As industries evolve, so must the people who lead them. Across the PHCP-PVF channel, a new generation is stepping up — not only to carry the torch but also to redefine how the fire burns. These forward-thinkers are blending time-tested practices with modern strategies to tackle today’s toughest business challenges. Whether through leveraging technology, reimagining customer engagement or building more agile internal structures, they are not only modernizing their companies — they’re advancing the entire channel.

However, innovation doesn’t happen in a vacuum. These rising leaders remain grounded in the core values passed down from previous generations — integrity, work ethic and a deep commitment to service — while adapting them for a faster, more competitive landscape.

To better understand how the next generation is shaping the future, we spoke with several up-and-coming leaders — some newly at the helm, others preparing for their moment. Their insights were so impactful, we’re running this spotlight as a series: The Next Generation of Innovators.

This month, we feature:

 Jenna Hoertz, director of strategic initiatives and project management at APR Supply Co. (www.aprsupply.com), a fourth-generation, 103-year-old distributor headquartered in Lancaster, Pennsylvania, with 42 locations across Pennsylvania, New Jersey and Delaware. As a next generation of family to be leading within the company, Hoertz shares her viewpoint on how to advance the company and the health of the industry. 

 Tony Noble and Jake Monteith, cousins and co-presidents of Southern Supply Co. (www.southernsupplyfl.net), an 83-year-old, family-owned plumbing supply business with three locations in South Florida. With the next generation firmly in charge, they share their vision for the future and how they’re leading the company forward.

One of my most rewarding responsibilities is leading our internal Emerging Leaders program. Working alongside these talented professionals is incredibly fulfilling — they represent the future leadership of our company and industry. These are the individuals I’ll continue to partner with throughout my career journey.

This dual focus on high-level strategy and talent development has positioned me at an exciting intersection where I can contribute meaningfully to both our immediate business objectives and our long-term organizational vision.

TW: How are you blending traditional practices with new ideas to move the channel forward? 

Hoertz: The heart of our industry has always been its people and their deep expertise. My career began in a software startup — quite different from a distributor — where I developed agility, adaptability and exceptional customer service skills that industry veterans consistently emphasize as crucial.

My unique contribution lies in integrating innovation and technology into our established operational framework. While we excel at optimizing product flow to customers, I’m focusing on enhancing the internal processes that support our customer-facing teams. This means implementing smarter project management systems, streamlining HR functions and automating previously manual tasks across the organization.

This balanced approach honors the wisdom of industry veterans while introducing digital transformation where it creates the most value. By strengthening our backbone operations, we’re enabling our customer-facing teams to deliver even more effectively, creating a modernized organization that maintains the relationship-focused culture that’s always been one of our company’s greatest strengths.

TW: In what ways are you innovating to improve efficiency, customer engagement or overall company performance? 

Hoertz: Artificial intelligence (AI) is transforming our industry, and I’m diving in headfirst! I’m currently collaborating on initiatives to integrate tools such as Claude and ChatGPT into our daily operations, helping team members work smarter and faster across departments. The immediate productivity gains have been impressive, but I’m most excited about our longer-term vision.

Our team is developing a comprehensive AI strategy that spans our entire organization. We’re sitting on goldmines of untapped data — both internally and from industry partners — that could revolutionize our strategic decision-making and improve our customer interactions. 

This exploration sits at the perfect intersection of technology and practical business application. By thoughtfully implementing AI solutions to complement our team’s expertise, we’re creating a future-ready organization that maintains the relationship-focused approach our industry values while embracing powerful new capabilities.

TW: Jenna, what values or lessons from previous generations in this business continue to guide you? How have you adapted them for today’s market? 

Hoertz: The biggest lesson handed down through our family business is simple: do the right thing. There are countless stories of my great-grandparents, grandparents and parents stepping up for customers, teammates and partners when they needed it most. They saw beyond transactions to the real people involved, and that approach built the incredible loyalty we enjoy today.

As we’ve grown, we’ve had to find ways to keep this personal touch alive at scale. We’ve established CARES loans for team members facing financial challenges, created Dreamers Funds to support personal aspirations, implemented life event celebrations and developed comprehensive well-being programs.

It’s about taking that family business heart — where we knew everyone personally enough to help in tough times — and making sure it still beats strongly, even as we’ve grown too large for those face-to-face connections with everyone.

