In our July issue of The Wholesaler magazine, we launched The Next Generation of Innovators, a series spotlighting forward-thinking leaders shaping the future of our industry. These individuals are not only embracing change — they are driving it. Whether already steering their companies as CEOs or rising through the ranks with purpose, they represent the bold vision needed for what’s next.

As industries evolve, leadership must evolve with them. The innovators we’re highlighting are harnessing technology, redefining customer engagement and cultivating the next generation of talent — all to keep pushing the industry forward.

To better understand how this new wave of leadership is moving the needle, we connected with Joey Liddle, CEO and President of Mountainland Supply. His journey is one of perseverance and growth — from starting more than 21 years ago as a delivery driver to now leading the company.

Stay tuned as we continue exploring how the next generation is blending innovation with tradition to shape the future of our industry.

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

Joey Liddle: I currently serve as the CEO and President of Mountainland Supply Co. In this role, I manage a team of the three best people in their roles in the industry and support them and their downlines with the resources they need to make our customers’ businesses better. I’m also in charge of our company culture and making sure that our people know their value and that their contributions matter. 

I started my career in the industry with Mountainland as a delivery driver 21 years ago and have worked in or around nearly every role in the company until I got to my current position.

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

Liddle: Our industry is beautiful. There are some century-old businesses that have survived and thrived because of their approach and perseverance. Those customers are smart and can sniff out a sell-job if your intentions are not in line with their best interests. So, you must be very selective about the new initiatives  you are trying to implement. Tradition, consistency and quality will always ring true, though, so we try to make any change focused on those things by asking ourselves, “Will this make my customer’s business better?” If the answer is yes, then it shouldn’t be difficult to convince anyone to try something. 

However, it truly needs to be better and not just a new efficiency. Our customers are too smart to fall for fly-by-night experiments. Asking their opinions and only implementing what the consensus asks for will always lead to the best result.

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

Liddle: Our innovations are focused on two things: How do we maximize our resources and how do we increase the amount of positive touches we have with a customer? As far as resources go, we know that time is of the most value because they aren’t making any more of it. 

We try to maximize every hour of the day. We have implemented swing shifts so that we can transfer, receive, stock and deliver product in the off-peak hours. Jobsites and traffic are less busy during these hours, so our efficiencies go up, and we have been able to tap into another hiring pool of individuals who can’t work a traditional daytime schedule.

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

Liddle: Relationships will always win. We don’t have customers; we have partners in our business. Mountainland has been successful for so long because we focus on long-term relationships. We invest in inventory and our people so we can constantly provide a different level of value to our partners. 

We build everything in our market approach to capture our target market, which is partners who share our values. We want to do business with like-minded companies. We have a rich history of doing just that. And we stand on the shoulders of all those who went before us and try to be good stewards of that legacy.

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

Liddle: We have implemented many changes over the years and try to keep in mind that if there isn’t a tangible benefit for our people, then no initiative will have much success. We work hard to sell the solution to them as much as we do to our business partners. 

For instance, when we implemented rear and forward-facing cameras with GPS in our delivery vehicles, we needed to show our delivery drivers that it was in their best interests to buy into the technology. We asked them to trust us and then provided evidence of the many times the cameras have saved the reputation and employment of drivers who were involved in traffic incidences. We use it as a tool to give them more confidence that we have their backs. As an Employee Stock Ownership Plan business, we ask them to “own” everything they do. And they rise to the challenge. 

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

Liddle: Your reputation and name is all you have at the end of the day. People need to be able to trust that what you tell them is the truth. Be impeccable with your word. If you don’t know something, don’t lie about it. No is always an acceptable answer. It’s much better to approach situations with humility and honesty. 

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

Liddle: This industry has provided opportunities that I never dreamed possible. I grew up on a family dairy farm and never knew that I would have a future like the one I enjoy now. I want to help provide those same opportunities in an industry that cares about one another. You can still make a deal based on a handshake in this industry. I think that is rare, and something that should be protected and preserved.

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

Liddle: One of our Core Commitments is “We are committed to embracing progressive change.” The operative word in that commitment is progress. If that change can’t add more value for your people or your partners, and help you all move forward together, then it isn’t the right decision. When you methodically consider large changes, with those values in mind, you’ll have everyone helping with the implementation. And we need all of us.