappening that afternoon, people
can see and then they feel FOMOand then like man, I missed
that, whatever the, the pancakemaking thing was, let's just,
let's go.

(25:53):
Um, so obviously I'm not anoriental, that's but um, they
missed that event, right, andthey want to go to the next
event.
And the kids see those craftsonline like, hey, my friend at
school made this cool birdhouseor whatever Christmas ornament
we were doing.
And then I can go to the nextevent and they start to become
like must see, must attend, typethings for the community and it

(26:16):
can.

it can even be something, as one of the things
we started doing was we allowdogs in our business.
Love that, amen.

I'm speaking.
I'm so upset that everyrestaurant doesn't allow dog.
Every place should allow.
If kids are allowed, dogsshould allow that.
That's a little off topic.
I won't get on that soapboxtoday.

But so we would take pictures of people's
dogs Actually, we had somebodybring their cat oh, I love that.
So we took a picture of the andor kids.
You know, the people would comein with their kids and so we
started doing stuff that wasengaging, or our employees
celebrating employee birthday.
Then we'd get a photo and, hey,everyone wish so-and-so a happy

(26:55):
birthday, and it was just a funway and a person, and it didn't
take hours, you don't have tohave special cameras, it was
just our phones, yeah, and youtake a quick photo and you post
it on.
You know, for us it wasFacebook and we were able to.
I mean, I think when I got theFacebook, when I took over our
Facebook page, we had maybe ahandful of followers.

(27:18):
Yeah, and I was able to, youknow, more than quadruple our
followers and our engagement.
Yeah, it became kind of part ofour sale as well.

People think Facebook is dead and it is not.
Facebook is not dead.
Facebook ads still absolutelycrushed.
I think the thing for me that Iwant, especially small business
owners, to hear you saying andyou've said both of these things
, but I want to make sure wecapture this.
If you think it's too latebecause everybody else like

(27:51):
you've already been in businessso long and you didn't start
Instagram when it first came out, it's not.
It's not too late and you don'thave to do everything.
You can do one platform tostart.
You can get someone else tohelp you with it.
I do highly recommend, like yousaid, somebody on the ground.
If you can and you've just gotto try some stuff, just keep
posting, because tomorrow youmight post something that's

(28:12):
totally a dud and then next weekyou might get a hundred likes
on something and sell a bunch ofstuff because of it.

And I want to piggyback off of that because I
think it is so important.
It doesn't matter how manylikes you get or you don't get.
And this was a really key thingbecause I started feeling
really bad after ourfollowership really started
growing and I wasn't feelinglike I was getting that much
engagement.
But what changed for me waswhen people would come in the

(28:40):
store and say I saw your post,but they didn't like it.
They didn't comment, theydidn't like it, but they said I
came in because I saw your post.
Now, as a business owner, I sayI don't care how many likes I
get.
The likes don't matter, it'swhat got them to the door, got

(29:02):
them through the door, got themto the event was the post,
Absolutely.
And so if you're feelingdiscouraged because you're not
getting a ton of engagement onyour social media, keep posting,
keep being consistent, becausethey're watching.
They may not be interacting,but they're watching.

(29:22):
And that was a key when Istarted hearing people say I saw
it on your social media and Icame in.
That's what ended up like oh.
Then it clicked for me becausenow I had the foot traffic.
It wasn't.
Who cares about all the likesif they're not coming in, you
know.

(29:42):
And so to me it was becausewhen they come in, that means
they want to spend money, right,yeah, and I'd rather have the
money than the life, for sure.

That keeps the lights on a lot easier than a
thumbs up on Facebook.
Right, and I think that's agreat point in general for any
social media, but also for otherthings that you're doing, like
your website.
Some people are like well, youknow, I don't know, we're not
getting a ton of people that areconverting from that or
whatever it is, even e-commerce.
They may not want to purchaseonline, but they may want to

(30:10):
browse online and figure outwhat you have, and I think
that's really important.
A lot of people don't want toput the money into e-commerce.
They don't want to fool with it.
E-commerce in our industry inthe building and hardware and
construction industry has 3x inthe last three years and it is

(30:31):
only going to continue, becausepeople want to be able to see
what you have before they come.
They also want to get kind ofan idea sometimes so they maybe
can browse in their PJs withtheir morning coffee, then go
hit the hardware store up andgrab what they want, because
they already know what you offer.
And I think that it's alwaysgoing to be something where it's
kind of that old legacyfighting the new ideas of
e-commerce and all these things.