TW: Innovation often meets resistance. Can you share a challenge you’ve faced when implementing change — and how you navigated it? 

Hoertz: We’re fortunate to have a team that embraces innovation rather than resisting it. The key has been our thorough approach to innovation adoption. Before rolling out any new initiative, we ensure we’ve clearly defined the problem it solves, calculated implementation costs, developed a detailed rollout strategy and projected the expected return on investment.

Our biggest challenge hasn’t been resistance, it’s been prioritization. With so many promising opportunities, we’ve had to develop a disciplined evaluation framework that prevents us from pursuing every exciting idea that comes along. This has meant saying “not now” to some innovations our team is genuinely enthusiastic about.

What makes our approach successful is our all-in team commitment. Once we decide to move forward with an innovation, everyone — from leadership to frontline team members — commits fully to its successful implementation. This unified approach transforms potential obstacles into collaborative problem-solving opportunities and has become our signature strength when implementing change.

TW: What advice would you offer to other rising leaders looking to make an impact in this space? 

Hoertz: Bring your fresh perspectives to the table confidently, but pair that boldness with genuine respect for the industry veterans beside you. The most powerful innovation happens when new ideas meet seasoned wisdom.

Invest deeply in relationships across the entire industry ecosystem. This field has an incredible retention rate; people who join rarely leave. The competitor you meet at a trade show today might become your mentor next year, your colleague in five years or your business partner down the road. These connections create a support network that becomes increasingly valuable throughout your career.

Stay curious and listen more than you speak, especially early on. There’s institutional knowledge that can’t be found in any manual or training program. And remember that making an impact isn’t always about dramatic transformation — sometimes it’s about thoughtfully evolving what already works while bringing your unique strengths to the challenges we all face together.

TW: What inspires you to keep pushing boundaries and stay invested in the future of the wholesale distribution channel? 

Hoertz: The genuine excitement of this industry drives me every day! There’s something incredibly energizing about working in a space with endless opportunities to make a meaningful impact. 

What truly keeps me invested is the unique combination of established expertise and untapped potential. I’m constantly learning from industry veterans while spotting opportunities where fresh perspectives can create real value. This channel is the backbone of our economy — it’s not disappearing — which means every efficiency we discover and every customer experience we enhance creates lasting ripple effects.

The collaborative nature of our industry adds another dimension of inspiration. The relationships formed here span decades, creating a community that celebrates innovation while honoring proven fundamentals. Being part of shaping this channel’s future alongside such talented professionals isn’t only important work — it’s genuinely fun and deeply rewarding.

The Wholesaler: Gentlemen, tell us about your current role and responsibilities, and how your career began in the industry? 

Tony Noble: I started my career as a driver in 1990. I have worked my way up through the ranks with dedication, perseverance and a deep understanding of operations from the ground up. I work alongside my cousin Jake Monteith, with whom I share a strong commitment to maintaining high standards, growth and ensuring long-term success across our locations. 

As a multi-location operations manager, I oversee the daily operations, financial performance and purchases across three locations. I am responsible for ensuring each site operates efficiently, meets financial goals and maintains high standards of service and compliance. 

My current role encompasses full-cycle purchasing, vendor management, budgeting, forecasting and analyzing site performance to drive profitability. I also supervise staff, training, customer relations and operational improvements by providing both hands-on leadership and support across all locations. With a proactive and solutions-focused approach, I ensure operational excellence and sustainable business growth.

Jake Monteith: I began my career at Southern Supply Co. in 2001, right out of high school, working for my uncle, who owned the company. I started as a driver and steadily worked my way up the ladder, always seizing every opportunity for advancement, even if it meant moving to a different branch. Today, I oversee operations across all our locations alongside my cousin, Tony Noble.

In our roles, we wear many hats. We’re responsible for day-to-day operations, including employee management, purchasing, inventory management, vendor relations, customer service, process improvement and overseeing the company’s financials. It’s a position that requires us to stay hands-on and flexible, but it’s incredibly rewarding to help drive the success and growth of a company that’s been part of my life for over half my life. 

TW: How are you blending traditional practices with new ideas to move the channel forward? 

Noble: I believe the key to moving our business forward is respecting and preserving the traditional practices that built our foundation, where a handshake and your word is your bond, but understanding that innovative ideas and effective change make us stronger. Having started in the ’90s, I deeply understand the value of hands-on hard work, customer relationships and operational consistency. These core traditions continue to guide us. 

