Starnet 2026 registration is now open

Aventura, Fla.—Starnet Commercial Flooring Partnership will hold its 2026 Annual Membership Meeting here April 23-26 at the JW Marriott Turnberry Resort. Organizers said the event will focus on education, networking and business strategy under the theme “Partnering for Success.”

The Meetings Committee developed an agenda that blends professional education, social events and peer connection. Leaders said the program will address changes across commercial real estate and reinforce the group’s commitment to stakeholders.

“Our entrepreneurs will gain insights on the opportunities ahead,” organizers said. “The blend of business, education, celebration and networking will provide a rewarding experience for all attendees.”

The event will also recognize shareholder results from the previous year. Preferred vendor partners will support the meeting through content and sponsorships. Board members and the Advisory Council will arrive April 22 for meetings. Vendor Partner Committee members and select members will take part in the invitation-only Vendor Business Blitz on April 23.

The meeting opens April 23 with the Starnet Member-Vendor Golf Tournament. Organizers will also offer alternative activities, including local excursions and on-property recreation.

The Starnet Preferred Vendor Trade Show takes place April 24. The day includes scheduled member and vendor appointments followed by a keynote address from David Horsager. That evening, attendees will gather for the Annual Starnet Design Awards presentation. Organizers will recognize category winners and highlight notable project entries.

On April 25, the day begins with Standing Committee Breakfast Meetings, followed by a general session. A members-only shareholder meeting will follow. The event concludes with a farewell reception where attendees can celebrate long-standing business relationships and partnerships.

Organizers encouraged early registration. Register here.

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ICE raids impact workplace participation

Scenes of Immigration and Customs Enforcement (ICE) raids showing up at home centers, car washes and other workplaces have appeared on national news for months. Regardless of political affiliation or personal convictions, the construction industry—which includes flooring installation—is among those industries that have been impacted by such raids.

According to the U.S. Department of Homeland Security, which oversees ICE, more than 2 million illegal immigrants have “been removed” since Jan. 20, including an estimated 1.6 million individuals who have voluntarily self-deported.

These deportations have come at a cost (labor-wise) for builders, according to Ali Wolf, chief economist for Zonda, which provides data-driven housing market solutions to the homebuilding industry. In a survey of homebuilders, Zonda found that ICE raids and deportations have negatively impacted the workforce. “There is concern about the potential for ICE raids,” Wolf said. “ICE raids have impacted workforce participation.”

Key impacts include:

• Labor shortages: Raids could lead to immediate labor shortages, delaying project timelines and increasing costs.
• Operational disruptions: Unannounced raids can halt work at jobsites, leading to potential penalties for contract breaches and financial losses due to project delays.
• Legal and compliance risks: Employers may face civil and criminal liabilities if found in violation of immigration laws. This includes potential fines for employing unauthorized workers or failing to comply with I-9 documentation requirements.

“ICE raids have impacted workforce participation.” — Ali Wolf, Zonda

Stories of ICE raids disrupting flooring projects have been making the rounds. A flooring contractor who did not want to be named reported that every installation crew member of his had been deported over a single weekend. Another contractor shared that a recent mass deportation wiped out his builder’s entire painting workforce overnight. Jobs that were on the schedule just days earlier were ground to a halt.

A recent survey from the Associated General Contractors of America found that 92% of construction firms reported having a hard time finding qualified and skilled workers, making it harder and more expensive to get jobs done. In the past six months, 28% of the surveyed firms said they were affected by immigration actions—5% said ICE agents had visited a jobsite, 10% said they had lost workers due to actual or rumored ICE raids and 20% reported those concerns caused subcontractors to lose staff. “There have been a handful of enforcement actions on construction jobsites, but it’s really the word of ICE’s presence or the rumor of an ICE raid at a facility or a nearby facility that’s keeping a lot of workers from coming in to work,” said Brian Turmail, vice president of public affairs and workforce at the Associated General Contractors of America.

Impact on flooring industry

“Why not spend more time on making these individuals legal citizens?” — John Steier, installer/retailer

Some flooring dealers find the trend concerning. “Workers are running off projects when they see anyone with a badge step onto a jobsite,” said Mindy Lawley, CEO of Brian’s Flooring & Design, Birmingham, Ala. “Every company has the responsibility to properly vet its installation crews in accordance with the law, no question. That said, I wish more people—and our government—would recognize that there’s no one-size-fits-all solution here. I believe major conversations at the highest levels should be occurring—and immediate solutions created.”