(30:51):
But eventually the people whodon't do this stuff, they're
going to probably lose out.
They may not close, but theirsales will hurt.
Their social media is notdriving, you know, traffic into
their store and we both have amutual friend who Gina Schaefer,
who has talked about some coolthings like pottery and grills,

(31:11):
and you got to figure out whatworks for your market too.
So your market had hockey skates.
My local hardware store doesnot sharpen our hockey skates,
but what they do sell is flyfishing gear, because there's a
really great fly fishing rivernear where I live and they crush
it with that and it's actuallysuper expensive.

(31:32):
But these people don't carebecause they're there and you're
in the moment and you like findthe gear that's perfect for
that trip and I thinkcapitalizing on that is
important.
What are some other momentsthat you've capitalized on or
things that you've made peoplereally want to come to your
store for?
So I know there's.
It doesn't always have to besomething big.
Is there anything little thatyou can think of?

(31:54):
Like that?
People thought of you andthey're like we have to do this,
one of the things.
So we were a hardware Hankbranded store.

Ok, and one of the things that I wanted to do
was bring in hardware hanktemporary tattoos.
Oh, super cool, and that wassuch a hit.
We had kids that wanted to comejust so they could get a tattoo
.
The other thing was we had aone cent gumball machine and
that had been with the store forover what close to 30, 40 years

(32:25):
and so it had been gone throughlike three generations or three
, you know, and people would belike I remember I came into the
store with my grandpa and got aone cent gumball machine and did
we make any money?
It costs us more money for thatone cent gumball, but you know
what?
It was worth it because it wasall part of that whole
experience and that's the thingpeople need to realize.

(32:47):
It can be frustrating when youare dealing with competition
like the box stores, but we asindependent retailers, we have
the edge because we can changeand pivot and we can do things
that give people that personaltouch that a box store is not
going.
You're able to give that fullon customer experience and

(33:29):
giving them that personal touchthat they won't necessarily get
at a box store.
And so we can complain and befrustrated with box stores, but
we have.
We are actually, as independentretailers are, sitting on a
gold mine because we're able topivot and change and do things
that speak directly to ourcustomers' hearts and to their

(33:50):
experiences.

And what they really value the most.
I think that survey youmentioned that people're not
sure what you need and you knowthat you walk into a store and
they have experts that will helpthem.
Even if you're not 100% sure ofthe answer, you're going to

(34:12):
find someone in there.
Maybe you don't know a lotabout plumbing, but you're going
to find the person who is kindof the expert on that.
They go the extra mile.
I know with my dad's businessthat was always something I felt
like.
Even if I got to a bigcorporate which I ended up going
to, I tried to keep that heartof service and like that
exceptional experience.
I think Ritz Carlton andChick-fil-A do it so well and

(34:36):
talking about like customerexperience is everything and
there's a very large competitor.
It starts with an A A and theyare next day a lot of places and
they are shipping things youknow quickly and they are
obsessed with the customer iswhat you know.
Bezos has always said and Ithink if we take that idea and

(34:58):
then add the competitiveadvantage of small and local, we
can win.
One of the things that youactually mentioned earlier when
we were speaking about yourbusiness is operating hours and
there's a lot of not justhardware stores but other
businesses, people.
I had a recent experience.

(35:19):
I had a meeting in a small townright near my house and there
was a new, pretty new coffeeshop that had opened up and this
was like a Tuesday at 11 am socoffee shop should have been
open and we went to go getcoffee for this meeting and the
guy came back and said well,coffee shops closed.
And they went across the streetand they said well, the guy

(35:41):
said he got too busy so he justhad to close, he didn't want to
handle it.
And I think sometimes peoplehave a hobby business, like they
have this idea of hey, I'mgoing to start a business, it's
going to be a coffee shop,people are going to have a cat
in the corner and like readbooks and all these beautiful
moments like Hallmark movie,yeah, and this is.
It's hard, like we both knowthat, and things get tough and

(36:02):
it's hard to keep that up.
But if you're not open, all ittakes is one time for somebody
to go to that coffee shop on aTuesday at 11 and it's closed
and they're not going to go back.
Talk to me about what should anowner do to make sure that they
can optimize their business offoot traffic in that way.
As far as lost opportunitieslike that, there's a couple of

(36:23):
things.

