It’s been less than a year since the biggest news the channel has seen in decades broke, when True Value filed for Chapter 11 bankruptcy in October and Do it Best successfully closed on the purchase of True Value in November.
In just a short time, the two companies are well on their way to becoming one, already integrating several areas of the businesses, with the fruits of both companies’ efforts evident this weekend in Indianapolis at the Do it Best and True Value 2025 Fall Market.
“This Market is proof of what independents can achieve when two industry leaders come together with a shared vision,” says Dan Starr, CEO of Do it Best and True Value. “Our investments in branding, merchandising and vendor partnerships are designed to help independent dealers grow bigger, stronger and faster in their communities.”
The market saw nearly 11,000 attendees, which maxed out the space at the Indiana Convention Center and welcomed 155 new vendors to the market floor.
On Sunday evening, Starr took part in a fireside chat and shared the company’s financial information. For fiscal year 2025, which ended June 30, Do it Best and True Value were operated as separate entities. During that time period, Do it Best marked sales of $4.35 billion, which is a 4.8% decrease from last year’s sales of $4.57 billion. Looking at the seven-month period True Value was a part of Do it Best—from the Nov. 22 closing through the end of June—it would add an additional $500 million, Starr says.
“It was a solid year but again, we had some challenges,” Starr says, “At times, sales struggled. And it wasn’t just for Do it Best, it wasn’t just for this industry. There were real headwinds across the entire economy that factored in.”
The company’s gross profit was $325.5 million, which provided a 10% rebate to members, compared to about 11% last year, but still within the company’s goal range, Starr says. Return on investment capital for Do it Best members was 34% compared to the past 5-year average of 38%.
“We do not try to just maximize profit; that is not our objective,” Starr says. “Every single year, we work with our board and the management team to develop a solid plan for the year. Our goal is to provide a balance between investments for the future, to create a strong company for years to come and then demonstrate a solid return at the end of the year.”
During the fireside chat, Starr also shared the journey Do it Best took to purchase True Value, which actually started in August 2024, when Starr received an email about a company for sale. When asked if he would do it all again, Starr answered with a resounding, “In a heartbeat!” He says the True Value deal checked two major boxes.
“Even though I don’t think it’s the most important answer in the grand scheme of things, it made economic sense for Do it Best to do what Do it Best did and buy those assets for that purchase price,” Starr says. “The True Value brand is worth an awful lot to these retailers who are loyal and who want to get back into something that looks like a co-op relationship. There is so much value in that.”
More importantly, Starr says he would do it again to prevent what he says would have been negative consequences on the industry and independents.
“It would have been severely disruptive to their business and our industry and harmful to the people who we say we care about,” Starr says. “We claim to be the champion of independents, and that’s what it boiled down to. It was a gut check—do we believe what we say we do.”
Facing Future Challenges—Together
During the kickoff event, Do it Best president Nick Talarico and True Value president Dent Johnson welcomed retailers and members to the integrated event.
“Our teams have been heads down, focused on the work and it’s worth talking about what’s driving it,” Johnson says. “Every decision we make, whether it’s implementing a new ERP or streamlining our distribution network, has a direct impact on you. At the heart of it, the reason never changes: putting our members and retailers first.”
Talarico says the companies’ investment in tools, systems and brands is leading to a collective company that has more than just stable operations.
“We are actively creating a future where every independent dealer can thrive, on their terms,” Talarico says. “Our position in this industry is stronger than any one of us would have been on our own. Combined, we have more value to our vendor community.”
The kickoff event also highlighted the various branding and marketing strategies the companies will be implementing in the coming months.
Do it Best vice president of marketing and e-commerce Allison Flatjord shared how the company has been supporting members with brand initiatives like the Signature Store Design program, a new e-commerce platform, new digital marketing tool and a national advertising campaign on Google. Eric Lane, senior vice president of marketing at True Value, shared three pillars that will shape the investment in the True Value brand, including the announcement of a new national advertising campaign.
Enhancing Customer Experiences—Together
The Fall Market paid special attention to helping retailers elevate the in-store shopping experience with True Value’s Assortment City and Do it Best’s Solutions in Action, which gives retailers branding tools that preserve their local identity while amplifying their market presence. 
Within Assortment City, Destination True Value featured modern layouts, updated signage and curated assortments.
“This market showcases our continued investment in building strong in-store experiences,” Johnson says. “Dealers could walk through the refreshed concept in Assortment City on the market floor, gaining inspiration on how to elevate customer experiences, strengthen brand visibility and drive sales.”
In early August, following the announcement of Ace’s exclusive deal with Weber Blackstone, Do it Best and True Value announced the addition of Broil King and Napoleon to its warehouse and drop-ship programs, with both vendors having a presence on the market floor. During the Power Preview event, dealers saw these products in action—complete with live cooking, exclusive dating terms and deep discounts.
The Fall Market also focused on lumber and building materials (LBM), with an LBM industry update on Friday, VIP deals on core building categories and LBM Learning Sessions on topics ranging from AI applications for profitability to futures market insights and operational playbooks that boost productivity and margins.
“With record-breaking attendance, a unified Market floor and an expanded lineup of vendor partnerships and programs, the first integrated Fall Market set a powerful tone for the future of Do it Best and True Value,” Starr says. “As independent dealers explored new products, strategies and solutions, the message was clear: The combined strength of the company is fueling a new era of growth.”
