I came up in building products. I’ve been the guy selling the kitchen, the guy explaining to a customer why their island is wrong, and the guy on the manufacturer side looking at a return and trying to work out who made the mistake. Almost nobody makes it on purpose, and almost nobody catches it in time.
When Home Depot was heading for a thousand stores, the consensus was that independent cabinet dealers were finished. They weren’t. They held about thirty percent of the market, and they held it on service and design savvy: knowing the product, knowing the room, and getting the order right. When you can’t win on scale, you win on specification.
I went on to run sales, director then VP, and helped scale a business past twenty-five million in five years, then to forty-eight million across five channels. From the inside, the orders that went wrong never came to me as orders. They came as margin: a service call, a remake, rush freight, a designer who quietly stopped specifying our line. Margin compression in this trade is a specification problem, not a pricing problem.
So I built the thing I wished every dealer had: a layer between the designer and the manufacturer’s catalog that matches every cabinet position to the exact SKU and size against the exact opening, before the order is placed. The designer’s rule set stays theirs. Nobody buys their way up the list.
A SKU gets specified because it fits, never because a manufacturer paid. That is written into the manufacturer agreement.
How you design is your intellectual property. Blitz applies your rules; it does not own them.
A dealer’s rates are seen by that dealer. A manufacturer’s pricing is never shown to another manufacturer.