So, number one , make sure that your social
media branding matches yourlocation.
On your social media, yourwebsites have your address, have
your hours and then what yourhours are.
Then be open.
If your business says it's open, be open.
And that's one of the numberone complaints that we've been

(36:45):
hearing as we're out in themarketplace and hearing from
customers is they're notconsistently open.
People knew that if our hourssaid eight to 630, they knew
that we would be open, whetherit was raining, snowing, ice,
storms, whatever, we were there.
And they knew that they couldcome in for that last minute

(37:07):
thing.
Their toilet started acting upand they had an issue and they
knew we would be there.
And so those are, even thosesmall little things, are
differentiators being consistentin your hours but then also
posting what those hours are,yeah.

It seems really simple to have your address on
your Instagram, but I would sayprobably 80% of the ones I see
don't.
Yeah.
And there's no like links to goanywhere or a website link or
anything almost.

It's just not optimized Well and my husband
and I had that experience.
So there was an ice cream shopand their social media was
amazing.
It was so funny and it was funand they showed all these great
pictures of these great icecream treats and stuff that they
were making.
And so one day I said let's go.
And so we went to their socialmedia and there was no location.

(37:58):
We had no idea.
They didn't have a website,they didn't have anything.
We had no idea how to find them.
Wow.
So what kind of customerexperience did I have?
Yeah, I never made it to theirlocation.

Yeah, you don't want to.
You don't want to go and do allthat work on social and then
some really small thing.
But I think we're all so busyas business owners Sometimes we
do forget the little stuff likethat.
And it's people like you thatare like hey, I've been there,
here's the as a customer, theexperience you had, and also as
a business owner, you understand, here's how to optimize, and I
love that you're doing that forpeople and sharing your

(38:32):
knowledge.
You also have another reallycool fact that you and your
husband were in businesstogether.
You ran this hardware store.
You turned around this familybusiness together and then you
exited it and you were bothreally amazing people that love
business.
But you did sell that business.
What was that experience likefor you guys?

(38:54):
How did that work?
How long did it take?
Was it something that was superstressful?
How did you know what to do?

So, like I said, we had created our
five-year plan and we got tothat five years and we and we
took a look around and actuallylet me just take a quick step
back.
So in 2020, we all know whathappened COVID hit us all and
the only other hardware store intown closed, so we had gone
from there being two of us.
So remember, in 1966, therewere five hardware stores.

(39:26):
Now, in 2020, we're down to twohardware stores and then we're
down to us.
And we're down to one hardwarestore and everyone is buying
hardware and projects and allthe things.
Yeah, so we had COVID businessand then the other hardware
store in town closed and so nowwe have their business.
So thankfully we had done thework ahead of time and we were

(39:47):
prepared for all of that newbusiness and we had re-engaged
with our community and so theywere already shopping with us
and ready to shop with us.
But during that time then wehad somebody approach us about
buying our store and we thought,well, we weren't quite sure we
were ready for that.
My husband and I are quiteyoung still and so we started

(40:11):
going through that process withthem and we realized they
weren't a good fit for us.
But also we realized we weren'tready.
We didn't have our inventoryand our financials and all of
that stuff in order, and so wesaid okay.
So now we know that somebodywould be interested in buying us
.

(40:32):
What would it look like if wewere to prepare?
And so we took two years andstarted really nailing down what
our inventory numbers were Didwe have the most up-to-date
merchandise on the shelves?
You know what did our storelook like, all of those things
and getting our financials inorder, and really started

(40:55):
preparing for what would it looklike to sell our business.
And it also helped starting thediscussion because we were a
second generation and my in-lawsstill worked with us and having
those discussions and starttalking about it started
preparing them as well, becausemy father-in-law he was in his

(41:15):
80s and he's still alive andhe's still very spry and my
mother-in-law as well and hisidea of retirement was working
until he could no longer workany longer, of retirement was
working until he could no longerwork any longer.
So just starting thoseconversations helped get them

(41:37):
prepared as well as us, and oncewe kind of got all of that
settled, we ended up approachingour buyer.

