Succession in the wholesale distribution channel is never simply about a title change — it’s about stewardship, legacy and the responsibility to lead a business forward while honoring the foundation that defines it. For nearly a century, The Collins Companies has built its reputation as one of the Northeast’s most trusted industrial distributors of engineered specialties, pipe, valves and fittings. Headquartered in East Windsor, Connecticut, the company was founded on a commitment to service, relationships and long-term partnerships.

Today, the distributor maintains a strong presence across its markets, supporting contractors, engineers and end-users with the products and expertise they rely on every day. As the next generation stepped into leadership roles, effective January 1, 2026, they did so with deep respect for that foundation — and a clear vision for where the business is headed.

Raised within the company and shaped by its values, the sibling leaders bring both institutional knowledge and a fresh perspective. They understand the importance of preserving the culture and customer-first mindset that built the business, while embracing new ideas, technologies and strategies that will position it for continued growth.

We sat down with the next generation leaders — siblings Kala Tuohey-McDonald, president and CEO; Sean Tuohey, chief operating officer; and Mary Tuohey-Fahy, chief financial officer — to discuss their journey into the business, how they’re balancing tradition and transformation, and what lies ahead under their leadership.

Kala Tuohey-McDonald, president and CEO

The Wholesaler: How long have you worked in the company?

Kala Tuohey-McDonald: I worked at Collins when I was younger, then chose to gain experience outside the company. Since returning in 2011, I’ve had the privilege of watching it grow — helping build our HR department and spending the last eight years in a dual role as both HR and CFO. One of the great things about being here so long is that I’ve had experience in about every department, which gives me a well-rounded perspective on the business.

The Wholesaler: Stepping into the CEO role is a significant moment for both you and the company. What leadership principles guide you as you take the helm of The Collins Companies?

Tuohey-McDonald: Stepping into this role, I’m guided by a few core principles — lead with integrity, put people first and stay grounded in who we are as a company. I believe one of my greatest strengths is understanding how this business was built and the values that got us here. It’s been a blessing to watch my father lead, and over the past few years, to see the transition of Paul Anduszkiewicz from president to the role of executive vice president, where he will continue to advise me on day-to-day operations while leading strategic sales initiatives.

I believe in listening, staying close to our team and customers and making thoughtful, forward-looking decisions. I know the heart of this company, and with the best team in the industry to lean on, I feel confident in where we’re headed — continuing to build a culture where people feel supported, challenged and proud of the work they do.

The Wholesaler: As you look ahead five to 10 years, what opportunities or areas of growth excite you most for the company?

Tuohey-McDonald: I’m most excited about growing in a way that stays true to our values while pushing us forward. We have a real opportunity to expand our footprint, strengthen key partnerships and continue evolving alongside our customers.

What energizes me most is investing in our people — developing future leaders, building strong teams, and giving individuals the trust and tools to take ownership. I’m especially excited about how artificial intelligence (AI) and emerging technologies will eliminate repetitive work and unlock more time for our team to think entrepreneurially, solve problems and drive innovation across the business.

Our focus is building something sustainable and forward-thinking — where we continue to lead in our industry, stay true to who we are and create meaningful opportunities for our people to grow and succeed.

The Wholesaler: The company has long been known for its culture and relationships. How do you ensure that culture continues to thrive as the company evolves?

Tuohey-McDonald: I believe a big part of how we protect our culture is by being intentional about staying true to our foundation and values. That’s one of the main reasons we chose to remain a legacy business — we knew that bringing in outside leadership could risk losing what makes Collins special.

My siblings and I grew up alongside this team, and we’ve had the privilege of welcoming new companies through acquisitions and working hard to share the Collins Way. At its core, it’s simple — treat others the way you’d want to be treated, honor differences and stay curious rather than judgmental.

As we grow, it’s about reinforcing those values every day and making sure our people feel connected, supported and part of something bigger.

The Wholesaler: You’ve worked across several areas of the company over the years. What lessons from those experiences most influence how you approach your role today?

Tuohey-McDonald: Working across different areas of the business has given me a real appreciation for how everything connects. It’s taught me that no role is small — every part of the company plays a critical role in our success.

It’s also helped me understand the day-to-day challenges our teams face, which has shaped how I lead. I try to stay approachable, listen first and make decisions with a full picture in mind.

Most importantly, those experiences have reinforced that our people are what drive this business. When you give them the right support, trust and tools, they do incredible things — and that’s something I carry with me in how I approach this role every day.

The Wholesaler: When you think about the company’s legacy, what responsibility do you feel to both protect what has been built and shape what comes next?

Tuohey-McDonald: When I think about the legacy of Collins, it’s the responsibility that weighs on me the most — making sure we honor what our father (Brian Tuohey, founder) has built while continuing to keep the company thriving. The values, relationships and way we treat people are the foundation, and protecting that is incredibly important to me.

At the same time, I see it as my role to help shape what comes next — being open to change, embracing new ideas and creating opportunities for growth. It’s about finding the right balance between honoring our past and building a future our people can be proud of.

Sean Tuohey, COO

The Wholesaler: How long have you worked in the company?

Sean Tuohey: I officially started with the company 16 years ago — if you don’t count summers in high school!

The Wholesaler: Operations are the backbone of any distribution company. What are the key operational priorities you are focused on as COO?