Speaking from her own experience, and from what she knows of other company owners, Lawley said hiring individuals from other countries isn’t about cutting costs or sourcing cheap labor. Rather, it’s about finding skilled craftsmen who take pride in their work and compensating them fairly for it. “The quality of the finished product matters most and, in many cases, these individuals are the ones helping us deliver that level of excellence,” she explained.

John Steier, an installer/retailer who has a background in law enforcement, puts the onus clearly on the employers. “I have more questions than I have answers on this subject,” Steier said. “We have such a small labor force in the trades. Why not spend more time on making these individuals legal citizens? And will removing the illegal immigrants benefit those of us doing it the right way?”

“The quality of the finished product matters most, and in many cases, these individuals are the ones helping us deliver that level of excellence.” — Mindy Lawley, retailer

Kaye Whitener, executive director of the Floor Covering Education Foundation (FCEF), has heard the stories of installation crews being deported but maintained a neutral stance on the subject. “While we’re aware that labor availability continues to be a challenge across the industry, the FCEF focuses its efforts on addressing those needs through training, recruitment and workforce development initiatives,” she said. “It is also why the college and high school programs are so important to the future of the industry.”

Whitener said FCEF does not have direct data or insight specific to immigration enforcement or its immediate effects on jobsite activity. “However, we can say broadly that any factor influencing workforce stability reinforces the importance of long-term solutions—like career awareness, accessible training and industry collaboration—to ensure a strong and sustainable pipeline of qualified flooring installers.”

While ICE raids and rumors of ICE raids exist, not all flooring contractors have had experience with it. “Fortunately, as of this date, we have had no ICE-related incidents at our jobsites,” Randy Rubenstein, president of Seattle-based Rubenstein’s Contract Carpet/North American Terrazzo Inc., told FCNews. “And I certainly hope that—having said this—that it does not turn out to be the jinx I’m not seeking.”

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Smartstrand Color Wall meets Asthma & Allergy standards

Calhoun, Ga.—Mohawk announced that its SmartStrand Color Wall carpet styles are the first treated carpet products to earn the Asthma & Allergy Friendly Certification, made possible by an innovative built-in technology that helps control and reduce indoor allergens.

New Pur‑Ease technology uses natural probiotics integrated into the carpet to reduce common household allergens—such as pet dander, pollen and dust mite allergen—by up to 75% compared with untreated carpet, with continued allergen reduction over time, even after deep cleanings.

The SmartStrand Color Wall portfolio, now enhanced with Pur-Ease, strengthens Mohawk’s longstanding commitment to innovation and builds on more than two decades of proven performance. The Asthma & Allergy Friendly Certification, an independent, science driven program, verifies that carpet with Pur-Ease meets rigorous standards for allergen reduction and indoor air quality. This Certification proves, through strict scientific testing, that carpet treated with Pur-Ease meaningfully reduces exposure to household allergens and irritants, making the carpet better suited for people with asthma and allergies.

“Innovation has always been at the core of who we are at Mohawk,” said Denise Silbert, vice president of marketing. “Achieving the Asthma & Allergy Friendly Certification for carpet with Pur-Ease reinforces that commitment and brings real, meaningful benefits to the homes of our consumers.”

SmartStrand Color Wall styles enhanced with Pur-Ease will be available at flooring retailers nationwide beginning February 2026.

The Asthma & Allergy Friendly Certification Program is a unique collaboration between the Asthma and Allergy Foundation of America (AAFA) and Allergy Standards Limited (ASL). The program tests and certifies products against strict standards to prove their suitability for people with asthma and allergies. Products passing these tests earn the Asthma & Allergy Friendly Certification Mark. The Certification Program works with retailers and manufacturers to offer consumers products for a healthier home.

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What women want from the flooring industry in 2026

The flooring industry has made progress when it comes to women’s visibility—but visibility is not the same as equity, influence or long-term, meaningful opportunity. As the industry heads into 2026, women across every segment of flooring are asking sharper, more specific questions: What’s actually working? What’s still broken? And what needs to change if this industry wants to attract, retain and advance the next generation of female leaders?

This conversation is no longer about “having a seat at the table.” It’s about whether the table itself is built to last.