At the same time, I’m always looking for smarter, more efficient ways to do things. Whether it’s updating the purchasing process, using financial tools to improve budgeting accuracy or implementing more structured employee training programs, we try to bring modern solutions that complement our traditional values. Working alongside Jake, we balance experience and innovation to ensure the business not only maintains its strong reputation but also adapts and thrives in today’s fast-changing environment.

Monteith: At Southern Supply, we’ve been serving customers for more than 80 years, and we take great pride in honoring the roots the business was built on, especially our commitment to relationship-based customer service. That’s the foundation our customers have relied on for generations. 

At the same time, we recognize the importance of evolving. We’ve modernized the business by integrating tools like an ERP system, which gives us access to real-time inventory, enabling same-day delivery and supports data-driven decision-making. This allows us to deliver the same handshake-and-a-smile service, but with the speed and precision today’s market demands. It’s the best of both worlds — and in our opinion, it’s unbeatable!

TW: In what ways are you innovating to improve efficiency, customer engagement or overall company performance? 

Noble: I’m constantly looking for ways to modernize across all parts of our operation. For efficiency, I’ve streamlined our purchasing process by negotiating better vendor contracts and reducing unnecessary inventory costs, which improves cash flow at each location. We also closely monitor financial reports to spot trends early and make quicker, more informed decisions to keep each location on track. 

On the customer engagement side, we focus on building strong personal relationships —  something rooted in our traditional values — but also working to standardize customer service across all locations so no matter where a customer goes, they get the same high-quality experience. Consistency is the key to loyalty.

Monteith: One of the biggest steps we’ve taken to improve efficiency and overall performance was implementing an ERP system about eight years ago. Before that, we were still handwriting tickets and pricing from a book. Now, with real-time data, we’re able to make faster, smarter business decisions and streamline day-to-day operations. We’ve also automated parts of our ordering process where it makes sense, which has significantly boosted efficiency. 

On the customer engagement side, we’re constantly evaluating our current product lines and exploring opportunities to diversify. Whether that’s introducing new products or expanding into niche markets, it’s all about staying responsive to our customers’ needs while continuing to push the business forward.

TW: What values or lessons from previous generations in this business continue to guide you? How have you adapted them for today’s market? 

Noble: The biggest lessons I’ve carried from previous generations is the value of hard work, loyalty and building strong personal relationships, with  customers and employees. Starting out as a driver and working my way up taught me that showing up every day, doing the little things right and treating people with respect are what create long-term success. 

Today, I hold onto those values, but I’ve adapted them to fit today’s fast-paced, more competitive market. While relationships are still at the center of what we do, I recognize that customers now expect quicker responses, more consistency and often digital options. So, we’ve continued focusing on keeping that personal touch while implementing technology and more streamlined communication. It’s about blending old-school trust and work ethic with the speed and flexibility of today’s market demands.

Monteith: Some of the most valuable lessons I’ve learned from previous generations continue to guide me every day. First and foremost, always do the right thing. Integrity builds trust, and that’s more important than ever. Another key value is to only sell what you’d use yourself. We take pride in offering reliable, time-tested products and sharing our knowledge about them. In a trade-focused industry like ours, credibility matters. 

Consistency is another lesson that stands out. Customers return when they know what to expect, and we work hard to deliver that dependable experience. We also believe in treating employees like family. When you take care of your people, they take care of your customers. We’ve adapted these values for today’s market by pairing them with modern tools and practices, but the heart of the business remains rooted in those timeless principles.

TW: Innovation often meets resistance. Can you share a challenge you’ve faced when implementing change — and how you navigated it? 

Noble: One challenge I faced when implementing change was introducing more standardized purchasing procedures across all three locations. For years, each location had been doing things their own way: building relationships with their preferred vendors and managing inventory differently. When we suggested a centralized system to improve pricing and reduce waste, there was a lot of resistance. People felt as if they were losing control or that the “personal touch” with suppliers would disappear. 

By involving the team early and showing the direct benefits for them, not only for the company, we gradually built trust and got them on board. Today, the system runs smoother, and the employees can see the positive results for themselves.

Monteith: Innovation often meets resistance, and we’ve experienced that firsthand. When we introduced our new computer system, some inside sales team members feared it meant their jobs were at risk. To ease the transition, we rolled it out gradually and offered training at their own pace. I emphasized the benefits of what used to take two hours could now be done in 20 minutes. Once they saw the time savings, confidence grew.