Tuohey: We currently have seven divisions across nine locations. While they’re all part of Collins, each operates very much as its own business, with different specialties, focuses and — hopefully, I won’t get in trouble for saying this — personalities. We love that. Those differences are what help them resonate with our customers, which is why they continue to operate under their own names.

Operating seven businesses under one umbrella, however, can be challenging. Each division uses the same enterprise resource planning system and shares the same receivables and payables teams, so it’s a constant balance between standardizing processes and providing each team with the specific tools they need to succeed.

Our goal is to make the most of the assets and expertise across all the companies while preserving the flexibility and responsiveness that only a small business can provide.

The Wholesaler: Customer expectations around speed, service and inventory availability continue to rise. How is the company adapting to meet those demands?

Tuohey: Continuing to invest in technology is a major one. We’re using AI to tackle time-sink tasks that previously took up much of our team’s time, allowing employees to focus on solving customer issues and providing better service. In addition, we’re doing a much better job using the data we have through improved forecasting tools, so we’re able to anticipate demand more accurately and make smarter inventory decisions.

Just as important as technology is our culture. We give our employees a lot of freedom to make decisions and respond to challenges in real time. Our goal is to ensure they’re always available and empowered to run to the problems and deliver faster solutions and better service for our customers.

The Wholesaler: Where do you see technology making the biggest impact in improving operational efficiency across the business?

Tuohey: Honestly, it’s touching about every facet of the business. AI is the obvious answer — and for good reason. I was somewhat of a nonbeliever about its initial impact. I thought there was no way AI could really “get” what we do — something that took me years of trying, failing and learning to get right. However, somewhat terrifyingly, it gets pretty close.

We’ve already implemented AI in areas such as order entry, payables and receivables, and we’re currently evaluating options for purchasing and customer relationship management as well. It’s not perfect. It still requires a human touch, but it’s taking so much of the menial tasks off our team’s plates. That frees us up to focus on what matters most — servicing our customers and supplying them as quickly and efficiently as possible.

The Wholesaler: When you think about the legacy of the company, what responsibility do you feel to both protect what has been built and shape what comes next?

Tuohey: I think when a lot of people think of Collins, they think of our dad, Brian Tuohey, and the spirit he brings to running Collins all these years. Fortunately, I don’t think he will ever retire, but just in case, we worked with a consulting firm, culture-wise, about 10 years ago to develop Collins Fundamentals, such as “Think Like an Entrepreneur” and “Give Back.” It’s a program that has really stuck and will hopefully serve as waypoints as we continue to support our people, communities and customers for generations to come.

Mary Tuohey-Fahy, CFO

The Wholesaler: How long have you worked in the company?

Mary Tuohey-Fahy: I started in 2008, right after graduating from UMass Amherst, and have been here ever since.

The Wholesaler: As CFO, you are responsible for guiding the company’s financial strategy. What principles shape how you approach financial stewardship at Collins?

Tuohey-Fahy: The financial strategy at Collins has always been a team effort. One of our fundamentals is “Think Like an Entrepreneur,” which encourages our team to make decisions as if it were their business — because it is.

We aim to be as transparent as possible with our financials, and we’ve built bonus programs that reward profit growth, new customer development and overall performance.

We genuinely believe our greatest investment is our people. The more we can empower and encourage them to grow, the stronger the company becomes as a whole.

The Wholesaler: Distribution businesses must manage changing economic conditions and market cycles. How do you ensure the company remains financially strong through those shifts?

Tuohey-Fahy: I believe it really comes down to staying close to the business and not getting too comfortable when things are strong.

We spend a lot of time understanding our numbers — watching trends in sales, margins and receivables — so we can catch shifts early. From there, it’s about being disciplined with expenses, inventory and credit so we’re not overextended if things tighten.

Flexibility is also huge. The distribution world can change quickly, so we’re always ready to adjust — whether it’s how we’re buying, where we’re focusing our sales efforts or how we’re managing risk.

Strong partnerships with our suppliers are also key — they help keep communication open and allow us to stay ahead of potential disruptions.

TW: Where do you see the most important areas for investment in the coming years — people, technology, facilities or expansion?

Tuohey-Fahy: As I mentioned before, our people are our greatest asset and truly the reason Collins is what it is today. We will continue to invest in them first.

Beyond that, we’re always looking for ways to do things better, quicker and smarter. With the growth of AI and new technologies, there are many opportunities to help us improve efficiency and decision-making across the business.

We’re constantly evaluating how we can evolve and improve while continuing to support our team and our customers.

TW: When you think about the legacy of The Collins Companies, what responsibility do you feel to both protect what has been built and shape what comes next?

Tuohey-Fahy: When my dad, Brian Tuohey, founder and executive chair of The Collins Companies, first asked my siblings and me many years ago what we thought about owning Collins one day, we all immediately said no. I think it came from not having the experience yet — and honestly, feeling as if no one could ever fill his shoes.

However, over time, as we grew into our roles, worked more closely together and became part of the everyday decisions, we began to truly understand how special this company is — and how much heart and hard work have gone into building it.

Stepping into this next chapter together feels really meaningful. It’s a responsibility we don’t take lightly, and one we’re proud to carry forward — with my dad, hopefully for many years, still right there beside us.