There is no denying the industry looks different than it did even a decade ago. More women are leading divisions, running sales organizations, shaping product strategy and influencing major business decisions. Industry events are more inclusive—mostly. Panels are more representative—sometimes. Mentorship—both formal and informal—has become more common, and many women credit sponsors who actively advocated for their advancement rather than simply offering advice.

Perhaps most importantly, women in flooring are talking to each other more openly than ever before. Peer networks, informal roundtables and industry groups have created spaces for shared experience and support—places where challenges are acknowledged rather than minimized.

This isn’t about celebrating women for being women or for existing in the flooring industry. It’s about listening to women who are running businesses, building products, leading teams and shaping strategy—and asking what’s not working and what they actually need from the industry next.

Here is one of those conversations:

1. MSB: When you look at the flooring industry today, what’s one thing that’s genuinely working for women that wasn’t five or 10 years ago?

Kaye Whitener, executive director, FCEF

Women’s voices are finally being taken seriously in leadership and operational conversations—not just in marketing or support roles. Five or ten years ago, women were often included at the table but not truly listened to. Today, more women are being asked to weigh in on strategy, workforce development and business decisions, which is real progress. At the same time, we’re seeing more women enter the industry overall, helped in part by the broader women in construction movement.

Lori Kisner, managing partner, Market Maker Event

There’s finally recognition that women’s natural strengths—style, design, trendspotting and understanding how products perform in the home—directly drive sales. Retailers and manufacturers are leaning on women more than ever to identify what will actually move on showroom floors. Decision-makers are starting to see that a woman’s perspective is not a “nice to have,” but a revenue advantage.

Laure Voit, president, Great Western Flooring, Naperville, Ill.

Women have such a different presence in the industry today than we did ten years ago. We have purposeful networks like WiFi and Power that provide support and mentorship. Our industry has also become much more fashion driven and I think once the marketing arms of the manufacturers identified their consumers as female, there was a whole different layer of engagement for women working within the industry.

Cheryl Acierno, owner, Acierno & Company

I think it has been working for women for quite a while. Some of the most successful salespeople I have met are women. There are areas where they can outperform their male counterparts with some skills that may be considered more “feminine,” i.e. selling by listening, which we’re great at. Being able to manage complexity, and as we all know, floorcovering is a complex industry. Women excel at juggling many variables like fit, durability, budget, etc., and can guide customers through decisions without overwhelming them. Many women collaborate more than compete and are driven more by relationships than just transactions.

Olga Robertson, president, FCA Network

There are many more successful female owner operators—some very talented second generation business owners, and many more female entrepreneurs, young, talented hard-working women.

2. What’s one issue women still don’t talk about openly enough?

Whitener

Compensation inequity—and the long-term cost of carrying more than our share of the work. Women are often paid less than men for the same level of responsibility and results, while also being expected to absorb invisible labor—fixing problems, supporting teams and holding organizations together without recognition. Over time, that combination leads to burnout, but many women stay quiet because they don’t want to appear ungrateful or difficult. Until we address both fair pay and how value is truly measured, that cycle won’t change.

Kisner

How often they are expected to “prove” their credibility in a male-dominated segment. Women still second-guess whether they’re being heard for their expertise or being judged on how they “fit” in the room. Many of us navigate this quietly instead of calling it what it is—unnecessary friction that slows progress.

Voit

One issue that we don’t talk openly about is that this is still predominantly a male industry. Most executive leadership for manufacturers is male, most of our builder/contractor customers are male and most of our skilled labor is male. We sometimes get left out of the conversation because we weren’t on the golf course or perhaps we might have a great understanding of something technical in the field but we get a sideways look because our fingernails are painted. This might be an unpopular thing to say, but this is still a daily reality.

Robertson

The fact that the women’s movement, which started back in the late 60s, the “burn your bra” era’s campaign slogan was “equal pay for equal work.” Well, they are still falling short. Also, women still have a difficult time asking for a raise, even today. It’s what I call a crisis of confidence.

3. Where do you see women getting stuck most often in this industry—and why?

Whitener

Women often get stuck at the “trusted fixer” level. They’re reliable, capable and consistent—and that can work against them. The industry values execution, but leadership requires more than doing the work well; it requires vision, strategy and the willingness to take calculated risks. If women don’t intentionally position themselves as leaders—not just problem-solvers—they can be overlooked for advancement.