That's awesome.
And how did you find them?
How did you know they were agood fit?

Well we, my dream originally was to have a
young family buy our business,but our market had grown so much
that we realized that if wewere to sell it to a young
family it would crush them, yeah, especially if they didn't have
any hardware industry knowledgeor experience Like running in
front of a freight train,knowledge or experience Like

(42:11):
running forever freight trains.
And so what we realized is weneeded a larger organization
that could know that they couldwithstand.
You know just how the market isup and down and you've seen I
mean we've seen how the markethas changed so much, which
within just the last year, withall the changes and different
buyouts and stuff like that.
And so we realized we needed alarger organization that could

(42:33):
withstand just all the marketchanges.
And because then it became ourpassion and our goal became
keeping it a hardware store, andso we knew we needed somebody
that could keep it a hardwarestore.
And that's how we ended upfinding our buyer.
And then we sent them a letterand through our attorney and had
a very good business attorneywhich I highly recommend yeah,

(42:55):
that's important for sure andthen they responded back to him
and we started talks and justkind of going through that
process, and so it took about 10months from start to finish,
and then we signed over thepaper, the signed over the
business to them and then handedthem the keys and they started

(43:16):
day one.
Wow, we literally made itturnkey for them.

That's awesome that you had that process nailed
down, because a lot ofbusinesses are not actually
sellable because they haven'tdone any of that front end work
and then, like you said, theydecide somebody passes away.
They decide they've just hadall they can take and then they
end up walking away and a lot ofreally great businesses
actually close and they justshutter the doors and then

(43:41):
there's not a hardware storeanymore, or even if somebody was
going to reopen it, thebusiness pretty much dies and
people get used to goingsomewhere else instead of there.
So I love that you kept thatalive, that legacy alive.
How's the store doing now?

It is doing very well.
We had such a great experience.
My father-in-law still shopsthere.
It's not under our name anymore, but I'm telling you, Stefanie,
the community even though myhusband and I don't actually
live in that town, but we'restill very engaged and involved
in our community they still comeup and thank us.

(44:16):
They said you could have justclosed your doors.
We own the property.
We could have sold it tosomebody else, but we knew that
it was the only hardware storeand we cared enough about our
community to say we want to keepa hardware store in our
community.
And they still thank us forkeeping a hardware store going

(44:37):
and selling it to somebody thatis able to keep it a hardware
store.
And so I think, just evenlooking at your broader
community, it's not just aboutus.
It's about how do we keep thehardware, independent hardware
retail businesses going andthriving.
And that's the passion that myhusband and I have now is we
want to help independenthardware store owners continue

(44:59):
to thrive even after they leavethe business.
So how do we prepare you andyour business to keep thriving
and to keep your legacy alive?

Maybe it's not named the same, but it's still
going and your business is stillthriving even after you left
and you have so much knowledgefor any age business owner in
that space to help them withsome of those things like
undervalued areas, that they cangrow.
Social media, even like printmedia there's just a lot of

(45:29):
opportunities.
You were talking aboutleveraging some of those things
when you were doing yourcommunity engagements.
You know magazines, newspapersPeople don't think about that as
an option and a lot of timesthat's free media.
And if you can get in the localnewspaper and then your kid
comes and begs for a hardware,hank tattoo and gets their free
gumball and you spend $50 onsomething that maybe you weren't

(45:52):
going to buy before or maybeyou already needed, that's a win
.
So you're leveraging somethingthat other people are basically
discarding as not even useful.
How do you think that youngpeople I mean you know people
that are coming up are moreinterested now in the trades and
what we'll call boringbusinesses?
We both know they're not boring.
There's never a dull momentusually, but how would you give

(46:15):
advice to a young man or woman,or maybe even a couple, that is
interested in possibly owning abusiness like a hardware store?
What would you say to them?