Another concern was the fear of losing the personal touch. We made it clear that the time saved on paperwork meant more time to connect with their customers one-on-one. By addressing concerns with patience and communication, we turned resistance into progress.

We also faced resistance from customers with loyalty toward certain brands. Even when the new products offered better performance or pricing, there was hesitation. So, we kept legacy product lines while slowly introducing new ones, allowing a smoother transition.

TW: What advice would you offer to other rising leaders looking to make an impact in this space? 

Noble: My advice to rising leaders is simple: Don’t skip the basics. Take the time to really understand the business from the ground up: the day-to-day work, the people, and the customers. That hands-on experience builds real credibility and gives you the instincts you’ll need when you’re making big decisions later. 

Also, stay open-minded. It’s easy to get stuck in, ”This is how we have always done it,” but the leaders who make an impact are the ones who respect tradition but aren’t afraid to adapt when the market demands it. Listen more than you talk, stay humble and never ask your team to do something you wouldn’t do yourself. 

Lastly, invest in your people. Your success depends on their success, and when you build a strong, loyal team, you can overcome almost any challenge.

Monteith: My advice to rising leaders is to respect and honor the past, but don’t be afraid to evolve. The key is showing how innovation can support rather than replace what made your company great in the first place. 

Get to know your customers. The best ideas don’t come from guessing, they come from listening. Talk to the plumbers, contractors and reps. Understand their pain points, then work to find real solutions.

Stay curious. This industry is always changing, and those who keep learning will lead the way. Read, ask questions, join networking groups, whatever keeps you growing. The moment you think you’ve got it all figured out is the moment you start falling behind.

TW: What inspires you to keep pushing boundaries and stay invested in the future of the wholesale distribution channel? 

Noble: What inspires me to keep pushing boundaries is knowing how far we’ve come and seeing how much opportunity is still ahead. Having started in business in the ’90s as a driver, I’ve seen firsthand how hard work, strong relationships and smart decisions can grow a business from the ground up. That history keeps me motivated, but what really drives me today is the chance to build something even better for the next generation. 

The wholesale distribution is evolving fast — with new technology, customer expectations and competition. We stay invested because I believe the companies that can balance old-school values with new-school thinking will not only survive, they will lead. I’m passionate about making sure we’re one of those leaders by constantly looking for ways to improve operations and strengthen customer loyalty. It’s about honoring the work that came before me while making sure we’re ready for everything that’s coming next.

Monteith: What keeps me pushing boundaries is a deep respect for tradition and the legacy of this industry. Plumbing has a rich history, and the fact that Southern Supply has thrived for more than 80 years says a lot about the generations before us. They made the right moves to stay relevant, and that inspires me to do the same: stay current while honoring our roots.

I’m also driven by the human impact of what we do. We’re helping our employees and customers make a living and provide for their families. Whether it’s keeping a roof over their heads, food on the table or the water and power on — that’s meaningful.

That kind of purpose drives me to keep improving, innovating and making sure we leave the business strong for the next generation.

TW: How do you balance innovation with the realities of day-to-day business operations? 

Noble: Balancing innovation with day-to-day operations comes down to staying practical and focused. I believe you can’t innovate just for the sake of change; it has to make sense: real improvements that help the business run better. Every idea I look at, I ask: Will this make our team’s job easier? Will it improve customer service? Will it drive better financial results? If we don’t check at least one of those boxes, it’s not worth disrupting daily operations. 

At the same time, I recognize that daily business can easily consume all your time if you let it. So, I make it a point to set aside time regularly to step back, review what’s currently working and look for areas where we can improve. Sometimes that means starting small: piloting a new process at one location before rolling it out to the others, while continuing to make smart, manageable changes that help us stay competitive.

Monteith: We balance innovation with the realities of day-to-day operations by building on the strong foundation of values that have guided us for decades. Those core principles, such as dependable service and trust, are what keep us grounded as we evolve.

When it comes to implementing new technology, we take a practical, incremental approach. Rolling out systems gradually ensures our team is trained, confident and ready to embrace the change and not fear it.

We also stay closely connected to the field. By actively listening to our customers, reps and team members, we guide innovation based on real-world needs, not assumptions. That combination of steady tradition and thoughtful progress helps us move forward without losing what matters most.