Kisner

Women often get stuck between being the go-to problem solver and being seen as a true strategic leader. Because women naturally take on details, communication and coordination, they can become the person who “keeps things running,” instead of the person tapped for higher-level roles. It’s not a lack of ability—it’s a tendency for organizations to reward women for execution rather than promote them for vision.

Robertson

Sometimes we are our own worst enemy. We look at a job description and if we don’t have every skill necessary, we don’t apply for the position. A man will look at the job description and say, “What the heck, I know two of the 10 and will apply. I’ll figure it out!!”

Acierno

It’s changing, but I think many women don’t consider careers in construction because it feels male dominated and maybe just not “sexy” enough.

4. Have you ever felt there was an unspoken rule about how women are expected to lead or show up here?

Whitener

Yes. There’s still an expectation that women should be agreeable, flexible and make things easier for others. Directness and decisiveness can be misinterpreted when it comes from women. I’ve learned that leadership isn’t about meeting unspoken expectations—it’s about taking responsibility, making decisions and owning outcomes, even when that makes people uncomfortable.

Kisner

Yes—women are often expected to be assertive, but never too assertive. Friendly, but not too friendly. Confident, but not “intimidating.” Men don’t navigate those same emotional guardrails.

Voit

Definitely. The first thing that comes to mind is America Ferrara’s monologue in the Barbie movie. She nailed it. We are in such a juxtaposition of expectations: strong, but don’t be threatening. Feminine but fit in with the boys. Assertive but don’t be mean. Oh, and perfectly balance motherhood and career. However, something very cool is that women in our industry are coming together now like they haven’t done in decades past and the sisterhood we are building provides the grace we all need to be impactful, understood and successful.

5. Do you think women are asked to do more ‘invisible work’ in this industry? If so, what does that look like?

Whitener

Yes. Women are often expected to take on the unseen work—mentoring others, managing morale, resolving conflict and keeping teams functioning smoothly. That work has real value, but it’s rarely measured, compensated or acknowledged. Over time, that imbalance can limit advancement if women aren’t intentional about making their impact visible.

Kisner

Absolutely. Women often manage relationship-building, internal communication, organizing teams, onboarding, emotional labor and keeping projects on track behind the scenes. It’s work that makes companies run smoothly but rarely shows up on an org chart—or in bonus structures.

6. What’s the difference between mentorship and sponsorship in this industry—and do women get enough of the latter?

Whitener

Mentorship offers guidance; sponsorship offers opportunity. Sponsors advocate for you when you’re not in the room and use their influence to open doors. Women receive plenty of advice in this industry, but not enough true sponsorship. If we want women in real leadership roles, advocacy has to increase—not just encouragement.

Kisner

Mentorship is guidance. Sponsorship is advocacy. Mentors talk to you. Sponsors talk about you—in the rooms where decisions are made. In flooring, women have more mentors now than ever, but sponsorship is still lacking.

Voit

Great question—mentors help someone grow through sharing their experience, advice and knowledge while sponsors help someone advance by using their influence. Both are important but I certainly think that women are under sponsored in our industry. Sponsorship closes the gap between advice and access.

Acierno

Leadership development is deliberate, where representation is passive. Leadership development focuses on inputs—what experiences, decisions and risks people are trusted with. Visibility without authority doesn’t create leaders.

7. What helped you advance the most in your career—and what almost held you back?

Acierno

What helped me most was strong mentorship, hands-on training and a mindset that failure wasn’t an option. I focused on consistent effort and forward motion, even in difficult times.

Whitener

What helped me most was learning to take 100% responsibility for my decisions and outcomes. What almost held me back was trying to do everything instead of delegating early on.

Kisner

What helped was realizing I didn’t need to lead like a man to be effective. Leaning into natural strengths changed everything.

Robertson

My competitive nature and desire to learn more and be more. Lack of self-esteem can hold you back.

Voit

Growing through challenges, asking for help and strong mentorship helped me most. Balancing kids and work almost held me back.

8. What’s one thing the industry needs to stop doing—and one thing it needs to start doing—when it comes to women?

Whitener

Stop assuming women need special treatment. Start providing equal opportunity, equal pay and recognizing women as builders of the business.