I would say do your research, know your market
and then find a store thatstill has you know they still
have some life to them and thenget a vision.
And there's so much that can bedone still in retail and
especially hardware retail.
I think it's so unique.
I've heard some people in thebusiness world say, well, don't

(46:48):
buy a retail business.
What I'm going to say ishardware retail is different in
a lot of ways because you'reselling things that people
actually really need.
Yeah, so figure out what it isin that industry that you really
like.
So one of the good pieces ofadvice that we got when my
husband and I were remodelingthe store pick a department that

(47:10):
you really like and then getsuper knowledgeable on that and
then grow in that.
So for me it was home decor,for my husband it was smoking,
and so we completely expandedour smoking section and we ended
up selling tons of triggerpellets and smoking equipment
and all sorts of stuff.
But, as a younger person, findthat thing that you enjoy and

(47:33):
then expand on that.
But then just get involved andthen partner with the owner.
So show them that you're trulyinterested.
I think owners just want to knowthat their legacy is going to
continue and you're not going torun it into the ground?
Yeah, absolutely is going tocontinue and you're not going to
run it into the ground?
Yeah, right, there's.
That is such a fear that if Ipasses on to somebody else, are

(47:54):
they going to be able to keep itopen or are they going to run
it into the ground?
Yeah, work something A lot oftimes they want to work
alongside you and help you, butthen, as the owner, be willing
to hear those new ideas.
Like social selling is a reallybig thing right now.
So whether it's on TikTok oreven doing Facebook live selling

(48:16):
, so incorporating some of thethings that you might be a
little unfamiliar with oruncomfortable with, but working
together, I think owners have somuch knowledge and passion that
they I mean I look at hardwareretail almost like a trade.
You can mentor somebody intobusiness ownership and into that

(48:36):
trade and helping them take itover, especially if you have no
one in your family who'sinterested.
My husband and I don't havekids and so we didn't have
anybody else to pass it on to,but maybe have a manager and I
love that.
The National HardwareAssociation they offer training
for the younger generation thatyou can go through and go to

(48:57):
hardware school, you know, andget mentored and trained in how
to be a good hardware storeowner, and so those are just,
you know, a few things that youcan do to have a thriving
hardware business as a youngperson, and honestly I think now
is the time to do it, becausethere's what is it Like?

(49:18):
60% of retail business ownersare owned by baby boomers.
They're getting ready to exittheir business.
So if you're looking to getinto business ownership, now is
such a good time and maybethere's some seller financing
that you can.
There's so many differentopportunities and things that
you guys could work together.

Do the research and figure out options, because
you don't have to have $10million to go buy a local
hardware store.
You know you may be able toactually get into it and work
with someone, like you said, anddo seller financing and have
very little investment.
There's also places like co-opsand different things that
really can help you understand.
You know you mentioned theNational Harbor Association.

(50:00):
I'm obviously partnered with Doit Best and there's Orgul and
CNRG and all these other people.
There's tons of people thathave trainings.
They, I mean you can YouTubethings.
I don't know how many YouTubevideos are on there, but that's
something that you can findinformation on and most people,
like you said, they love theirbusinesses, they want them to
survive and if somehow we canbridge this gap between the

(50:23):
younger generation and theowners and say, hey, let's keep
this thing going and hand it off, I think one of the lost arts
that makes me so sad, honestly,that we have pretty much
abandoned this, is internshipsthat are like unpaid, just
apprenticeships, and people usedto do that.
You know the hardware storeowner would pay someone to work

(50:46):
there and train that person andthen they were planning to take
it over.
And if they didn't have an heiror somebody that was going to
inherit it, that would take itover.
They would do that and thathappened all the time.
That's how blacksmiths trainedpeople and it's I mean, that's
how everyone did things and wesomehow lost that.
Everyone goes to college now andgets a degree, which I'm not

(51:06):
against.
I have a college degree but Ican just tell you I learned a
lot more in my dad's lumberyardabout life and business than I
ever learned in a classroom, andthere's some things you need in
the classroom and some thingsyou need to learn by doing.
I find that most businessownership skills you can read
about.
You don't know until you'vedone it.
So figuring out who willpartner with you is really

(51:28):
important, and partnershipsobviously are important, because
you're married to your businesspartner I am as well and what
do you think makes it work andhow do you guys function as
business owners spouses?
Is there a divide?
Is it all just one big poolthat you can't separate?
How does it?

work for you.
I think you're going to relateto this as it is a lifestyle.
It really is a lifestyle andit's understanding what each
other's strengths are, honoringand embracing those strengths
and then functioning in that.
So when I first came into thehardware business, it was a

(52:09):
little rocky because I'm tryingto tell my husband, well, you
should be focusing on this, andhe's going, but you should be
focusing on this, and I'm tryingto put stuff that I should
probably be doing onto him.
And until we realized, okay,what are our strengths, where
are you?
So what are our strengths,where are you?