Kisner

Stop treating women’s design intuition and buyer insight as secondary. Start measuring and rewarding the impact women make in customer experience and strategy.

Robertson

Stop expecting more from a woman and paying her less. Give her authority with responsibility.

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LX Hausys’ TERACANTO White wins 2025 GOOD DESIGN Award

Alpharetta, Ga.—LX Hausys America, a manufacturer of building and decorative materials, announced that its Teracanto Superior White porcelain earned a 2025 Good Design Award in the Building Materials category.

“We are honored that Teracanto Superior White has been recognized with a 2025 Good Design Award,” said Mike Morici, vice president of surfaces and channel management at LX Hausys America. “This award reflects our commitment to developing high-performance porcelain surfaces that meet the evolving needs of designers and architects.”

The Chicago Athenaeum: Museum of Architecture and Design and The European Centre for Architecture Art Design and Urban Studies present the award. Eero Saarinen and Charles and Ray Eames founded Good Design in Chicago in 1950. The program remains one of the world’s oldest and most recognized design awards.

This year, the competition received a record number of submissions from manufacturers and design firms in more than 55 countries. In November and December, the 75th Good Design jury selected more than 1,100 product designs and graphics for recognition based on design, function and innovation.

Teracanto Superior White stood out for its design-driven approach to porcelain surfacing. The surface blends visual appeal with performance and sustainability. Designers drew inspiration from the natural stone Super White. The polished finish features a milky white and soft gray base with bold gray veining. The layered pattern adds depth while maintaining a neutral palette for interior and exterior spaces.

The details

LX Hausys manufactures Teracanto porcelain from 100% natural raw materials and fires it at temperatures above 2,300 degrees Fahrenheit. The process creates a dense, nonporous surface. Superior White resists heat, scratches and acids. It does not require sealants or special treatments. Installers can use it for countertops, vanities, wall cladding and flooring in residential and commercial settings.

Teracanto Superior White comes in a large-format 63 x 126-inch slab with a 1.2 centimeter thickness and polished finish. The format supports expansive installations with fewer seams and reduced grout lines while allowing efficient handling and fabrication.

Teracanto porcelain is fully recyclable and free from resins, adhesives and toxic binders. It meets NSF standards for food safety and hygiene. The surface also resists UV exposure, allowing continuity between indoor and outdoor applications.

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Tuesday Tips: The care package strategy

Dalton—The World Floor Covering Association (WFCA) released a new “Tuesday Tips” this week. In the series, WFCA experts present short video tips for improving customer service and optimizing staff performance. In the end, it’s all about understanding the importance of doing 100 things just 1% better than your competition.

In this week’s Tuesday Tips, Tom Jennings highlights the value of putting together a thoughtful care package for your customer after the purchase. It’s about being memorable, going beyond expectations and showing appreciation. Those extra touches turn a one-time transaction into a lasting relationship.

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What’s keeping execs up at night?

While the industry is turning the page on a new year, there are still lingering issues that stand to impact the flooring market. For example, what’s going to happen with interest rates? How will new policies affect the manufacturing, labor and economy as a whole? FCNews rounded up industry executives to identify the issues, challenges and potential threats on their minds. Here is what they said is keeping them up at night:

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“The issue that stays on my mind is ensuring that Shaw remains a reliable, stable partner in an environment that continues to shift. Customers are navigating affordability pressures, sourcing challenges and evolving consumer expectations. My focus is making sure our teams have the clarity, tools and alignment they need to execute consistently, so our customers always know they can depend on Shaw.

Our job is to control what we can control. If we stay focused, disciplined and connected to our customers, we will continue to build momentum no matter what the market brings.”

Tim Baucom, president/CEO
Shaw Industries

“Are we doing the right things to attract, develop and retain talent?  We are in the people business, and we must build an environment that attracts performance-minded associates who are a good cultural fit at Mannington. When we have the right people in the right seats—and a strong bench being developed behind them—we can adapt and adjust to whatever comes at us. This has proven to be the case over the last five years and it’s critical that we keep it going.”

Tom Pendley, president/CEO
Mannington

“Several things: Unpredictable tariffs and the inability to plan accordingly; economic instability and inflation, thereby reducing consumer confidence; high inventory levels across the value chain; a growing price spiral that encourages unhealthy competition; and increasing regulatory burdens that often add cost and complexity without delivering meaningful consumer benefit. Despite these challenges, I remain fundamentally optimistic. Companies that invest now in innovation, transparency and truly future-proof materials will be the ones that emerge stronger when the next growth cycle begins.”