(52:33):
So I like doing events, I likedoing all the HR.
So I did a lot of the hiring, Imade sure the schedule was done
, and so we said I was front ofthe house, he's back of the
house, he liked all thefinancial stuff, he handled our
inventory, you know all of thethings that were day-to-day
operations where I kind offocused more on the projects.
And then the fun stuff, likethe home decor and the paint,
like helping people pick outpaint for their homes and stuff,

(52:55):
and so understanding what eachother's strengths were and then
embracing it.
We're not in competition, we'reactually a team.
And starting when we realizedthat that we started functioning
as a team.
It also made it so much easierfor our employees.
If there was somethinginventory related, I would tell
our employees to go talk toTracy.

(53:15):
If there was something that wasHR or events or anything else
like that related, he would saygo talk to Deborah, she knows.
And so, instead of trying to doeach other's jobs or feeling
like we were in competition, wesaid what are our strengths?
Let's embrace that and let'shonor that in each other.
Like even when we went to sellthe store I'm the one who led

(53:37):
that piece of selling the store.
He did the day-to-dayoperations.
If we were both trying to sellthe store, who would keep the
store running?
If we were both focusing on theday-to-day operations, who was
going to work on selling it?
And so when we realized thatthis was where I was thriving
and that was where he wasthriving, we were both able to

(53:57):
partner together to reach ourgoals.

Yeah, A team of horses pulling in the same
direction.
My dad always used to say whenI was little that if both of you
are the same, one of you is notneeded, and I think that's
really important and Ben and Ihave obviously very
complementary strengths, but wehave very similar values and we
have similar goals.
And also I think that he's mybiggest supporter and I feel

(54:21):
like Tracy's been verysupportive of you and when one
of you is not killing it, oryou're weak or you're not able
to push harder, that personpushes you, and I think Brene
Brown actually was talking abouther and her husband.
You know it's never 50-50.
I don't, that's a myth.
It's like saying I give 110%.

(54:42):
Well, that's not possible.
You can work really hard andsome days you just can't give
50-50.
And some days he's going tohave to carry you and some days
you're going to carry him.
And we've definitely hadseasons of our life and our
marriage because we've beenmarried a long time now that
he's carried me and I've hadtimes where it's been me
carrying the weight.
Now that we're inentrepreneurship journey, I feel

(55:03):
like it's pretty equally yokedand some days I'm better than
others and vice versa, but it'sbeen fun.
It's also been really cool todo something and accomplish
something together.
How have you used your journeyand what was that feeling like
at the closing table when youhad success?
Like what was that feeling?

It was fun to have and experience the joy of
success.
So see, not even knowing thatnumber one, at first wondering
is our business worth anything,and then going through the whole
process and it's very, veryintense because there's a lot of
emotions and everybody's tryingto get stuff done and run a
business at the same time andyou had family and like legacy

(55:46):
and all these different thingsand but then seeing that, wow,
look at what we built together,look at what his family built,
and now we're able to pass thaton to somebody else, yeah, and
for them to then take what wedid and make it bigger and
better, and so just experiencingthat joy of success, even after

(56:08):
we remodeled.
It was so fun for me to see myin-laws come in and see this
store, because they'd been in itfor so long and not even
realize, wow, this is what itcould be.
And people are here again andthey're creating fun memories
with their families and this iswhat we wanted.
And so just to have themexperience that joy of success

(56:32):
and saying, wow, look at what wedid and we were able to
accomplish as a family, as ateam, with our employees and
then as a community, and so it'sreally about experiencing that
joy of success together and itjust I don't know, I can't get
teary about it.

Yeah, it's a really beautiful ending to such
a cool story with the family and, and especially like I can just
envision your father-in-lawgoing in the store still and
that pride of ownership, eventhough he doesn't own it, that
the legacy is still there and hestill is a part of that.
And how old is he now?
88.