Celine Quervel, managing director
Classen Group

“We’ve worked through the tariffs—our customers have dealt with that as the prices of products have gone up commensurate with the tariffs. Now we’re just waiting for the Supreme Court to tell us if they’re legal or not. Another concern is any kind of overseas upheaval that might affect shipping lanes. If you think about the imports of engineered hardwood in the United States, it probably makes up 80% or greater of the total amount of wood that’s sold here. Any disruption would cause our business to really suffer.”

Milton Goodwin, vice president
AHF Products

“The biggest challenge is navigating economic uncertainty while still delivering the consistency customers count on. Interest rates, housing affordability, supply chain disruptions, tariff discussions and ongoing pricing pressure continue to influence demand—but expectations for dependable molding profiles, finishes and in-stock availability haven’t changed.”

Keith Medick, president & CEO
Versatrim

“Volume is a massive issue for the industry. I think everybody feels it. Tariffs are a big issue for manufacturers to work through. To get through this we need to promote the benefits of new flooring in the home.”

Brent Emore, CEO,
AHF Products

“The overall economy and how factors like tariffs, interest rates and labor shortages will impact overall demand. There is a tremendous amount of competition in the resilient category, so we’ll need to make sure we’re tuned in to market conditions and adapt accordingly.”

Bill Anderson, CEO
Karndean

“I think one of the things is really the timing on this upswing. When’s it going to happen? Part of my role is to make sure that we’re balanced as an organization. Things like that certainly keep me up. We know it’s coming. Everybody knows it’s coming. But you certainly have to have the product and we have to have the labor in order to make it happen.”

Jim Perello, president
Emser

“Potential unexpected disruptions that create major challenges. The on again, off again tariff implementation this year is a great example of unforeseen chaos entering a new year.”

Jason Surrat, president
Tarkett Home

“The impact of the residential housing markets high home prices and mortgage rates driving confidence in home remodeling and housing starts continues to be a moving target. As the market adjust to a new normal, Mohawk is uniquely positioned to help support that demand.”

David Moore, vice president, product management
Mohawk

“Tariff-driven price compression could spark another wave of spec-down LVT. That’s the biggest risk—not just higher costs, but the industry reacting by cutting quality to chase price. That kind of “race to the bottom” increases claims, erodes consumer trust, and could set back the category at a time when we should be leaning into premiumization.”

Steve Ehrlich, vice president, business & operations
Novalis

“Specifically in tile it’s going to be the lack of qualified installation in the marketplace. That continues to be a significant headwind for us—and really is something that keeps me up at night. I believe the demand for tile is in there, but it’s just a matter of finding enough qualified laborers or installers to put the product in.”

Scott Maslowski, executive vice president of SSC sales & operations
Dal-Tile

“The biggest concern heading into 2026 is the ongoing installation labor shortage, which affects both service quality and project timelines for everyone. On a macro level, continued economic uncertainty and rate fluctuations make it harder for retailers and manufacturers to forecast demand with confidence. Most economists predict new home construction to be down again in 2026, so that’s a concern. Navigating these variables in the short term requires discipline and flexibility.”

Drew Hash, president/CEO
Southwind

“The wealth disparity between the wealthy and the middle class continues to widen. With inflation remaining elevated, particularly in essential areas like food and housing—two of the largest expenses for families—many are feeling the strain on their budgets more than ever.”

Jerome Goulet, vice president of marketing
Mirage

“Even with interest rates trending down and the stock market doing well, consumer sentiment and confidence is trending lower.  There continues to be political unrest here in the USA and global unrest around the world.  There seem to be a lot of things to overcome before we can expect to see business conditions improve.”

TM Nuckols, president, residential division
The Dixie Group

“The concerns for 2026 are less about demand for good product and more about the noise around it—policy whiplash, tariffs, trade rules and logistics—creating uncertainty for our customers who just want stable, reliable programs.​ Also, consumer confidence and affordability. In today’s climate, households are far more worried about inflationary pressure on groceries, rent and everyday essentials than about replacing a floor, which pushes durable goods like flooring further down the priority list and stretches replacement cycles even longer.​”

Alex Decarie, business development
Egger North America

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