(57:12):
, 88.
Yeah, that's amazing that he'sstill going to the hardware
store.
My grandfather lived to be 101.
And when it was during COVID,but we would be there visiting
him and he would laugh aboutstories from the lumberyard.
And I can kind of hear that inmy mind of thinking about him
laughing about something funnythat happened or my dad, or he

(57:34):
really thought it was reallyfunny when bad stuff would
happen to my dad in the lumbertruck, you know, like a bundle
of lumber would fall off theside and like he'd have to pick
it up by hand.
You know those types of thingswhen the band breaks and my dad
doesn't think those stories areas funny.
But my granddad really lovedthose stories and so I think
about that and I'm sure he has amillion stories in your
mother-in-law as well.
And that is what familyindependent businesses are about

(57:59):
.
Is that that story willcontinue store to get a gumball
or whatever they do there, willremember going there.
And that is why independentbusinesses can win is because
it's really hard to replicatethat with an online store.
Even if you have an onlinestore, it's not the same.

(58:20):
No, and we all have thosememories from our childhood and
adulthood and you know I lovegoing to the hardware store and
especially when they have coolthings that I like to buy.
Clothing, obviously, is anaffection of mine.
If they have hats, I'm done for, dog stuff done for.
But that is really where Ithink you guys have you won in

(58:42):
your business.
So, if you're an independentretailer, figure out what your
audience really wants, how tomake that customer experience
All right, we're going to endthis with a few lightning round
questions.
Are you?

ready.

I'm ready.
All right, if you were ananimal, what would you be?
A cat Okay, that did not takevery long.

We have thought about this I'm a cat
girl through and through Allright, what color cat?
Oh boy.
Well, so we have two cats.
We have a tuxedo cat, a blackand white, okay, and then I have
kind of a mixed tabby cat.
So I just love cats Actually.
My dream, though, is to have abig, fat, fuzzy, fluffy cat.

Yeah, the orange Maine Coons are pretty awesome.
They kind of look like littleminiature lions in the house.
Ben always says that it's kindof interesting because cats are
actually like wild big cats inyour house.
They're just eight pounds or 10pounds or whatever instead.
But I love that answer andobviously you've thought on that
one.
Okay, If you could go one placeand speak, because I know

(59:45):
you're a speaker where would yougo to do a?

speech Australia.
Okay, Hands down, I'm notgetting very good.
The lightning like you arelightning.
So when my husband and I we metonline, I said and one of the
things that I had put on thereis that my dream was to go to
Australia and he commented onthat in his first email to me
and that was part of what won meover.

(01:00:08):
That's amazing.
He caught that detail of howmuch I love Australia.
Never been there, but that ismy one, All right.
Well, we're manifesting thatnow, all right.

Stefanie Couch (01:00:17):
And then last question is what is next for you
?
What's exciting you right now?
What's what's getting you up inthe morning?
What are you doing right now?

Deborah Everson (01:00:25):
What I'm excited about is being able to
speak with people and share ourexperience of hardware ownership
and just all the things that wewent through and then helping
them experience the joy ofsuccess up, just being able to
come alongside independentretail business owners and
encourage them and help them andlet them see that they're not

(01:00:56):
all washed up.
It's not all about the boxstores.
You still have business thereand let's help you re-engage
with your community.
Let's come up with a plan andhelp you get back what your
original vision for yourbusiness was.
And then I love speaking toaudiences about this.
I love how I do a presentationon one, two, three success and

(01:01:19):
how to create value in yourbusiness, in just the little
things.
And sometimes it just takesgoing back to basics and you're
like duh, I should have knownthat.
But sometimes it's just havingsomebody remind you and it's not
a put down, it's just hey,let's just remind you of what
are the basics that we need todo to just help set you apart.

Stefanie Couch (01:01:40):
Yeah, going back to fundamentals always usually
is where to start.
Well, I love that and you areavailable if people want you to
speak at events and you're doinglots of amazing work, and I'm
so glad you joined me today onthe Grip Blueprint.
What a great conversation witha fellow woman in the hardware
business, which I always love,and also just a great energy
here.

(01:02:00):
So I mean, we're vibing todayand you're wearing the pink
color and everything.
So thank you so much forjoining me on the Grip Blueprint
and we will see you on our nextepisode.
That's it for this episode ofthe Grit Blueprint podcast.
For more tools, training andindustry content, make sure to
subscribe here and follow me onLinkedIn and other social media

(01:02:22):
platforms To find out more abouthow Grit Blueprint can help you
grow your business.
Check us out at our website,gritblueprintcom.

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